calderdale cultural strategy · 2016-07-21 · 3 the strategy is strongly focussed on economic...

Calderdale Cultural Strategy | Final

Calderdale Cultural Strategy

Calderdale Cultural Partnership


Contents Page Executive Summary 2 – 4

1. Introduction 5 – 6

2. What is Culture? 6

3. Strategic Context 6 – 10

4. The Case for Investment in Culture 10 – 15

5. Calderdale’s Culture 15 – 18

6. Key Strategic Issues & Challenges 18 – 19

7. Vision & Objectives 19 – 20

8. Strategic Themes 20 – 25

9. Areas for Action 25 – 33

10. Delivery 34

11. Measuring Success 34

12. Next Steps 35

Appendix


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Executive Summary Introduction 1 The Calderdale Cultural Partnership was established in 2008 as a sub-group of the Local Strategic

Partnership (LSP). Its remit is to advise the LSP on issues relating to culture in the borough and to co-ordinate activity at a strategic level to maximise the contribution of culture to the economic and social well being of Calderdale.

2 The cultural sector in Calderdale is vibrant and growing in economic importance, and the borough

has substantial cultural assets on which to build. However, support for the sector has historically been piecemeal and uncoordinated, which has limited the contribution of culture to the regeneration of the borough. The Calderdale Cultural Partnership therefore identified the development of a Cultural Strategy as a necessary first step to build awareness and understanding of the role of culture in regional development and to provide a framework for maximising its role in the future economic success of the borough.

3 The strategy is strongly focussed on economic objectives and as such it forms a component of the

Calderdale Economy and Enterprise Strategy. However, this is not just a creative industries strategy. The cultural sector is broad, and includes the performing and visual arts, museums and galleries, the built heritage, libraries, parks and playgrounds, sports and cultural tourism as well as creative industries, and together the sector employs more than 4,000 people, and accounts for up to 10% of the Calderdale economy.

4 As well as its direct economic contribution, culture is crucial to the wider diversification of the

Calderdale economy, and is a major driver of tourism in the borough. Culture’s role in urban and rural regeneration is well established and there are significant opportunities for Calderdale to capitalise on its cultural assets and place culture centre stage in the borough’s regeneration efforts.

5 Importantly, economic development and regeneration are not just about businesses and buildings,

but depend fundamentally on people and on the communities that support and contribute to economic growth. Cultural activities have consistently demonstrated their value in building individual and community confidence, encouraging civic pride and participation and developing the skills, capacities and aspirations on which future economic and social well being will be built.

Culture in Calderdale 6 Calderdale has a mixed cultural economy of private, public, voluntary and community activities.

There is a wealth of creative talent and considerable assets in its natural and built heritage, cultural and leisure facilities and nationally renowned organisations and visitor attractions. The borough’s proximity to major cultural centres in Leeds and Manchester is also a strength, and there are active formal and informal networks emerging across the sector.

7 However, provision remains patchy and fragmented, and the sector feels undervalued and under

supported, despite the growing recognition of culture (and creative industries in particular) within


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strategic plans. The strong voluntary input across the sector is a strength, but is also a measure of the economic challenges that cultural organisations face, and the wider role of culture in economic and community development has not always been fully recognised in investment decisions.

8 However, there are also significant opportunities. The development of the Piece Hall and Halifax

Minister are all key opportunities to drive regeneration through cultural activity, and the borough’s geography offers real potential to develop outdoors sports tourism. Harnessing and supporting the creative and entrepreneurial talent in the sector can create new businesses and employment opportunities as well as building the borough’s reputation and visitor appeal. By increasing opportunities for participation in culture, more people in Calderdale can feel proud of the borough and develop the skills and ambition to play an active role in its future success.

9 Realising these opportunities requires vision, commitment and a clear framework for partnership

action. That is the purpose of this strategy.

Priorities and Actions 10 The Cultural Strategy is seeking to create:

A vibrant and thriving cultural sector, which makes a significant contribution to all aspects of economic and social well being in Calderdale through effective co-ordination and support for art, creative industries, museums, libraries heritage and sporting activities.

11 This vision is supported by four main objectives: 11.1 Creating jobs in the creative industries and demonstrating the investment value of culture 11.2 Develop and promote a strong and compelling cultural tourism offer 11.3 Increase opportunities for participation in cultural activities across all communities in Calderdale 11.4 Develop effective partnership working across the board

12 These objectives will be achieved through actions identified and developed under broad strategic

themes: 12.1 Jobs & Investment 12.2 Tourism 12.3 Participation 12.4 Making Culture Matter

13 The actions that have been identified within these themes combine existing and planned initiatives

with new interventions, and are intended to be a starting point for further development and articulation.

Key Outcomes 14 Successful implementation of these priorities and actions will:


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14.1 Create direct economic benefits through new businesses and new employment opportunities, growth in existing businesses and increase in economic output.

14.2 Create secondary economic benefits through increased visitor numbers and visitor spend in the borough.

14.3 Increase participation in cultural activities, creating benefits for individuals and communities in areas such as employability, physical and mental well being, educational attainment and civic participation.

14.4 Enhance the wider reputation and profile of the borough as a creative, inspiring and attractive place to live, work and visit.

Delivery 15 This is a partnership strategy, and has been developed by the Calderdale Cultural Partnership in full

consultation with the cultural sector and with the main public agencies at local and regional levels. Delivery responsibilities will rest with the members of the Calderdale Cultural Partnership, in which Calderdale Council will play a key role. Initial recommendations are that:

15.1 Calderdale Council should rigorously review its current activities and use of resources to explore:

15.1.1 The potential for alternative models of service delivery e.g. externalising services through third party delivery, cross-service working.

15.1.2 Whether the current configuration of resources is optimal in light of the strategic priorities

identified above. 15.1.3 The opportunities for culture to play an active role in delivering services within other Council

areas e.g. community health, community safety etc. 15.1.4 How the Council can play a leading role in championing culture in Calderdale as well as

facilitating and encouraging the sector to take an active role in its ongoing development. 15.2 The planned Creative Industries Network could develop a strong delivery role in area such as

mentoring and business support, working in partnership with the Council and Business Link. 15.3 PAN Calderdale may also have a role in delivering support to the arts sector, but would need

resourced to do so. 15.4 CAN Calderdale is a crucial route in to the voluntary sector and should be part of the network of

delivery partners for the Cultural Strategy. 15.5 The Calderdale Cultural Partnership should maintain a strategic role, monitoring the progress of the

strategy and reporting to the LSP. Calderdale Cultural Partnership May 2010


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1 Introduction 1.1 Calderdale is part of the West Yorkshire sub-region, spanning the towns of Brighouse, Elland,

Halifax, Sowerby Bridge, Hebden Bridge and Todmorden. The borough is part of the Leeds city region and lies just to the east of Greater Manchester.

1.2 With a population of around 200,000, the borough has a distinctive character, built on its strong

industrial and built heritage, rich mix of urban and rural communities and outstanding natural beauty. The towns and villages that make up Calderdale are diverse and complex communities, with strong individual identities. This is one of the borough’s main assets, and is increasingly important in developing the economic, cultural and social vibrancy of the area.

1.3 Calderdale’s cultural offer is similarly diverse. Well established performing arts venues such as the

Victoria Theatre, Square Chapel and the Viaduct Theatre at Dean Clough enjoy strong audience support for their varied programmes, and there is a vibrant artistic community across the borough. Growing clusters of creative and digital businesses are emerging in Halifax and Hebden Bridge, as well as Todmorden, Sowerby Bridge, Brighouse and Elland, and new investment in facilities across the borough has significantly enhanced the sporting infrastructure. The built heritage is also a major asset, from attractive villages such as Mankinholes, Luddenden and Heptonstall to the Grade 1 Listed Piece Hall in Halifax and the Town Hall in Todmorden, as well as the 4,000 other listed buildings in the borough. The visitor appeal of the borough is further enhanced by key attractions such as Eureka! The National Children’s Museum, 15th century Shibden Hall and the Bankfield Museum as well as the borough’s excellent parks and natural environment.

