cultureCulture East Midlands

forewordDavid Lammy Minister for Culture, Media and Sport

I am delighted to support the new East Midlands Regional Cultural Strategy. The East Midlands is a place of great inspiration – from its historic houses to its sports venues, from its track record in participatory arts to its vibrant film and media culture and to its huge range of museums, from its design and creative businesses to its stunning natural environment.

The role of culture in the East Midlands is strengthened by the work of all of the regional partners and I would like to commend you for taking a united, collaborative approach. Culture in the region is a success story in many ways with effective cultural leadership, real partnerships between regional agencies, committed local authorities working together, the strong contribution of diverse communities, an important volunteering tradition, and new cultural investment.

This strategy will be an excellent tool to support ownership of culture by everyone. We know that culture relies on the passion, energy and commitment of people who make it happen: the volunteer sports coach, the artist, the local authority officer, the venue manager, as well as the people who come to compete, to create, to take part, to watch, to hear, to be where culture is happening. But culture also needs a sensitive framework that will support the efforts of the people who make it happen.

What this strategy tells me is that culture belongs to the people of the East Midlands and that they are the best people to decide – to choose – what the future regional priorities should be. It is in this spirit that I would like to endorse this document, and I look forward to working with you to ensure culture in the region reaches its potential. I also look forward to sharing in your success.

David Lammy MPMinister for CultureDepartment for Culture, Media and Sport

fore

wo

rdThe vision, set out in The Place of Choice is bold and aspirational. By 2011, we want the East Midlands to be a region where people choose to live and visit, because of its distinctive places and the cultural life it offers. We want it to be a place where cultural and creative people, as well as organisations, can thrive and grow. We also want it to be a region where more people choose to take part in cultural activities.

Culture, creativity and enterprise are vital to people, to communities, to well being, to prosperity, to distinctive places, to quality-of-life, and to happiness. It is only with culture at the centre of regional strategy, policy and planning that we can meet social and economic challenges, and establish a flourishing region.

Partnership is fundamental to our Strategy. By working together through Culture East Midlands, our Regional Cultural Consortium, and through consultation, we have developed this agreed five-year framework to build the potential of our cultural industries, so that we can offer more to the people of the region.

Culture East Midlands

Laura Dyer Chief Executive Arts Council England East Midlands

Anne Rippon Interim Regional Director Sport England East Midlands

Jeff Moore Chief Executive East Midlands Development Agency

Nigel Rudd Executive Director East Midlands Regional Assembly

Jane Todd Regional Director Government Office for the East Midlands

Sukhy Johal Executive Director Culture East Midlands

Anthony Streeten Regional Director English Heritage East Midlands

Richard Dickinson Chief Executive East Midlands Tourism

Mick McGrathHead of Region Big Lottery Fund

Andy Turner Chief Executive Regeneration East Midlands

Tim Hobbs Chief Executive Museums Libraries Archives East Midlands

Emma Sale Regional Manager Heritage Lottery Fund

Debbie Williams Chief Executive EM Media

Janet Ward Chief Executive Local Government East Midlands

A cultural strategy for the East Midlands 2006 - 2011

The place of choice

Welcome to the place of choice

contents4 Culture – why people care

6 Culture in the East Midlands

8 Our vision

10 Sharing delivery between regional partners

12 The delivery framework 22 Monitoring and evaluation

22 Getting involved

Dream Engine’s Heliosphere, Leicester Expo

I’m proud to present The Place of Choice - the Regional Cultural Strategy for the East Midlands, 2006 -11. Our vision is simple: it is for the East Midlands to be the place of choice for people to enjoy, create, work, and take part in, culture. The Strategy affirms the region’s commitment to culture: the arts, sport and physical activity, museums, libraries, archives, heritage, media, and tourism, and to a broader range of less formally defined cultural activities.

Culture is fundamental to quality-of-life, sense-of-place, and a flourishing region. Moreover, people’s understanding of a place is shaped by its unique cultural character. It’s as hard to imagine the places in our region without the touch of culture, as it is to imagine someone whose life hasn’t been touched by culture. Culture is so much part of the choices people make every day that it’s sometimes easy to forget that our cultural life needs to be planned, resourced, championed, sustained and debated.

The East Midlands has outstanding natural, cultural, and historic assets, including the Peak District National Park, Lincoln Cathedral, the birthplace of Lara Croft in Derby, and the internationally recognised Olympic Study Centre at Loughborough University. The region has experienced and committed cultural organisations, as well as a strong tradition of participation. Above all, there are creative, imaginative, and passionate people working in every field of culture, with more and more of them achieving great success.

During the life of this Strategy, unprecedented cultural investment in Nottingham, Derby, Northampton, Leicester and Lincoln, and in market town and rural regeneration, will transform the region.

The Strategy will strengthen culture in the East Midlands through four key themes:

• Supporting cultural opportunities for people and communities• Fulfilling the potential of culture• Getting culture valued in regional policy and planning• Achieving sector sustainability

Through the Regional Cultural Strategy, the cultural sector can share its priorities, improve what it does, and help raise the cultural aspirations of everyone in the region.