1.4 These considerable cultural assets are further supported by an active and committed voluntary

sector delivering an extensive professional arts programme with community events and festivals right across Calderdale which help to bring communities together and celebrate the unique character of the borough. The cultural life of Calderdale is both diverse and rich.

1.5 However, the borough faces significant economic challenges. Over reliance on declining sectors

such as manufacturing and financial services suggests a clear and urgent need to diversify the borough’s economic structure and create a sustainable basis for future growth. Culture has a significant role to play in that process, both as an economic force in its own right, and as a key aspect of the visitor economy.

1.6 Calderdale has also been hard hit by the current recession, with a sharp rise in unemployment

creating a need to raise aspirations and increase levels of participation across communities to avoid the negative spiral of long term unemployment and its attendant social problems.

1.7 To address these major challenges, Calderdale should seek to place culture at the centre of plans to regenerate the borough and ensure its future economic success.

1.8 This strategy provides a blueprint for developing the cultural sector in Calderdale, and is focussed

on ensuring that the cultural sector can maximise its contribution to the economic and social well being of the borough.


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1.9 It has been developed through a process of research and consultation with partners and practitioners across the breadth of the cultural sector in Calderdale, as well as key regional partners. Building on the earlier work of the Calderdale Cultural Partnership, the strategy process has taken account of the many issues raised by those in the sector, as well as current and planned activities, and has distilled these into an overarching vision, supported by a set of objectives and priorities for investment.

1.10 This document sets these objectives and priorities in a wider strategic context, aligning the

priorities of the Cultural Strategy with those for the borough and the wider Yorkshire and Humber region, while providing a clear case for investment.

2 What is Culture?

2.1 Culture means different things to different people, and it is important to be clear about how culture and the cultural sector are defined for the purposes of strategic planning.

2.2 The Calderdale Cultural Partnership has adopted a broad definition of culture that is reflected both

in its membership and its ambitions for the cultural sector. As a result, this strategy focuses on a clear and practical definition, covering:

Performing and visual arts

Creative industries

Museums and galleries

The built heritage

Libraries

Parks and playgrounds

Sports

Cultural tourism 2.3 The culture of the borough of Calderdale is strongly influenced by its rich heritage, its natural

environment and, of course, its people, and all have a central role to play in developing the economic and social contribution that the cultural sector can make.

3 Strategic Context 3.1 The Calderdale Cultural Strategy sits within a complex and evolving policy context, and it is

important that it is fully aligned with key strategic priorities for culture at national, regional and local levels. This is summarised and explained in more detail below.


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National Strategic Themes

Economic Contributionof Culture and Creative

Industries

Increasing Participation in Culture and Sport

Excellence inCulture and Sport

Regional Strategic Themes

Creative and Digital

Industries

Cultural Tourism

Urban and Rural Renaissance

Communities

Local Strategic Themes

Economy and Enterprise

Safe and Stronger Communities

Older PeopleHealthier

CommunitiesChildren & Young

PeopleEnvironment

3.2 National Priorities 3.2.1 National policy priorities for culture are broadly focussed around three main objectives:

Increasing participation in culture activities

Maximising the economic and social contributions of culture

Supporting and encouraging excellence 3.2.2 Policy responsibility for the development of culture rests with the UK Department for Culture,

Media and Sport (DCMS). The DCMS owns four of the national outcomes that now guide the relationship between central and local government in England, all of which are strongly focussed on increasing participation:

Adult participation in Sport

Use of public libraries

Visits to museums or galleries

Engagement in the arts 3.2.3 In economic terms, Creative Britain, led by the DCMS, in partnership with the then Department for

Business, Enterprise and Regulatory Reform (BERR) and the Department for Innovation, Universities and Skills (DIUS) (now merged as BIS), documents 26 commitments which outline how the Government will take action to support the creative industries (including the arts). These commitments range from the role of creativity in education to practical measures to put culture and creativity at the heart of the UK economy and support creative businesses and organisations.


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Further policy measures are also outlined in the Digital Britain report, most notably the plans to ensure wider roll out of next generation broadband.

3.2.4 Excellence in culture is a key feature within the strategic priorities of national organisations such as

the Arts Council England and Sport England. Participation is also a key objective, but both organisations have an explicit focus on developing talent and supporting excellence, as documented in Sport England’s Excel, Sustain and Grow strategy and the Arts Council’s Great Art for Everyone. These are not elitist approaches, but rather are focussed on ensuring that everyone has the opportunity to access excellent cultural experiences and facilities.

3.3 Regional Priorities 3.3.1 At regional level, there is considerable strategic emphasis on the role of culture in the development

of the Yorkshire economy. The Regional Economic Strategy (RES) recognises culture’s role in relation to:

The direct economic contribution of the digital and new media industries.

The role of culture (in its wider sense) in urban and rural renaissance. 3.3.2 The digital and new media industries are one of five high growth sectors identified in the RES as

offering substantial future potential, and Calderdale’s emergent clusters of creative businesses fit within this agenda.

3.3.3 The RES also identifies as a key deliverable the use of culture to contribute to economic renaissance

and profile, both as part of urban and rural regeneration initiatives and by maximising the role of culture in the visitor economy.

3.3.4 This is also a strong theme in the Yorkshire Visitor Economy Strategy 2008-2013, which gives strong

recognition to the role of the cultural infrastructure in attracting visitors to the region. 3.3.5 Finally, the Yorkshire Gold strategy identifies five key opportunities for the region to capitalise on

the London 2012 Olympics to create a lasting legacy for Yorkshire. These are:

Sport and physical activity

Communities

Culture

Tourism

Business 3.3.6 Although there is no current cultural strategy for the Yorkshire and Humber region, the above

priorities provide a supportive strategic context for the development of the cultural sector in Calderdale.


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3.4 Local Priorities 3.4.1 The Calderdale Cultural Strategy is fundamentally focussed on the contribution that culture can

make to the economic well being of the borough. This is recognised within the Calderdale Economy and Enterprise Strategy through its commitment to developing the creative industries in the borough as part of the drive to diversify the economic base. However, the economic value of culture is not solely related to creative industries. The wider cultural sector is both an important source of employment, and has a central role to play in the Calderdale’s tourist offer.

3.4.2 A vibrant and exciting cultural scene also provides communities with a source of pride, building

confidence and encouraging civic participation. People that take part in cultural activities benefit in many ways from improved health and fitness to enhanced self-confidence, new social networks and new skills and abilities. These benefits are both social and economic, as successful economic development depends on strong and cohesive communities with aspirations to succeed.

3.4.3 The contribution of culture can therefore be felt across many different policy themes and interests,

from education and health to social care and community regeneration, and this is recognised in the Cultural Strategy’s close alignment with the priorities of the Calderdale Sustainable Community Strategy and the Local Area Agreement, as illustrated below.

Calderdale Sustainable Community Strategy

Economy and Enterprise

Safe and Stronger Communities

Older PeopleHealthier

CommunitiesChildren & Young

PeopleEnvironment

Calderdale Local Area Agreement Themes

CulturalStrategy

3.4.4 The Cultural Strategy sits primarily within the Economy and Enterprise theme, but will contribute

across all six LAA themes in the following ways: 3.4.4.1 Cultural activities and events bring communities together, breaking down barriers and helping

to build trust and social capital. Cultural pursuits have consistently proven their value in youth diversionary activities, helping to address crime and anti-social behaviour and strengthen community bonds, and there is growing awareness and evidence of culture’s value in educational contexts.

3.4.4.2 Participation in culture are important ways of keeping older people physically and mentally

active and healthy, ensuring that they have an ongoing role to play in economic and community life.


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3.4.4.3 There are clear links between physical activity and health, as detailed in the Calderdale Physical

Activity Strategy, Move It, and evidence suggests wider health benefits of participation in cultural activities. The Cultural Strategy will therefore help to make a direct and significant contribution to the health and well being agenda in the borough.

3.4.4.4 Children and young people are major users of cultural facilities, and cultural activities have a

central role within educational provision, both within mainstream curricula and in community settings. Culture is a powerful means of promoting health and well being for young people through participation in culture activities and in play, helping to build safer and stronger communities; and

3.4.4.5 The built and natural environment is a key asset supporting the development of the Calderdale

cultural sector, particularly through the built heritage of the borough and its unique geography. The Cultural Strategy will promote investment in these assets to the benefit both of the cultural sector and the wider environment of Calderdale.

3.4.5 In many of these broad areas, investment in culture is not only a public good, but can actually

reduce the need for future investment, for example by promoting health and fitness, reducing anti-social behaviour and contributing to educational attainment. For example, with sport and physical activity, the economic impacts of inactivity can be significant, and participation in cultural activities can help people back to work and reduce days lost to sickness.

3.4.6 It is for these reasons that culture should have a clearly recognised role to play in all areas of

economic and community development. In short, culture should be at the very heart of policy making and public service delivery.

4 The Case for Investment in Culture 4.1 The primary driver of the Cultural Strategy is economic, and there are four principle arguments for

investing in culture for economic development benefits: 4.1.1 The economic value for the cultural sector itself 4.1.2 The wider economic contribution that culture can make 4.1.3 Culture’s role in place-making and regeneration 4.1.4 Building cohesive communities.

4.2 The Economic Value of Calderdale’s Cultural Sector 4.2.1 According to official economic data1, the cultural sector in Calderdale employs 4,300 people, with

key concentrations in sport, software and arts and antiques. There are almost 800 cultural businesses in the borough. If sole traders and micro-businesses below the VAT threshold are

1 Data from the Annual Business Inquiry, using DCMS definition of creative industries, expanded to include sport, museums and

libraries.


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included, this number rises considerably (one recent study estimated there to be as many as 1,400 cultural businesses in the borough2).

4.2.3 Depending on the data used, the cultural sector accounts for 5-10% of the Calderdale economy – a significant proportion. Indeed, the cultural sector’s share of total employment in Calderdale is greater than that for Yorkshire and Humber as a whole.

4.2.4 Not only is the cultural sector already an important source of employment for the borough, but it

has considerable potential for future growth, particularly in relation to creative industries, as more businesses take advantage of digital technologies to improve efficiency and develop new business models. Recent research by NESTA estimates that the UK’s creative industries will grow by 4% each year to 2013, twice the rate of the economy as a whole3.

4.2.5 Calderdale is home to a growing cluster of innovative, creative companies working in national and

international markets, and developing collaborative models of working that allow them to punch above their weight (see Puppetman Productions case study below).

2 The Creative & Digital and Tourism Industries in the Calderdale District, ASK, 2009.

3 Demanding Growth: why the UK needs a recovery plan based on growth and innovation, NESTA, 2009.

Puppetman Productions Puppetman Productions Ltd was founded in 1992 by Granada TV’s Head of 3D Animation and Digital FX, Matt Howarth, and is based in Calderdale at the Elsie Whitely Innovation Centre. The company specialises in animation, digital fx and the combination of these elements with live-action, and has an impressive track record including a Royal TV Society award and a BAFTA nomination. The company has worked with the BBC, Channel 4, ITV and the Discovery Channel, and is currently working with Huddersfield University and fellow local company Optic Verve, to produce a film about the European Spallation Source, a £1.2 billion particle accelerator. Recently, Puppetman has made inroads into the world of games and interactive multimedia at a high level with their first commission for CBBC. The company has no employees but frequently recruits talented specialists on a freelance basis. It also collaborates extensively with other companies. The owner was born in Calderdale and prefers the attractive countryside to large cities. “The area has good broadband connection and a growing band of likeminded individuals who are making Calderdale an exciting place to be.”


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4.2.6 Given that the creative sector already has a strong presence in the Calderdale economy, this must be a significant opportunity for the borough, as recognised within the Economy and Enterprise Strategy, as well as at regional level through the RES focus on digital and new media industries.

4.3 Culture’s Wider Economic Role 4.3.1 Calderdale’s economy has long benefitted from a strong presence in financial services and a long

history of manufacturing and engineering. However, with the long term decline in UK manufacturing and the recent recession significantly constraining growth in financial services, the borough can no longer afford this level of dependence on two large but shrinking sectors, as shown below (culture and the creative industries are contained within the Business Services grouping below).

4.3.2 The Enterprise and Economy Strategy rightly identifies the creative industries as a key opportunity

for the borough, and one that can contribute to the wider need to diversify the economic structure of the borough. Here it is important to note that the creative industries definition includes the arts, museums and heritage sectors, although it does not include sport.

Manufacturing

Construction

Retail

Hotels & restaurants

Transport&comms

Finance

BusinessServices

Public admin

Education

Health & social work

Other community services

0.50

1.00

1.50

2.00

2.50

3.00

-10.0% -8.0% -6.0% -4.0% -2.0% 0.0% 2.0% 4.0% 6.0% 8.0% 10.0%

Inde

x of

Spe

cilis

atio

n(L

ocat

ion

Quo

tient

, Eng

land

=1)

Average Annual Growth Rate

Source: Economy and Enterprise Strategy, Calderdale Council, 2009

4.3.3 However, the broader cultural sector is also a key part of the borough’s offering to visitors. In fact,

there is little in the borough’s tourism offering that is not cultural. From Eureka!, The National Children’s Museum, and the arts complex at Dean Clough to Calderdale’s excellent parks, natural environment and key heritage assets such as Shibden Hall and the Piece Hall, the building blocks of the borough’s tourist attractions are all within the cultural footprint. Investment in the borough’s cultural infrastructure and cultural offering is also an investment in the visitor economy.


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4.3.4 Finally, the cultural sector in general, and the creative industries in particular, also add value to other sectors. Recent research by NESTA found that for a wide range of innovation measures, industries with greater links to the creative industries have stronger innovation performance. If a firm spends twice as much as it does on creative products it is 25 per cent more likely to have introduced a product innovation either new to the firm or new to the market. The evidence also suggests that firms that cooperate with creative businesses in their supply chains offer a more diverse product range and higher quality goods and services4. Creativity and the input of creative businesses can add real value to the performance of businesses right across the economy.

4.4 Place Making and Regeneration 4.4.1 In recent years, culture has become an increasingly

popular tool in the drive for national and regional differentiation. From Bilbao’s Guggenheim Museum to the Angel of the North, culture is increasingly seen as an essential catalyst for post-industrial regeneration and the development and promotion of a modern and appealing image of place.

4.4.2 Investment in culture has transformed the image of UK towns and cities as diverse as Glasgow,

Sheffield, Newcastle, Dundee and Birmingham, as well as rural communities in areas such as the Highlands and Islands of Scotland. 4.4.3 In a major review of 20045, the DCMS provided clear evidence for the role of culture in driving regeneration by improving the public realm through iconic buildings and flagship projects, creating employment, attracting tourism and inward investment and building civic pride and local community cohesion. It is now widely accepted that culture is an essential component in urban and rural regeneration, and this is acknowledged in the RES for Yorkshire and the Humber, and in regeneration and renaissance plans in Calderdale.

4.4.4 The Dean Clough case study is a tangible example of this in practice, combining commercial

activities with subsidised support for culture and cultural organisations. The overall result is a creatively vibrant and attractive centre with clear appeal to business tenants.

4.4.5 While flagship capital developments can have enormous catalytic and inspirational value, it is

important to remember that regeneration is fundamentally about people. It is about raising

4 Beyond the Creative Industries: Making Policy for the Creative Economy, NESTA 2008.

5 Culture at the Heart of Regeneration, DCMS, 2004.

EUREKA! Eureka! The National Children’s Museum

is an educational and visitor attraction

dedicated to bringing play-based learning

opportunities to children aged 0-11 years.