We have worked hard to develop the Strategy as a consortium, and all of the Consortium members fully and firmly support this work. I’d like to thank all of the partners who have enabled this journey to begin so decisively. This commitment, as well as the region-wide support gained through thorough consultation makes this the right time, the right place, for this Strategy. We will also place our cultural achievements alongside those of the other regions and work towards shared delivery of national cultural priorities, along with the other eight Regional Cultural Consortia.

I believe this is an ambitious leap forward for the East Midlands. To deliver the defined outcomes during the life of the Strategy, the cultural sector must work with key partners on the right actions. It is this work which will fire the Strategy themes, driving our region to a new place - a place of choice, where culture is at the centre of everyone’s life.

Ted Cassidy, Chair, Culture East Midlands

Culture is constantly evolving, refl ecting the preoccupations of people and communities at a given moment in history. What people want to do, the experiences they value and care about, change all the time. At the same time, cultural professionals generate new ideas and practices, new markets emerge, innovative technologies develop, unforeseen problems arise and social values shift. These dynamic cycles change the way we live our lives. The Place of Choice builds on the evolution of culture, nurturinga climate in which innovation thrives, even as the best of what we have is protected and preserved.

The social value of culture is increasingly recognised - it can be a motivator, it can create dialogue, it can facilitate learning, it can give people a voice, it can enable and empower people to make a difference to their community, and it can improve trust, understanding, and cohesion.

People take part in and enjoy culture all the time - through sport and the arts, reading, researching family history, visiting historic buildings and enjoying natural environments. They do so through organised or self-generated opportunities. They do so as creators, visitors, participants, volunteers and enthusiasts, in libraries, museums, heritage sites, cinemas, theatres, stadiums, and community spaces. Indeed 10% of people in the region work within the cultural and creative industries.

Cultural activities include organised events delivered by public bodies, but can encompass a wide diversity of activity including: downloading and listening to music, skateboarding, commercial cinema, bowling, video-gaming, amateur singing and dance, or shopping. People choose to engage with culture because they value it. It is central to quality-of-life, well being, social capital, identity, and happiness. In fact, culture is such an integral part of people’s lives that it is often taken for granted.

Culture... why people care

1. The New Art Exchange - artist’s impression, Nottingham2. Diwali celebrations, Derby3. Water, Wood, Waste by Nick Horrigan, Fermyn Woods Gallery, Corby4. British Art Show, Nottingham5. Nottingham Mela6. Leicestershire athlete, Paula Radcliffe

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culture FACTSin the East Midlands

enjoyenjoyenjoy

Culture is constantly evolving, refl ecting the preoccupations of people and communities at a given moment in history. What people want to do, the experiences they value and care about, change all the time. At the same time, cultural professionals generate new ideas and practices, new markets emerge, innovative technologies develop, unforeseen problems arise and social values shift. These dynamic cycles change the way we live our lives. The Place of Choicebuilds on the evolution of culture, nurturinga climate in which innovation thrives, even as the best of what we have is protected and preserved.

The social value of culture is increasingly recognised - it can be a motivator, it can create dialogue, it can facilitate learning, it can give people a voice, it can enable and empower people to make a difference to their community, and it can improve trust, understanding, and cohesion.

why people care

Culture is an expression of what people care aboutenjoy

Culture is an expression of what people care aboutenjoy

Culture is an expression of what people care about

The diversity of culture mirrors the huge diversity of people and communities, and all of their concerns and beliefs. As such, it can be in competition for people’s attention, even their hearts. It can be a badge of difference or a mark of belonging.

In short, culture is the expression of what we care about: it is not surprising then that it inspires such passion.

The creative and cultural industries employ 212,000 people across 25,000 businesses, making up 10% of the total employment

In 2002 the value of the whole sector was £3.69bn, making up 6.6% of the total regional economy

The arts employ around 40,000 people in 7,000 locations

£125 million is being invested in major arts facilities in Derby, Leicester, Lincoln, Northampton and Nottingham

15% of global independent game production takes place in the region

uniqueuniqueunique cultural character

To establish the region as the place of choice, there is a need to focus on challenges as well as strengths. These have been identifi ed as:

• Building better infrastructure, partnerships and networks

• Improving cultural leadership

• Developing evidence, information systems, and data

• Increasing aspiration

• Encouraging culturally diverse and priority group participation

• Building better rural provision

To address these challenges, this Strategy will particularly support and encourage:

• Participation, volunteering, social enterprise and access

• Leadership, skills development, and the attraction and retention of talented people

• The potential of culture to enhance economic development, sustainable communities, regeneration, and health and well being

• Greater investment in cultural infrastructure, in enhancing culture in rural provision, and to maximise the impact of the 2012 Olympics in the region

• People and organisations to value culture

• Partnerships and networks to build the sustainability of culture

and networks

systems, and data

group participation

The region already has a strong cultural life and a history of outstanding achievements, including:

• A concentration of international-class sports facilities, support services, coaches and athletes

• World-class video game development

• Award-winning theatre

• Extensive and diverse museum, library, and archive collections refl ecting the region’s communities

• Fast-growing creative industries

• Leading university courses in arts administration, heritage, sport, design, fashion, tourism, media practice, performance, libraries and information, museums, conservation, and creative writing

• Thriving rural arts touring networks

• A distinctive programme of festivals

• Acclaimed fi lmmaking, and screen and television writing

• Iconic historical buildings, and archaeological sites from prehistoric periods to the twentieth century

• Highly successful culture-led physical regeneration projects

• Some of the most spectacular and visited landscapes of England, from the Peak District to the Lincolnshire coast

• Distinctive historic towns, city centres and international-class heritage attractions

Culture in the East Midlands

People’s understanding of a place is shaped by its

uniqueThere are more than 348 static public library service points provided by local authorities, and over 50 library vehicles

There are 2,217 public-access computer terminals in 309 of our region’s public libraries

There are more than 180 museumsin the region

There are 88 archive holding organisations including 6 main archive services and a regional fi lm archive

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1. Score for Sport Project, Braunstone, Leicester2. Lincoln Cathedral3. British Art Show, Nottingham4. Bolsover Children’s Festival, Derbyshire5. Devonshire Campus, University of Derby, Buxton6. Leicester Performing Arts Centre - artist’s impression

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culture FACTSin the East Midlandsuniqueunique

People’s understanding of a place is shaped by its

unique

create, work and participate in culture

MEASURING SUCCESS

In order to measure success, a number of outcomes are attached to each work strand, with accompanying indicators to enable the level of achievement to be monitored.

The Consortium will launch a Regional Cultural Observatory in 2006 in order to develop an evidence base to underpin the work strands. The Observatory will produce baseline data during 2006/7 to help set targets for the outcome indicators in the remaining years of the Strategy.

Finally, by 2011 there will be a national and international profi le for our region’s cultural life and strong international cultural exchange. Talented, creative people will choose to stay or be based in this dynamic and exciting region - a place of choice where culture matters.

FOUR KEY THEMES

Four key themes have been developed to focus the work of the cultural sector in the region:

• Supporting cultural opportunities for people and communities

• Fulfi lling the potential of culture in regional opportunities, and in national policies and programmes

• Getting culture valued in regional policy and planning

• Achieving sector sustainability

Each theme has a series of related work strands which will drive change.

visionOur vision

the place of choice for people to enjoy,

visionOur vision for culture in the East Midlands is an ambitious one. As a consortium, we want to establish the East Midlands as the place of choice for people to enjoy, create, work, and participate in culture.

HOW WILL WE RECOGNISE THAT THE VISION HAS BEEN ACHIEVED?

By 2011 we will see a region with high cultural aspirations, pursuing excellence and innovation, with a wide range of cultural opportunities across communities in rural and urban areas. There will be active cultural volunteering, cultural leadership will be nurtured and supported, and key skills and talent will be developed. There will be a balance of established, high quality programmes, and there will be support for risk-taking and for innovative projects and activities.

By 2011 the role culture plays in regeneration, wealth creation and employment will be maximised, and there will be a fi t for purpose cultural infrastructure of facilities and venues supported by all relevant stakeholders.

Culture will be valued by people across the region and the sector will be able to clearly describe and provide evidence of the ways in which people value culture. The profi le of culture in public consciousness will be raised.

There will be active and improved partnerships across public, private, voluntary and community organisations. The core value of culture will be better established across education, health, criminal justice, business, planning and regeneration, faith communities, and in the voluntary and community sector.

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EXCELLENCE All activities, programmes and projectsstrive for quality

INNOVATION Developing and supporting new ideas,practices and work is core

EQUITY Access and opportunity for everyone is at the heart of all activity OPENNESS Work is characterised by honesty, transparency and accountability

DIVERSITY All of the region’s cultures and cultural activities are supported and celebrated COLLABORATION Working collaboratively is the key to providing additional value

SIX PRINCIPLES TO SUPPORT DELIVERY

Six principles characterise Strategy delivery. The principles inform the four key themes and the related work strands.

1. Media literacy, East Midlands2. Local League Football, East Midlands3. Community celebrations, Leicester4. Broadway Cinema and Media Centre - artist’s impression, Nottingham

To achieve the vision, The Place of Choice identifi es four themes to be delivered through collaborative work. In this way the Strategy provides additional value to existing strategies and plans within the cultural sector, including those of the Consortium partners and of local authorities. Working collectively on shared goals the cultural sector will have greater impact, improve what it does, and get better public value from programmes and projects.

The cultural sector includes a wide range of people and organisations. By linking plans and programmes to the Strategy themes, and investing cultural sector resources towards the outcomes, the whole sector can play a part in its success.

The Strategy also offers the chance for key regional partners to understand and align with the work of the cultural sector. The Place of Choice complements East Midlands Development Agency’s Regional Economic Strategy and East Midlands Regional Assembly’s Regional Plan, workingwithin the framework of the Integrated Regional Strategy.

Whether you work in culture and you’d like to get involved in supporting the Strategy, or if you work in another fi eld and you’d like to discuss alignment with the Strategy themes, please contact us.

As a consortium, Culture East Midlands undertakes focused work to support the four themes. Consortium work currently underway is outlined in Our Immediate Priorities, which accompanies this Strategy and is annually updated.