Following a £9 million fundraising

campaign, Eureka! opened in 1992 with

Prince Charles as patron. Eureka! has now

welcomed over 5 million visitors and is

part of the international Children’s

Museum movement that aims to provide

safe gathering places for hands-on

interactive learning.

Eureka! Attracts 250,000 visitors each year

from across Yorkshire, the North West and

further afield. With no government

funding, Eureka! relies on admission

charges, secondary spend and funding

bids to sustain the organisation, and over

half of the annual income comes through

admission charges.


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aspirations, building confident, proud communities and creating pathways to economic and civic participation.

4.5 Building Cohesive Communities 4.5.1 The role of culture in community development is well established. Since the 1980s, there has been

growing body of evidence to demonstrate the individual and community impacts of participation in cultural activities. One large scale review of the evidence base noted that: “Participation in cultural and sporting activities has been shown to result in the gaining of new skills, improve informal and formal learning, increase self-confidence, self-esteem and a feeling of self-worth, improve or create social networks, enhance quality of life, promote social cohesion, personal and community empowerment, improve personal and local image, identity and a sense of well-being. For young people in particular, participation can reduce truancy/bad behaviour at school, reduce the propensity to offend and lead to better educational/employment prospects. For ethnic minority groups, all of the above personal and social aspects can occur, and in addition participation in cultural activities relating to their own culture can result in an enhanced sense of pride in, and 'empowerment' of, the ethnic community; and for disabled people, participation can reduce isolation, increase social networks and enhance quality of life6.”

4.5.2 The evidence also suggests that when cultural activities are targeted at young people at risk, or

actual offenders, there has been a significant reduction in crime figures and in re-offending. Programmes of activities can not only create a 'diversion' from criminal behaviour, but can facilitate key skills in learning, develop personal and social skills and provide routes into further education and employment, all of which can lead to the propensity not to re-offend or participate in criminal behaviour, as well as increasing economic participation.

6 The Evidence Base for Arts and Culture Policy, Ruiz, J. Scottish Government, 2004.

Dean Clough

Dean Clough is a landmark site in Halifax, measuring two-thirds of a mile. It once hosted the largest carpet manufacturer in the world and all of the buildings on the site are listed.

Dean Clough is nationally renowned for its commitment to the arts. It has a rolling programme of visual arts in its nine galleries with over 400 works of paintings, drawings, prints and photography. It provides rent-free accommodation for some 20 artists and for major theatre companies such as Northern Broadsides and IOU Theatre, as well as for arts charities. It regularly supports regional and national theatre initiatives, and has a history of mounting memorable musical performances - particularly with its acclaimed jazz seasons.

The complex combines commercial activities (the provision of business accommodation) with cultural development and has developed a sustainable model of regeneration. It is a key asset for Calderdale and demonstrates the potential of mixed use development.


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4.5.3 Cultural also has enormous value in learning contexts. Changes in mainstream educational curricula place greater emphasis on creative and cultural participation and personalised learning7, and there is growing evidence of the impact of culture on personal and social development as well as educational attainment. Cultural learning is a lifelong activity, taking place in formal and informal settings, and enables learners to fulfil their creative potential, participate in community life and develop appreciation of their own and others’ cultures.

4.5.4 There is also widespread evidence of

volunteering in cultural activities, a key form of community engagement and civic participation, and of the physical and mental health benefits of participation.

4.5.5 These impacts are important in both a social

and economic sense. Successful economic development depends not only on a diverse and vibrant business base, but also on cohesive communities of people with the right skills, attitudes and aspirations. Investment in culture can make an important contribution to these goals.

4.5.6 Many of these arguments would, on their own, present a compelling case for investment, but

together they are hard to ignore.

5 Calderdale’s Cultural Sector 5.1 As noted above, more than 4,300 people currently work in the cultural sector in Calderdale, and

many more are involved in a voluntary capacity. The data suggest key concentrations in arts and antiques (specialist retail), sport and software, the last of which is typically high growth. The strong employment in fashion is a legacy of the textiles industry in the borough and relatively low levels of employment in museums, heritage and performing arts is a function of the large role played by volunteers in these sectors, as well as financial challenges in these sectors.

7 See www.curricumum.qca.org.uk

Calderdale Midnight League

The Calderdale Midnight League is diversionary activity using football as its theme to occupy children and young people in a meaningful activity and healthy lifestyle which will continue post 16 years of age. Now in its fourth year, the league has proved popular with young people, and evidence from local residents, police and other partners suggests that it has had a number of important benefits in reducing incidents of anti-social behaviour, increasing perceptions of community safety and contributing to an overall reduction in crime. It has also contributed to key targets relating to levels of physical activity and has helped to narrow the gap within the BME community as a number of BME males take part.

The Midnight League has since grown from a football programme into a multi sport and cultural programme, and is a clear example of how, with investment, different sport and cultural activities can be put together as a coherent offer for young people to take part and learn new skills.

http://www.curricumum.qca.org.uk/


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0

200

400

600

800

1000

1200

Employment in Calderdale's Cultural Sector, 2007

5.2 The borough has a mixed cultural economy of private, public, voluntary and community

organisations involved in the delivery of cultural activities for all ages and all sections of the community. This diversity is a strength, but feedback from the sector is that provision across the borough is patchy and disconnected, and there is a lack of really major players, with the possible exceptions of the nationally renowned theatre and arts companies Northern Broadsides, IOU, Square Chapel Centre for the Arts and Eureka!

5.3 Calderdale is not short of creative talent, and the borough generally performs well in terms of

enterprise and entrepreneurship, but the overall visibility of the sector is low, and many identified a need to build public engagement and support. Indeed, one of the most consistent findings of the consultation was that the sector feels that neither the economic nor the social and educational value of culture is recognised either by the public agencies or by parts of the wider community.

5.4 Important advantages for the sector include the place itself, both in terms of its location close to

major centres of creative activity in Leeds and Manchester, and also in relation to the relatively low costs of operating from the borough. Calderdale is part of the Leeds city region, and while this is an undoubted advantage for the borough as a whole, particularly for issues such as inward investment, it is also a threat if residents choose to seek their cultural experiences in the city. There is also the risk that new start creative businesses may ‘outgrow’ the borough and relocate to nearby centres if there is insufficient local support. Other place issues affecting the sector include the benefits of the developing transport links to key destinations beyond the borough (including the planned rail link to London), as well as difficulties with transport within the borough.

5.5 The natural environment and built heritage of Calderdale are considerable assets, but ones that

many felt are not currently used to their full potential. In particular, Halifax town centre is an opportunity, along with the outdoor sports market and the redevelopment of the Piece Hall as a


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unique heritage attraction, business location, small scale retail centre, performance venue and leisure asset for the wider community and visitors alike. The Halifax Masterplan also contains plans to connect the Piece Hall, Square Chapel and the Halifax Minister developments with Eureka!, bringing together cultural assets that link up the natural and built heritage of Halifax with family based visitor attractions.

5.6 There was strong and consistent feedback regarding the strength and commitment of the voluntary

sector, and of individual volunteers, in supporting cultural activity across the borough. This is undoubtedly an asset, and underlines the important role that culture plays in providing opportunities for community engagement. However, it can also leave provision vulnerable, and there was a call for greater recognition of this role and for more support for the voluntary sector.

5.7 A significant weakness affecting not only the cultural sector but the wider Calderdale economy is

the lack of higher education (HE) provision in the borough. Although Calderdale College offers relevant FE and HE courses, provision at HE level is limited, and the lack of a dedicated HE institution in the borough means that young people are less likely to come to the borough and stay for educational reasons, thereby depleting both the cultural talent pool and the potential local audience. HE is also a crucial source of innovation in regional economies and Calderdale is undoubtedly disadvantaged by not having a university within its boundaries.