Together we can work to make the region the place of choice for people to enjoy, create, work and participate in culture.

CULTURE EAST MIDLANDS PRINCIPAL PARTNERS COOPERATING ON DELIVERY

Arts Council England East MidlandsBig Lottery FundEM MediaEast Midlands Development AgencyEast Midlands Regional AssemblyEast Midlands TourismEnglish Heritage East MidlandsGovernment Offi ce for the East Midlands Heritage Lottery FundLocal Government East MidlandsMuseums Libraries Archives East MidlandsRegeneration East MidlandsSport England East Midlands

togethertogethertogetherSharing delivery Sharing delivery

between regional between regional

togetherbetween regional

togetherpartners

Working together to create more cultural opportunities

Tourism is worth £4.4bn to the regional economy

There are 29,685 listed buildings, 1521 scheduled monuments, 1006 conservation areas, 1342 registered parks and gardens, and 5 registered historic battlefi elds

In 2001 UNESCO designated Derwent Valley Mills World Heritage Status for its role in Britain’s industrial past

The value of heritage-led membership is over £7 million per year

Tourism activity at market town museums, libraries and archives is worth some £15 million per annum, with this spending supporting around 440 jobs

1. Burleigh House - fi lming Pride and Prejudice (2005), Lincolnshire2. The Royal and Derngate - artist’s impression, Northampton3. The Peepul Parade, Leicester4. The Peak District National Park

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culture FACTSin the East Midlands

for people in the region

The delivery framework has the four key themes as a starting point.

Work strands are then identifi ed within each theme, with success measured through outcomes and indicators. Each work strand is broken down with a detailed description of what is involved and the associated goals.

The delivery framework STRAND

1.1 Participarion1.2 Volunteering and social enterprise1.3 Leadership, talent and skills1.4 Resources1.5 Cultural entrepreneurs and small organisations1.6 Cultural cooperation1.7 Diversity and cohesion

OUTCOMEClearer ways of measuring participation in, and the impact of culture

More cultural and creative people choosing More cultural and creative people choosing to work and volunteer in the region to work and volunteer in the region

STRAND2.1 Culture and the economy2.2 Culture, planning and sustainable communities2.3 2012 Olympic and Paralympic Games2.4 Culture and regeneration2.5 Rural provision2.6 Children and young people2.7 Culture, health and well being2.8 Culture and the natural environment

STRAND3.1 Evidence3.2 Advocacy3.3 Profi le of culture3.4 Cultural debate

INDICATORIncreased percentage of people taking part in cultural activities

Increased percentage of cultural and creative people working and volunteering in the region

OUTCOMEOUTCOMEA greater contribution of culture to A greater contribution of culture to the regional economythe regional economy

INDICATORIncreased percentage contribution of the cultural industries to the region’s GDP

OUTCOMEValue of culture is recognised in a number of regional strategiesof regional strategies

More bodies leading cultural projectsMore bodies leading cultural projects

INDICATORRegional Cultural Strategy cited in a number of key strategies

Increased number of bodies leading cultural projects

STRAND4.1 Partnerships4.2 Cultural infrastructure4.3 Local authorities4.4 Cultural investment4.5 Culture and planning4.6 Networks

OUTCOMEOUTCOMEStrengthened core cultural investmentStrengthened core cultural investment

INDICATORIncreased investment in culture in the region

1.SUPPORTING CULTURAL OPPORTUNITIESTH

EME

THEME

THEME

THEME

VISION:THE PLACE OF CHOICE

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2.FULFILLING THE POTENTIAL OF CULTURE

3.VALUING CULTURE

4.ACHIEVING SECTOR SUSTAINABILITY

The fi rst theme focuses on supporting participation in cultural activities, and on developing the role culture plays in community life. Indeed the unique role culture plays in community expression, identity and active citizenship underpins the theme. The theme will also build the capacity of cultural practitioners, organisations, and businesses to access resources and develop what they do. The outcome indicators here focus on participation and volunteering.

The fi rst theme focuses on supporting participation in cultural activities, and on developing the role culture plays in community life. Indeed the unique role culture plays in community expression, identity

1.SUPPORTING CULTURAL OPPORTUNITIESTH

EME

1.1Participation

Increase and widen participation in cultural activities, especially amongst priority groups

Encouraging people to participate and explore cultureImproving the take up of cultural activities is fundamental to the sector. This work is driven by national targets relating to priority groups and by locally-defi ned priorities. People participate by actively helping to create or organise activities, by taking part, or as spectators and audience members. However, many people face barriers to participation. A range of different approaches are needed to remove barriers and ensure people have access to cultural activities.

STRAND

GOALS

1.2 Volunteering and social enterprise Supporting volunteering and social enterprise Culture is central to active citizenship. It plays a key part in helping communities to actively defi ne and tackle the problems they face to improve quality-of-life.A range of cultural opportunities are offered by voluntary organisations working with volunteers. Working collectively to support cultural volunteering, the cultural sector can help address regional and national priorities to increase community participation. Alongside this, the sector can also support social enterprises - organisations that combine strong social purpose with energetic entrepreneurial drive. Through partnership, support can be developed to help these organisations thrive. By improving the regional base for volunteering and social enterprise, the cultural sector will support citizens, communities, and will assist the voluntary sector to develop communities of participation.