5.8 Finally, there was clear feedback to suggest that Calderdale Council could take a stronger role in

investing in the wider cultural sector in the borough. Much of the Council’s investment in cultural activity is focused on Council owned or managed facilities and programmes, and there is far less engagement with the wider, independent sector. There was a strongly held conviction that the Council does not fully recognise the role that culture can play in economic and community development and as a result, culture is typically low down the priority list when it comes to investment decisions.

5.9 However, the formation of the Calderdale Cultural Partnership and its alignment with the Local

Strategic Partnership, Calderdale Forward, is a positive step, and Council officers and elected members made a positive and encouraging contribution to the development of this strategy. Indeed, there is a feeling that Calderdale’s cultural sector (including the Council) is entering a new era of partnership working, and that this offers real potential for future development. It is also important to note that the role of culture is recognised in existing and developing strategies relating to:

5.9.1 The development of the physical realm through the Halifax Masterplan and Upper Calder Valley

Renaissance Plan 5.9.2 Visitor economy, through the CANOPY initiative and the current work to develop a new tourism

implementation plan for the borough 5.9.3 Support for the creative industries, through the Economy and Enterprise Strategy and the plans for

a new creative industries network. 5.10 Although much of this work is ongoing, and in some cases has yet to translate into investment, it is

encouraging that culture is increasingly recognised as having a role to play in the economic development of Calderdale.


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5.11 The feedback from partners and representatives of the cultural sector has been distilled into a summary SWOT analysis for the sector, and a series of strategic issues and challenges to be addressed, as detailed below.

6 Key Strategic Issues and Challenges 6.1 The figure below presents a summary SWOT analysis for the cultural sector in Calderdale.

Strengths

Creative individuals/talentPlace (environment and costs)GeographyCultural and heritage assetsEntrepreneurshipGrowing sense of partnershipCommitted voluntary sector

Weaknesses

Council investment

Patchy and disconnected provisionFew really major playersNo recognition of value of cultureTransport linksTown centre issues (Halifax)Quality issuesLack of HE provision

Opportunities

Outdoor sports tourismPiece HallHeritage assetsReputation (Hebden, Dean Clough, Eureka)New leisure facilitiesProximity to Manchester and LeedsTown centre development2012 Legacy

Threats

Manchester and LeedsLack of Council interestPublic sector spending crisisOver-reliance on volunteersApathy and disillusionmentLow external awareness of the regionFailure to investLack of HE provision

6.2 In addition to the above analysis, the consultation identified a number of key strategic issues to be

addressed: 6.2.1 The role of the Council has historically been to deliver cultural services directly, leaving less

resource available for working with the independent sector. If the ambitions for the sector are to be realised, the Council may be required to review its activities and the balance between direct provision and facilitating and supporting the wider sector.

6.2.2 There is a need to ensure that the strategy is for all of Calderdale, and not just for the Halifax area

where there is a concentration of activity and facilities. There is a balance to be struck here, and not all parts of the borough can play an equal role in all areas of the strategy. However, ensuring that benefits are distributed across Calderdale is a key underpinning principle.

6.2.3 While there is an important need to develop and co-ordinate the cultural offer for the visitor

market, it is important not to lose sight of the needs of local residents. Local audience development should be a strategic priority.


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6.2.4 The strategy must seek a functional definition and balance of the needs of the professional, commercial, not-for-profit, community and voluntary sectors.

6.2.5 There is a strong focus within the borough on developing vibrant town centres, and thus far culture

has not played a significant role in these developments. This is a missed opportunity and with further investment planned, it is important that culture is embedded in regeneration plans.

6.2.6 The role of Calderdale within the Leeds city region is important, and the Cultural Strategy for

Calderdale should ensure complementarity with the cultural offer in Leeds rather than seeking to compete.

6.2.3 Promoting Calderdale to the wider visitor market is critical, but presents some issues with branding

and identity. Calderdale is an administrative geography and has no meaning to visitors. At the same time, there are strong and emerging cultural brands in the borough including Hebden Bridge, Square Chapel, Eureka! Dean Clough and Shay Stadium. The promotion of the borough’s cultural attractions should not seek to prioritise a Calderdale brand such that it obscures these other brands. Indeed, diversity and independence are key characteristics of the borough and its cultural offer.

6.2.4 The strategy is required to balance the needs and aspirations of a broad range of sectors, activities

and stakeholders. At the same time it must identify priorities and early wins and build wider commitment.

6.3 All of these issues have been taken into account in developing the vision, objectives and strategic

priorities outlined below. Importantly, the driving principle for the delivery of the strategy is partnership. The single biggest issue consistently identified in the consultation process was the lack of co-ordination across the cultural sector – too many individuals and organisations are working in isolation without the means or knowledge to develop a more co-ordinated and collaborative approach.

6.4 No single organisation can deliver the strategy. Partnership is essential, and while this may mean a

new or changing role for the public sector partners, it also demands that the sector itself plays an active role in shaping its own destiny. This is reflected in the priorities identified below.

7 Vision and Objectives 7.1 Our vision is to create:

A vibrant and thriving cultural sector, which makes a significant contribution to all aspects of economic and social well being in Calderdale through effective co-ordination and support for arts, creative industries, museums, libraries, heritage and sporting activities.

7.2 Supporting this vision, we have identified four main objectives: 7.2.1 Creating jobs in the creative industries and demonstrating the investment value of culture 7.2.2 Develop and promote a strong and compelling cultural tourism offer 7.2.3 Increase opportunities for participation in cultural activities across all communities in Calderdale 7.2.4 Develop effective partnership working across the board


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8 Strategic Themes 8.1 These objectives will be addressed through four main strategic themes: 8.1.1 Jobs & Investment 8.1.2 Tourism 8.1.3 Participation 8.1.4 Making Culture Matter.

8.2 Jobs and Investment 8.2.1 Creative businesses within the borough are under supported, and feedback from the sector was

that the support that is available via Business Link and Calderdale Council is limited and too generic to be effective. Scale is also an issue, and many of the creative businesses in the borough lack the scale to compete effectively for larger contracts and access wider market opportunities.

8.2.2 Ensuring that appropriate support is available to creative businesses seeking to grow is essential,

but this must be developed within a clear framework. Support is already available via initiatives such as the Elsie Whitely Innovation Centre in Halifax, and new enterprise centres are planned in Todmorden, Hebden Bridge and possibly also in Brighouse or Elland. Property solutions will address only part of the need, and more should be done to support creative businesses and build their capacity for sustainable growth.

VISION A vibrant and thriving cultural sector, which makes a significant contribution to all aspects of economic and

social well being in Calderdale through effective co-ordination and support for arts, creative industries, museums, libraries, heritage and sporting activities.

OBJECTIVES

Creating jobs in the

creative industries and

demonstrating the

investment value of

culture

Develop and promote

a strong and

compelling cultural

tourism offer

Increase opportunities

for participation in

cultural activities

across all communities

in Calderdale

Develop effective

partnership working

across the board

STRATEGIC THEMES

Jobs & Investment Tourism Participation Making Culture Matter


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8.2.3 Skills and talent development are also key, and Calderdale College already offers a range of

relevant courses. The future success of Calderdale’s creative economy will depend on the borough being able to develop and retain its creative people, and to do so, it must be, and be seen to be, a place that values and supports creativity.

8.2.4 There are plans to establish a creative industries network, and this is to be welcomed. However, a

network alone will not be sufficient to build real competitiveness in this sector, unless it has a wide remit and the resources to deliver practical business support.

8.2.5 Given the importance of the creative industries to the future economic well being of Calderdale, an

early priority for this strategy will be to develop a clear implementation plan to support the growth of the sector. This should address issues relating to business development, innovation, market access, networking, skills and talent development and retention and business premises and facilities.

8.2.6 Support is also required across the wider cultural sector. Grants to arts, heritage and sports

organisations are limited in the borough, with most of the Council’s resources in this area directed towards Council owned or managed venues and activities. Financial support must also be backed up with business and management advice and mentoring to ensure that the cultural sector not only functions as effectively as possible but can operate on a sustainable footing.