Build cultural volunteering and social enterprise

STRAND

GOALS

1.3 Leadership, talent and skills

Building leadership, talent and skills To achieve excellence, cultural leadership skills must be improved and talented cultural professionals must be retained within the region. The business impact of cultural creativity must be also be developed. There is a need to strengthen business and leadership skills at all career stages, within institutions, organisations and business, as well as for trustees and board members. A structured, shared, strategic, approach to development requires further collaboration between business and public sector partners (education, business development, skills development, and cultural sectors).

Improve the skills of cultural professionals

STRAND

GOALS

1.4 Resources

Improving access to resources Providing access to space, natural and historic assets, expertise, specialist equipment and other resources is central to cultural experience, and this access needs to be widened.

Improve access to cultural resources

STRAND

GOALS

1.5 Cultural entrepreneurs and small organisations

Supporting cultural entrepreneurs and small organisationsMuch of the cultural sector is made up of individuals, micro-businesses and small organisations with wide-ranging start-up and development needs. Many cultural businesses comprise a large proportion of self-employed or freelance workers. They are supported by webs of formal and informal networks, and funding and development programmes. The status of these organisations may be anywhere on a scale between the purely commercial to subsidy dependent. The range of support refl ects the diverse nature of need, some needs are met well and others not. There is opportunity for the coherent development of this support.

Build support for cultural entrepreneurs and small cultural organisations

STRAND

GOALS

1.6 Cultural cooperation

Cooperating across organisations The quality and range of cultural sector partnerships across the private, public, and voluntary and community sectors is of increasing importance. It is important to foster more relationships and to support new partnership working, in orderto benefi t from economies of scale, to avoid duplication and to promote mutual support.

Broaden the range, and increase the number of innovative partnerships

STRAND

GOALS

1.7 Diversity and cohesion

Building cohesion across a diverse region Culture can be a powerful force in community cohesion through its unique role in facilitating dialogue between groups and between individuals. The East Midlands has a wide social, economic, cultural, and environmental diversity. Cultural activities can result in dialogue, new understanding and development of respect across communities.

Develop the role of culture in creating dialogue between diverse groups

STRAND

GOALS

1. Leicester Outdoor Market2. Battle of Bosworth re-enactment, Leicestershire3. Derby Caribbean Carnival4. Derbyshire Youth Games

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This theme gives priority to collaborative working on signifi cant opportunities that are presented to the region. The potential of these opportunities comes through special regional opportunities including delivery of East Midlands Development Agency’s Regional Economic Strategy: A Flourishing Region, as well as through national policy, programmes and agendas, such as Every Child Matters and the 2012 Olympic and Paralympic Games.The outcome and indicatorhere focuses on the growthof the cultural economy.

STRAND 2.1Culture and the economy

Build the contribution of the cultural and creative industries to regional GVA and employment

Culture and creativity contributing to the economy Culture makes a signifi cant contribution to the regional economy and employment market. Between 1997 and 2002 the creative and cultural industries grew faster than most other UK industries (6% per annum, compared to 3% for the whole economy). By 2002, the creative and cultural industries accounted for 6.6% of the total regional economy and made up 10% of total regional employment. Culture attracts visitors and investment: in the East Midlands tourism is worth over £4bn to the regional economy. Alongside attracting visitors, vibrant cultural places help retain existing populations, infl uence business investment decisions, and attract students. Culture underpins quality-of-life and sustainable communities – fundamental precursors of economic growth.Evidence also suggests a growing worldwide demand in all types of business for education and training which develops creativity, innovation and communication - culture can help develop all of these skills. The size and growth of the sector and the demand for creative people, offers a compelling case to focus efforts on the productivity of all of the cultural, creative, and tourism industries. East Midlands DevelopmentAgency’s Regional Economic Strategy describes culture’s contribution to raising productivity, ensuring sustainability and achieving equality. Through shared working, this contribution can be improved.

GOALS

STRAND 2.2 Culture, planning and sustainable communities

Establishing the role of culture in sustainable communities Throughout history, culture has been a crucial ingredient in community life. It underpins well being, community engagement, and cohesion. A sense-of-place, good quality community facilities and strong local culture are essential components in the development of sustainable communities. However, many aspects of cultural infrastructure are currently a discretionary consideration, with support from planners anddevelopers inconsistent.Priorities for spatial planning and land use, described in East Midlands Regional Assembly’s Regional Plan and cultural infrastructure priorities, should be mutually supportive.

Ensure culture is central to sustainable communities

Establish the role of culture in spatial planning, in both urban and rural contexts

GOALS

2.3 2012 Olympic and Paralympic Games and other time-specifi c opportunities

Supporting the Games and making the most of its legacyThe 2012 London Olympic and Paralympic Games, offer a major opportunity for the national development of sport and physical activity. Arts, heritage, media, libraries, museums, archives, and tourism bodies, can all support opportunities the Olympics will bring to the East Midlands. Through partnership, the Games can become a platform to boost participation and engagement in a range of cultural activities, as well as in sport and physical activity. The international dimension of the Gameswill highlight diversity in the UK, and will foster opportunities for celebrating diversity in the region, supporting cohesion and promoting inter-cultural dialogue.