8.2.7 Finally, the voluntary sector plays a critical role in supporting cultural venues and activities across

Calderdale. Although a strength, this reliance on volunteers is also a vulnerability and there is a need to build capacity within the voluntary sector to ensure that more voluntary organisations can build sustainability and continue to operate effectively. Social enterprise models may also offer real potential here if supported appropriately.

8.3 Tourism 8.3.1 Consultation consistently identified the lack of co-ordination and collaboration across the cultural

sector as a major issue constraining its development. In broad terms, the feedback was that the physical infrastructure (venues, facilities etc) supporting culture in the borough is reasonably well developed, but cultural programming is less well coordinated.

8.3.2 There are a number of implications in this: 8.3.2.1 The lack of co-ordination makes it difficult to promote Calderdale’s cultural offer 8.3.2.2 Opportunities to cross-promote are missed (e.g. promoting the heritage assets to visitors coming

for the natural environment) 8.3.2.3 Local audience development is constrained if residents lack information on what is available 8.3.2.4 Lack of collaboration inhibits the ability of cultural organisations to compete on a wider scale.


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8.3.3 While the borough is relatively well served by venues, these operate independently with insufficient co-ordination of programmes and audience development activity. A strategic approach to venue management and promotion would be a significant step forward. A joint ticketing mechanism would also be beneficial and should be an early consideration.

8.3.4 There is also no single point of information where residents or visitors can find comprehensive

information about cultural facilities, events and activities. This is an obvious early action that could improve co-ordination and provide a basis for more effective promotion of Calderdale’s cultural offer.

8.3.5 Better co-ordination of activities would also allow for cross-promotion, and the development of

appealing packages for visitor and local residents alike. However, it is important to note that the basic infrastructure that supports tourism generally requires to be upgraded, and there are also issues with transport and congestion in parts of the borough. These issues, while beyond the scope of the Cultural Strategy, are important considerations in seeking to develop the potential of cultural tourism in the borough, and will be addressed through the Tourism Action Plan currently under development.

8.3.6 Promoting the borough’s cultural offer to the tourist market is a key opportunity, and there are

strong existing brands on which to build, including Square Chapel, Eureka!, Shibden Hall, Dean Clough, Hebden Bridge and the Brighouse and Rastrick Brass Band activities. A clear marketing strategy should be developed that harnesses these brands and builds awareness of their co-location within the Calderdale area (although not necessarily by building a Calderdale brand).

8.3.7 Town centre development is a key economic priority for Calderdale, and the cultural sector has an

important role to play. The redevelopment of the Piece Hall in Halifax is currently the subject of a bid to the Heritage Lottery Fund, and together with the development of the Square Chapel complex, better connections to Eureka! and the newly upgraded Halifax Minster there is a real opportunity to build a Cultural Quarter in Halifax that can provide a valuable focal point for the town’s wider cultural sector. This is recognised within the existing Halifax Masterplan, and renaissance programme, and should be prioritised accordingly.

8.3.8 The Piece Hall is obviously a critical flagship development, and while much depends on achieving

the new vision for a vibrant and thriving ‘town square’ for Halifax and a heritage attraction of national and international importance, there is a need in the interim period to continue to support a compelling programme of events and activities within the Hall, and to build community engagement and support for the plans. The Piece Hall must be ‘owned’ by the people of Calderdale if it is to become a source of civic pride, a destination of choice for visitors to Yorkshire and a catalyst for the wider regeneration of Halifax town centre. The exciting proposition now planned for the Piece Hall is also more likely to attract private investment.

8.3.9 Public art and a vibrant cultural programme can breathe new life into town centres, by bringing

people in and helping to develop the evening economy, bringing in turn further private investment in restaurants, bars and other facilities. This is an opportunity particularly for Halifax, but also in other towns across Calderdale, and argues for an approach to town centre development that considers the role of culture from the outset. Creative lighting strategies, live street entertainment, public art and the conservation of the built heritage are all important means of achieving this goal.


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8.3.10 The cultural sector also feeds niche retail activities (already an area of strength) as seen, for

example, in Hebden Bridge and the Piece Hall, and this can help differentiate Calderdale’s retail offering from that of neighbouring centres such as Leeds and Manchester.

8.3.11 Calderdale’s parks and open spaces are also a critical part of the public realm, and have an

important role both as components of the overall tourist offer and as community assets. The educational and community benefits of play are well established, and alongside Eureka!’s excellent play facilities and open spaces for families to enjoy can build the appeal of the borough for family visitors. This means investment in the borough’s public spaces to ensure that they are safe, attractive places to visit, and that they are equipped with appropriate facilities for visitors and local communities alike.

8.3.12 The borough’s natural geography lends itself to niche opportunities in outdoor and sports tourism,

particularly in ‘extreme’ sports provision such as climbing and mountain biking. The area around Todmorden is ripe for such development with existing trails and quarries that could be converted into high quality outdoor activity centres, with supporting commercial infrastructure (accommodation, hire shops, tour guides etc). This will require both initial investment to establish the facilities and effective marketing to build wider awareness and attract business from residents and visitors.

8.3.13 Many of these opportunities are under consideration as part of the development of a new Tourism

Action Plan for Calderdale, and the Cultural Partnership welcomes the focus on culture within this process and within the wider CANOPY initiative being taken forward by Pennine Yorkshire. It is crucially important that the Calderdale Cultural Partnership, and the cultural sector more widely, is able to contribute to the development of the tourism agenda in the borough.

8.3.14 Finally, the cultural sector needs to take a collaborative approach to local audience development

by ensuring that cultural programming meets the needs of the borough’s diverse communities, and is effectively promoted. This will increase revenues to cultural organisations and providers as well as delivering individual and community benefits.

8.4 Participation 8.4.1 Calderdale already has a thriving festival scene across the borough and this should be nurtured and

developed to provide individual communities with opportunities to celebrate their local identity and bring the community together. It is also worth considering a flagship event such as a Calderdale Year of Culture to bring together these activities and build real profile for culture in Calderdale. This would take considerable planning and investment, but could be an important aspirational goal, perhaps to coincide with the launch of the redeveloped Piece Hall. This could bring visitors, income and profile to Calderdale and establish its place on the cultural map of England.

8.4.2 Key facilities such as libraries and sports facilities are at the very heart of communities and should

be vibrant and interesting places for people to come together. Ensuring access to these opportunities is key, and the partners must work to remove barriers to participation where they


24

exist as well as ensuring appropriate provision for key target groups, including children and young people, BME communities and older people.

8.4.3 Here support for, and investment in, the voluntary sector is critical, and the Council should

consider ways of encouraging and supporting cultural activities at community level, without always having to deliver. A more facilitating approach can help build community participation by supporting voluntary organisations to deliver programmes of cultural activities within communities.

8.4.4 The Calderdale Gold legacy programme leading up to and beyond the 2012 Olympics provide

opportunities to build community engagement and develop imaginative projects that can achieve a lasting legacy for communities.

8.4.5 In addition, children of all ages want to have opportunities to play, regardless of their background,

physical ability, and where they live. Any future approach to play for the borough will need to take into account the child population within Calderdale, their needs and the quality and extent of existing provision. This means providing a range of accessible, affordable and high quality indoor and outdoor play opportunities, linked where appropriate to cultural provision (such as at Eureka! and the borough’s sports facilities).

8.4.6 Finally, cultural activities can also be a powerful and effective means of engaging communities in

wider planning activities. The Cultural Pathfinder Programmes run in England and Scotland both provide clear evidence of the value of cultural participation not only in providing real benefits to local authorities in addressing community priorities and needs, but also in empowering communities to inform the planning and delivery of public services8. Calderdale Council could consider the lessons from these programmes as it seeks to integrate culture into wider service delivery.