Other time-specifi c opportunities During the life of this Strategy,the sector and partners will support major time-specifi c opportunitiesfor culture, through shared action.

Develop an East Midlands 2012 Olympics culture legacy

Ensure that major time-specifi c opportunities are identifi ed and actions developed accordingly

STRAND

GOALS

2.4 Culture and regeneration

Getting more from the role of culture in regeneration The role of culture in leading regeneration projects is increasingly recognised.Cultural facilities, projects and activities across the arts, heritage, museums, libraries, media, sport and visitor attractions, can change behaviour and mobilise potential, enabling economic, social and environmentalgoals to be met. By developing shared, coordinated approaches across local authorities, regeneration agencies, and cultural sector partners,more can be made of the role culture plays in regeneration programmes.

Strengthen the role of culture in regeneration programmes

STRAND

GOALS

2.5 Rural provision

Improving cultural provision in rural areas It is accepted that cultural provision is more developed in many of our cities and towns than in most rural areas, resulting in an inequality of opportunity. In order to develop provision, unique solutions are needed, appropriate to local areas.Given that nearly 30% of people in the East Midlands live in a ruralcommunity – 10% more than the national average, working collectivelyto address this disparity in our region is of paramount importance.

Improve access to culture for people in rural areas

Integrate plans for culture in rural economic and community development, and in rural planning

STRAND

GOALS

This theme gives priority to collaborative working on signifi cant opportunities that are presented to the region. The potential of these opportunities comes through special regional opportunities including delivery

2.FULFILLING THE POTENTIAL OF CULTURETH

EME

1. Leicester Creative Business Depot2. Silverstone Grand Prix, Northampton3. Junior Jaguars Wheelchair Basketball Club, Newark

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Delivering for children and young people A major challenge for the sector is to improve the engagement of children and young people with culture. The Every Child Matters agenda and the development of Children’s Services are transforming provision for parents, carers, families, children and young people. The cultural sector already offers a plethora of programmes and provision for children and young people, often with partnerships across education, youth services, social services, health and well being, and criminal justice. This work is necessarily wide ranging, but culture can contribute most effectively to these priorities by the harmonisation and co-promotion of investment and programmes. Involving children and young people in decisions about cultural provision is also important.

Ensure cultural strategies, plans and programmes, link to regional priorities for the involvement of children and young people

2.6 Children and young people

STRAND

GOALS

2.7 Culture, health and well being

Building the role of culture in health and well being Cultural activities are increasingly recognised as playing an important role in the prevention of physical and mental illness, as well as in emotional and spiritual well being. A range of programmes exist across the arts, libraries, museums, heritage and sport, which both build the capacity of cultural sector organisations to deliver on health agendas and demonstrate the role of culture in health and well being

STRAND

Foster partnerships between the cultural and health sectors to maximise the role of culture in health and well being

Foster partnerships between faith communities and the cultural sector

GOALS

2.8 Culture and the natural environment

Maximising partnership with environment sector bodiesCultural activity is often supported and delivered through environment sector-led initiatives. Whether as part of parks provision, or as part of specifi c environmentally-orientated projects, a range of programmes and projects overlap with cultural priorities and concerns. Opportunities also exist to develop shared approaches to advocacy on quality-of-life and other issues.

Support partnership between environment sector and cultural sector bodies

STRAND

GOALS

3.VALUING CULTURE

THEME

Driving culture from the margins towards the centre of regional policy, planning, and delivery is a key aspiration. To do this we will collaborate on advocacy programmes, infl uence decision makers, prove the value of culture through our Regional Cultural Observatory, and encourage people to debate the role of culture in the 21st century. The outcomes and indicators here focus on achieving recognition of the Regional Cultural Strategy in other key regional strategies, and on increasing the number of bodies leading cultural projects.

3.1Evidence base

3.2 Advocacy

3.3 Profi le of culture

3.4 Cultural debate

Encouraging debate about culture Culture can only thrive in an environment of exchange, discovery and debate. There is a need to encourage discussion about the place of culture in public life and in the region’s future; and to support opportunities for people to debate their experiences of culture.

Develop programmes of cultural debate

STRAND

GOALS

Raising the profi le of culture in the region Cultural sector partners undertake a huge range of press, media, public relations and general communications work, which is crucial to the profi le of culture in the region. Agreement on a series of key messages about priorities for culture will make these messages more effective.

Align cultural sector media, communications and public relations work

STRAND

GOALS

Building programmes of advocacy Making an effective, coordinated case to decision-makers across local authorities, regional agencies, businesses, health, faith, education, the voluntary and community sectors, funders, planners, and policy makers, is a crucial plank of the Strategy.

Improve and build cultural advocacy

STRAND

GOALS

Launch and support a Regional Cultural Observatory

Strengthening the evidence base The pursuit of evidence to support the value of culture is a major priority for Government, regional cultural agencies, local authorities and the sector as a whole. Once clearer evidence about the long-term impact of culture is available, a more robust case for its importance can be made. The region must also contribute to the development of national, regional and local frameworks to support the role of culture in local authority provision, in order to make a more effective case for commitment of resources.