8.5 Making Culture Matter 8.5.1 The strategy is based on the principle of effective partnership, and this will be important at

different levels. The Calderdale Cultural Partnership has a crucial role in co-ordinating activity at a strategic level and providing a route through which the cultural sector can input to the Local Strategic Partnership. However, it is not a delivery body, and there is a need to build active networks and partnerships across the cultural sector and beyond that can support collaborative working.

8.5.2.3 The public agencies need to be embedded within these emerging networks to provide the basis

for true partnership working between the private, voluntary and public sectors. This engagement should extend beyond Calderdale to include regional partners such as Yorkshire Forward, Welcome to Yorkshire, Arts Council England and Sport England.

8 See http://www.culture.gov.uk/images/research/CulturalPathfinder_160707_full.pdf and

http://www.scotland.gov.uk/Publications/2009/06/17154541/0 for the evaluation reports.

http://www.culture.gov.uk/images/research/CulturalPathfinder_160707_full.pdf

http://www.scotland.gov.uk/Publications/2009/06/17154541/0


25

8.5.3 The strategy is an important vehicle for stimulating this engagement, and its dissemination should engage and excite the sector in a way that encourages partnership working. It is important to note the role of the sector itself in this process, as not all of the activities proposed can be delivered by the public partners. Indeed, it is crucial that the sector takes an active role, particular if public sector partners are to move towards facilitation and support.

8.5.4 There are also important implications for Calderdale Council. One of the strategy’s objectives is to

ensure that culture is more firmly embedded across the themes of the LAA and the Sustainable Communities Strategy for Calderdale. For the Council, this places clear emphasis on cross-service working. Delivery of aspects of the Cultural Strategy is not the sole responsibility of Cultural Services or the Regeneration Service, but should involve all Council departments, making use of cultural activities to deliver their own objectives and outcomes. Integrating culture across service departments will be a long term process, and will require collaborative working within the Council and with the Calderdale Cultural Partnership, but is a key priority for the Cultural Partnership.

9 Areas for Action 9.1 Further work will be required to refine and cost the detailed implementation plan for delivering the

Calderdale Cultural Strategy, and this should be a rolling process. The strategy is a ‘living’ document, and should continue to evolve in response to changes in the markets and operating environment. However, initial priority areas for action are outlined below against each of the strategic themes.

9.2 It should be noted that some actions are already planned or are identified within existing strategic

documents such as the Halifax Masterplan and the Enterprise and Economy Strategy. They are included here because they are key actions that the Calderdale Cultural Partnership believes are important for the future development of the cultural sector and the wider economic and social well being of Calderdale.

9.3 Implementation Plan 2010/2011


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Jobs & Investment

Strategic Lead Richard Brown – Director, Arts & Business Yorkshire

Issue Action Delivery Lead

Measures Links to NIs Baseline 08/09

2011 Target

Links to LAA Priorities

Links to SIPs

Creating jobs in the creative industries

Develop the Creative Industries Network with a formal Cultural Partnership champion

David Moore, Head of Regeneration

Retention and growth of jobs in the creative sector

NI 171 VAT registration rate

NI 172 VAT registered businesses showing growth

NI 146 (LAA2) Adults with learning disabilities in employment

NI 150 (LAA2) Adults in contact with secondary mental health services in employment

NI 152 Working age people on out of work benefits

NI 153 (LAA2) Working age people claiming out of work benefits in the worst performing neighbourhood

NI171: 110.8 NI172: 14.5 NI146: 5.1 NI150: 7.9 NI152: 12.8 NI153: 29.0

NI171: 109.9 NI172: tbc N146: 9.0 NI150: 13.8 NI152: tbc NI153: tbc

Economy & Enterprise: Increase of successful and sustainable existing and new businesses

Economy & Enterprise: Increasing employment for disadvantaged groups and workless

Narrowing the Gap: Gap in unemployment rates

E&E Business & Economy SIP: More People in Work, More successful and sustainable existing and new businesses, including social enterprises.

E&E Development Strategy SIP: Increase Employment for Disadvantaged Groups and Workless: Ensure there are appropriate employment opportunities for local people

AH&SC Economic Wellbeing: Learning Disabilities Increase the numbers of LD people in meaningful activity

Ensure effective access to business support


Number of jobs created

Harness job creation and apprenticeship opportunities


Number of jobs created and number of people in apprenticeships in creative industries Number of new start businesses created

http://intranet/Calder/docs/DRAFTSERVICEIMPROVEMENTPLANS/090901BUSINESS+AND+ECONOMY.DOC

http://intranet/Calder/docs/DRAFTSERVICEIMPROVEMENTPLANS/R&D_SIP_6_DEVELOPMENT+STRATEGY.PDF

http://intranet/Calder/docs/DRAFTSERVICEIMPROVEMENTPLANS/090724LD.DOC

http://intranet/Calder/docs/DRAFTSERVICEIMPROVEMENTPLANS/090724LD.DOC


27

Tourism Strategic Lead

Leigh-Anne Stradeski – Chief Executive, Eureka! The National Children’s Museum



2011 Target


Links to SIPs

Developing and promoting a strong and compelling Cultural Tourism offer

Develop/support and promote key cultural tourism projects: Hebden Bridge EcoMuseum; Todmorden Triathlon; Halifax Festival

Katie Kinsella, Principal Officer Tourism & Rural Development

Delivery of projects

NI 8 Adult participation in sport

NI 9 Use of public libraries

NI 10 % of adult population attending museums / galleries

NI 11 % of adult population engaging in the arts

NI8: 22.8 NI9: 52.3 NI10: 50.1 NI11: 44.2

NI8: 26.1 NI9: 53 NI10:tbc NI11:tbc

Economy & Enterprise: Dynamic and vibrant town centres

Tourism Economy in Calderdale Delivery Plan 2010/2012

Develop/support and promote the Piece Hall Quarter


Visitor numbers and total spend

Ensure culture is fully embedded in the Tourism Action Plan with a strong cultural tourism brand and coordinated approach to Tourism Board / Regional West Yorkshire Tourism Board


Visitor numbers and total spend

Calderdale presence in regional promotion

Produce a single coherent key events and festivals guide

Nancy Corbin, Acting PR Manager

Production and dissemination of key events and festivals guide


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Participation

Strategic Lead Sally Martin – Director, Square Chapel Centre for the Arts



2011 Target


Links to SIPs

High quality and accessible leisure facilities borough-wide

Encourage wider participation by promoting access to a high quality experience across Council and non-Council cultural facilities.

Gary Borrows, Head of Cultural Services

Number of people participating in cultural activities Satisfaction with leisure facilities Participation within target groups





NI8: 22.8 NI9: 52.3 NI10: 50.1 NI11: 44.2

NI8: 26.1 NI9: 53 NI10: tbc NI11: tbc

Healthier Communities: Improved health & reduced health inequalities

Older People: Improved quality of Life

Narrowing the Gap: All communities can access our services easily

CYP: Enjoying and achieving

S&S Directorate Support SIP 09/12: Build new Leisure facilities for Brighouse, Sowerby Bridge and Halifax. Efficient services that give good Value for Money

S&S Education Arts Outreach SIP 09-12: To increase the usage of our culture and leisure facilities by residents and visitors

S&S Activity and Community Development 09/10

CYP Being Healthy

Calderdale Gold Programme

Develop a Legacy Plan for Calderdale with partners David Brook, Sport & Active Recreation Development Manager

Develop and promote a programme of activities which champions talent and excellence

Promote and support the Calderdale Gold brand to build participation

Improving cross-sector understanding and co-ordination and ensuring appropriate support and training opportunities to enable effective Third Sector participation in partnerships.