STRAND

GOALS

3.VALUING CULTURE

THEME policy, planning, and delivery is

a key aspiration. To do this we will collaborate on advocacy programmes, infl uence decision makers, prove the value of culture through our Regional Cultural Observatory, and encourage people to debate the role of culture in the 21st century. The outcomes and indicators here focus on achieving recognition of the Regional Cultural Strategy in other key regional strategies, and on increasing the number of bodies leading cultural projects.

3.1Evidence base

3.2 Advocacy

3.3 Profi le of culture

3.4 Cultural debate

Encouraging debate about culture Culture can only thrive in an environment of exchange, discovery and debate. There is a need to encourage discussion about the place of culture in public life and in the region’s future; and to support opportunities for people to debate their experiences of culture.

Develop programmes of cultural debate

STRAND

GOALS

Raising the profi le of culture in the region Cultural sector partners undertake a huge range of press, media, public relations and general communications work, which is crucial to the profi le of culture in the region. Agreement on a series of key messages about priorities for culture will make these messages more effective.

Align cultural sector media, communications and public relations work

STRAND

GOALS

Building programmes of advocacy Making an effective, coordinated Building programmes of advocacy Making an effective, coordinated Building programmes of advocacycase to decision-makers across local authorities, regional agencies, businesses, health, faith, education, the voluntary and community sectors, funders, planners, and policy makers, is a crucial plank of the Strategy.

Improve and build cultural advocacy

STRAND

GOALS

Launch and support a Regional Cultural Observatory

Strengthening the evidence base The pursuit of evidence to support the value of culture is a major priority for Government, regional cultural agencies, local authorities and the sector as a whole. Once clearer evidence about the long-term impact of culture is available, a more robust case for its importance can be made. The region must also contribute to the development of national, regional and local frameworks to support the role of culture in local authority provision, in order to make a more effective case for commitment of resources.

STRAND

GOALS

1

1. Hedge laying, East Midlands2. Castle Museum and Art Gallery, Nottingham

2

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4.1Partnerships

Improve the impact of partnership between the cultural sector and otherkey sectors

Strengthening partnerships The cultural sector already works hand-in-hand with professionals in young people’s services, higher and further education, health and well being, criminal justice, planning and regeneration, the business community, faith communities, and the wider voluntary and community sectors. This is sometimes characterised as the ‘instrumental’ role of culture as it supports a social or economic purpose. This work needs to be strengthened further and its benefi cial rolebetter recognised.

STRAND

GOALS

Consolidating cultural infrastructure A piecemeal, funding-led approach dominates the development, enhancement, and preservation of our existing cultural buildings, sites and areas, as well as our emerging infrastructural projects. Reprioritisation of European funds and lottery resources has affected the pattern of resources for cultural buildings and projects. Alignment of resources can be developed, the potential in other types of existing infrastructure, such as village halls and faith buildings, can be unlocked, and the potential for multi-use facilities maximised.

Consolidate investment in cultural infrastructure

STRAND

GOALS

4.ACHIEVING SECTOR SUSTAINABILITYTH

EME

This theme focuses on partnership working to enhance the sustainability of infrastructure and work programmes. This will in turn secure a larger and more secure place for culture in public life. The outcome and indicator here focuses on cultural investment.

4.4 Cultural investment

Building investment in culture The cultural sector regularly has to make the case for core resources and suffers from competition for those core resources. Central Government funding allocations to the regions,are determined largely by the strength of plans submitted and the extent to which those plans address the priorities of each cultural agency and the Department for Culture, Media and Sport. In the East Midlands, Central Government funding for culture and lottery funding allocated to culture, has been lower than the national average. Collectively, a more effective case for enhanced cultural resources can be made.

Strengthen core cultural investment

STRAND

GOALS

4.5 Culture and planning

Support the role of culture in key areas of local and regional planning

Including culture in planning of all types and at all levels Culture is often forgotten in planning exercises. There is a need to make the case for culture to be valued and included in more planning exercises at all levels, across the region.

STRAND

GOALS

4.5 NetworksImprove the region’s cultural networks Viable networks across local and regional areas, to support aspects of cultural working, are crucial for improving cultural practices. The need for exchange, and to share practice and information in a sector which has many small organisations and individuals, is critical. A huge range of networks which support many aspects of cultural development already exist, but with support these can function more effectively and include more people.

Improve cultural networks

STRAND

GOALS

4.3 Local authorities

Supporting excellence in local authority planning and delivery Local authorities support and deliver a large part of the region’s cultural provision. Culture also contributes to a wide range of local authority services including young people’s services and community services. The East Midlands has nine top tier authorities, as well as a higher than average number of district authorities, presenting a unique challenge for cultural partnerships. There is a need for local authorities and regional organisations to work together on improvement in these services.

Support local authorities in cultural services improvement and more widely in embedding plans for culture

STRAND

GOALS

1 2 3 4 6

1. Peepul Centre, Leicester2. Temple Gardens, Lincoln3. Central Lending Library, Leicester4. Sky Mirror, Nottingham5. Loughborough University6. The Hub Centre for Craft Design and Making, Sleaford, Lincolnshire

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4.2 Cultural infrastructure

5

ideas

Monitoring and evaluationEach year a detailed annual progress report will be published on the Culture East Midlands website www.culture-em.org.uk and as part of Culture East Midlands’ Annual Report.

The annual progress report will outline Consortium partner achievements as well asthe region’s overall progress towards the Strategy outcomes.

We will monitor this progress with the supportof the Regional Cultural Observatory.

ideasGetting involvedideasDuring consultation a range of individuals and organisations helped shape The Place of Choice by contributing important ideas. People who work in the cultural sector and in other fi elds can play an ongoing role in supporting the Consortium and the whole cultural sector,in delivering the Strategy outcomes.

The Consortium needs your help to implement the Strategy. It is only by linking your plans and programmes to the Strategy themes and by directing your resources towards the outcomes, that the vision will be met.

To get more involved, please contact the Culture East Midlands team, one of the regional agencies that form the Consortium, your local authority, or a local cultural organisation.Ideas that can contribute to delivery of the Strategy are welcomed.

For further informationemail: enquiries@culture-em.org.ukwww.culture-em.org.uk

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30% of adults participate in physical activity at the recomended 5 times a week for 30 minutes

The 46 local authorities in the region invest an estimated £75m in sport

culture FACTSin the East Midlands

Lincoln City and County Museum

Culture East Midlands member organisations

Arts Council England East Midlands

Big Lottery Fund

EM Media

East Midlands Development Agency

East Midlands Regional Assembly

East Midlands Tourism

English Heritage East Midlands

Government Office for the East Midlands

Heritage Lottery Fund

Local Government East Midlands

Museums Libraries Archives East Midlands

Regeneration East Midlands

Sport England East Midlands

To receive this document in any other format please contact us:e-mail: enquiries@culture-em.org.ukwww.culture-em.org.uk

Published July 2006

Images reproduced courtesy of:

Action ImagesBelgrave Hall, LeicesterBritain on ViewSam Bowles AssociatesBurleigh House, LincolnshireBurrel Foley FischerFay ChamberlainDerbyshire Youth GamesEast Midlands Development AgencyAndy EathorneSally Edwards PhotographyAlan FletcherDave Green PhotographyHawkins\BrownHeritage Lottery FundHollis PhotographyLincoln CathedralLoughborough UniversityPriti MistryMuseums Libraries and Archives East MidlandsNottingham Castle Museum and Art GalleryPanter Hudspith Architects & Helene BinetRVA ArchitectsSilverstoneSport EnglandUniversity of LincolnJohn Walsom

Designed by Newenglish 0116 291 5375 www.newenglish.co.ukPrinted by Cavendish Press 0116 284 4600With thanks to Dave Corbett at Greengage Consulting

Culture East Midlands (CEM) is one of eight English Regional Cultural Consortia. CEM is driven by the priorities of, and draws strength from, cultural sector interests in the region.

A unique combination of independent interests from across the region make up a powerful Board, with a Chair selected by the Secretary of State for the Department for Culture, Media and Sport (DCMS).

Alongside the Board is an Executive’s Group including the publicly-appointed regional Directors of the DCMS family of regional agencies. Other regional interests represented on this Executive’s Group include Government Office East for the Midlands, East Midlands Development Agency, East Midlands Regional Assembly and Local Government East Midlands. The day-to-day work of CEM is done by a small core staff team.

CEM’s role is agreed with the DCMS through a unique funding agreement. Its functions include:

• convening key regional partners • developing a Regional Cultural Strategy• embedding culture in regional and national plans• development of cultural policy• advocacy, influencing, and campaigning• improving the quality of cultural information and research• think-tank, ideas incubation, and innovation• development of ideas into action• project management• network development

For further informationemail: enquiries@culture-em.org.ukwww.culture-em.org.uk

cultureCulture East Midlands

06-08These 10 priorities were developed through collaborative action planning with Culture East Midlands’ key partners. These priorities make a crucial contribution to the four themes of the strategy:

1. Increase the number of people taking part in cultural activities in the region with innovative approaches to overcoming barriers to participation

2. Establish a comprehensive regional programme to develop cultural leaders and entrepreneurs, and build the capacity of newly-established agency Cultivate, to further support cultural organisations

3. Establish priorities for culture in spatial planning through the Regional Plan, and with a primary focus on the Milton Keynes and South Midlands growth area, develop evidence and guidance about culture’s role in sustainable communities

4. Develop the contribution of culture to the regional enconomy, to productivity, and to employment

5. Develop plans for cultural activity alongside regional plans for the 2012 Olympic and Paralympic Games

6. Establish a Regional Cultural Observatory which will baseline key measures and provide clear evidence of the impact of culture

7. Build an advocacy campaign for culture in the region, raising the profi le of culture to infl uence decision makers

8. Align investments in culture in order to achieve more

9. Map and align partnerships for the cultural sector

10. Establish a major regional programme to support local authorities in improving cultural services

The place of choice

Our immediate priorities 2006 - 2008

A cultural strategy for the East Midlands