Ensure there is an effective and comprehensive database of third sector organisations

Andrew Pitts, Acting Head Neighbourhoods and Community Engagement

Increased rates of civic participation

Increased in percentage of people who feel they can influence decisions in their locality

Increase in number of people participating in regular volunteering

Development of a positive environment for a thriving third sector

NI 3 Civic participation in the local area

NI 4 % of people who feel they can influence decisions in their locality

NI 6 Participation in regular volunteering

NI 7 Environment for a thriving third sector

NI3: 14.9 NI4: 26.4 NI6: 26.4 NI7: 15.1

NI3: tbc NI4: 29 NI6: tbc NI7: tbc

Safer & Stronger: Voluntary & community sector’s role strengthened


S&S Education Arts Outreach SIP 09-12

S&S Community Engagement & Partnerships SIP 09-12

Ensure cross-sector communication is effective and the reaches small and marginalised groups

Organise events to promote understanding of the role of the third sector

Develop a cross sector joint learning programme

Work with public and private sector partners to open up their in-house staff training programme to third sector partners

Establish a new community development workers network and a new strategic volunteering partnership

http://intranet/Calder/docs/DRAFTSERVICEIMPROVEMENTPLANS/090708DSSIP2009-2012V3.DOC

http://intranet/Calder/docs/DRAFTSERVICEIMPROVEMENTPLANS/090708DSSIP2009-2012V3.DOC

http://intranet/Calder/docs/DRAFTSERVICEIMPROVEMENTPLANS/090731EAOSIP2009-2012V4.DOC


http://intranet/Calder/docs/DRAFTSERVICEIMPROVEMENTPLANS/090727ACDSIP2009-2012+V4.DOC








http://intranet/Calder/docs/DRAFTSERVICEIMPROVEMENTPLANS/090805CEPSIP2009-2012V5.DOCX




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Making Culture Matter

Strategic Lead

Robin Tuddenham – Director, Safer & Stronger Communities, Calderdale MBC

Issue Action Delivery Lead Measures Links to NIs Baseline 08/09

2011 Target

Links to LAA Priorities Links to SIPs

Enhancing cultural identity, pride and cohesion

Progress key / iconic capital development projects eg Piece Hall, Square Chapel, Eureka!, Myplace

Robin Tuddenham/ Sally Martin/ Leigh-Anne Stradeski

Completion on cost and within schedule

NI 1 % of adult population who agree that local area is a place where people from different backgrounds get on well

NI 2 % adult population who feel strongly that they belong to their immediate neighbourhood

NI 3 Civic participation in the local area

NI 4 % of people who feel they can influence decisions in their locality





NI17b % perceived problem of teenagers hanging around on streets

NI1: 65.6 NI2: 61.5 NI3: 14.9 NI4: 26.4 NI8:22.8 NI9:52.3 NI10:50.1 NI11:44.2

NI1:68.2 NI2: tbc NI3: tbc NI4: 29 NI8:26.1 NI9:53 NI10:tbc NI11:tbc

Economy & Enterprise: Increased skill levels

Safer & Stronger Communities: Reduced crime; Respect built and reduced antisocial behaviour; Reduced re-offending

Narrowing the Gap: All communities can access our services equally; Satisfaction levels in line with the best

CYP: Enjoying & Achieving


S&S Education Arts Outreach SIP 09-12

S&S Community Engagement & Partnerships SIP 09-12

Deliver key strategic community projects eg Summer Arts College, Calderdale Midnight League, Calderdale Gold

Claire Slattery / Chris Shiroda / David Brook

Increased participation, cohesion and contribution to the reduction in crime

Developing new models of provision

The actions undertake options appraisal in relation to a single commissioning model for culture and leisure

Robin Tuddenham, Director Safer & Stronger Communities

Document complete and recommend-ations to Calderdale Commissioning Executive

NI 179 value for money 0 100%

Use of Resources: Continuous improvement of service delivery; Commission and procure quality services and supplies; Effective workforce

Elected member development and advocacy

Working with the Member Development Working Party, arrange briefings and development for Councillors to increase understanding and active advocates.

Amanda Venning, Member Training & Development Officer

Briefings and development sessions complete

0 100%













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10 Delivery

10.1 This is a partnership strategy, and has been developed by the Calderdale Cultural Partnership in full

consultation with the cultural sector and with the main public agencies at local and regional levels. Everyone has a role to play in ensuring its effective delivery, and it will be important to make best use of external funding sources to support key development e.g. Heritage Lottery Fund (Piece Hall and others), Yorkshire Forward (enterprise centres, creative industries network activities), Art Council England (support for arts organisations and activities) and Sport England.

10.2 Within Calderdale, delivery responsibilities will rest with the members of the Calderdale Cultural

Partnership, in which Calderdale Council will play a key role. Initial recommendations are that: 10.2.1 Calderdale Council should rigorously review its current activities and use of resources to explore: 10.2.1.1 The potential for alternative models of service delivery e.g. externalising services through third

party delivery, cross-service working. 10.2.1.2 Whether the current configuration of resources is optimal in light of the strategic priorities

identified above. 10.2.1.3 The opportunities for culture to play an active role in delivering services within other Council

areas e.g. community health, community safety etc. 10.2.1.4 How the Council can play a leading role in championing culture in Calderdale as well as

facilitating and encouraging the sector to take an active role in its ongoing development. 10.2.1.5 The Creative Industries Network could develop a strong delivery role in area such as mentoring

and business support, working in partnership with the Council and Business Link. 10.2.1.6 PAN Calderdale may also have a role in delivering support to the arts sector, but would need

resourced to do so. 10.2.1.7 CAN Calderdale is a crucial route in to the voluntary sector and should be part of the network of

delivery partners for the Cultural Strategy. 10.2.1.8 The Calderdale Cultural Partnership should maintain a strategic role, monitoring the progress of

the strategy and reporting to the LSP.

11 Measuring Success 11.1 The Cultural Strategy should be supported by a detailed framework for monitoring and evaluation,

but a number of key headline measures of success can be identified for each of the four main objectives. These are shown within the implementation plan, along with the links to the priorities of the Calderdale LAA and the national Performance Framework for local authorities.


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12 Next Steps 12.1 The next steps in bringing the strategy to life and driving forward its implementation are as follows: 12.1.1 Continue to build commitment and buy-in among the key partners, including:

Calderdale Council

Cultural sector

Regional partners 12.1.2 Develop a more detailed implementation plan including a monitoring and evaluation framework.


Appendix A: Strategic Fit with Economy and Enterprise Strategy The Cultural Strategy will sit within the Calderdale Economy and Enterprise Strategy, which has three main themes: developing a resilient and competitive economy; economic inclusion and participation; and creating the conditions for sustainable growth. Each of these three themes is supported by three priorities, and the table below detailed the correspondence between the priorities of the Cultural Strategy and those of the Enterprise and Economy Strategy.

Economy and Enterprise Priority

Cultural Strategy Contribution

Developing a Resilient and Competitive Economy

High quality and investable town centre

Developing, supporting and promoting the Piece Hall Quarter.

Diversified employment structure Ensure effective access to business support and harness job creation and apprenticeship opportunities.

Exemplar enterprise culture Ensure effective access to business support and harness job creation and apprenticeship opportunities. Develop/support and promote key cultural tourism projects: Hebden Bridge EcoMuseum; Todmorden Triathlon; Halifax Festival

Economic Inclusion and Participation

Raising aspirations and encouraging enterprise

Ensure effective access to business support and harness job creation and apprenticeship opportunities. Achieving a thriving cultural third sector. Enhancing cultural identity, pride and cohesion.

Increasing employability and learning Ensure effective access to business support and harness job creation and apprenticeship opportunities. Achieving a thriving cultural third sector.

Creating the conditions for sustainable growth

Enhancing neighbourhood cohesion Enhancing cultural identity, pride and cohesion.

Integrating sustainable development Ensure effective access to business support and harness job creation and apprenticeship opportunities. Achieving a thriving cultural third sector.

Increasing collaboration and improving connectivity

Enhancing cultural identity, pride and cohesion.

calderdale cultural strategy · 2016-07-21 · 3 the strategy is strongly focussed on economic...

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