Economic Value and Impact of Yorkshire Sculpture Park

Home , The Hepworth Wakefield, West Bretton, Yorkshire Sculpture Park

Final Report

October 2011

Carlisle Leicester Suite 7 (Second Floor) 1 Hewett Close Carlyle’s Court Great Glen 1 St Mary’s Gate Leicester Carlisle CA3 8RY LE8 9DW t: 01228 402 320 t: 0116 259 2390 m: 07501 725 114 m: 07501 725115 e: [email protected] e: [email protected] www.dcresearch.co.uk Economic Value and Impact of Yorkshire Sculpture Park: Final Report

CONTENTS

KEY FINDINGS...... 1

1. INTRODUCTION AND BACKGROUND ...... 2

2. KEY QUANTITATIVE ECONOMIC IMPACTS ...... 4

Visitor Impacts ...... 4

Employment and Procurement Impacts...... 7

3. ADDITIONAL AND CATALYTIC IMPACTS, AND ADDED VALUE...... 9

Education and Learning ...... 9

Supporting Local Priorities...... 10

Profile Impacts ...... 12

Summary and Future Impacts ...... 13

APPENDIX 1: CONSULTEES ...... 15

APPENDIX 2: GLOSSARY OF KEY TERMS ...... 16 Economic Value and Impact of Yorkshire Sculpture Park: Final Report

KEY FINDINGS

This report sets out the findings of an assessment of Yorkshire Sculpture Park’s economic value. The findings in this report are founded upon rigorous economics and national best practice approaches (i.e. HM Treasury ‘Green Book’, English Partnerships and Scottish Enterprise) on Economic Impact Assessments and Additionality1.

The estimated economic impact of visitors to Yorkshire Sculpture Park (YSP) in the 12 months to 31st August 2011 is worth at least £4.96million and could well be in the order of £5.53million2 in its value to the local economy. In terms of employment this is the equivalent of supporting between 63 and 70 full time jobs3.

Whilst YSP’s employment and spending effects are partially included in these visitor impacts, (as revenues from the visitors to YSP will contribute both towards employee salaries and the purchase of goods and services), employment data suggests that 108 FTE jobs at YSP support a further 25 FTE jobs in Wakefield and Barnsley, and 19 FTE jobs elsewhere in the Rest of West Yorkshire and the Rest of Yorkshire. Furthermore, £1.98million of direct procurement spent by YSP creates an estimated £86,000 of additional spending effects in Wakefield and Barnsley, and a further £165,000 and £184,500 in the Rest of West Yorkshire and the Rest of Yorkshire respectively.

Whilst not quantifiable, the wider economic role of YSP provides a number of significant catalytic and strategic added value impacts in terms of profile and reputation, educational and community development impacts, and supports partners in delivering their own priorities:

. YSP has an international profile and reputation, and is regarded by partners as being both unique and ‘a really high quality, exceptional world class organisation’. The Park has the ability to attract international collectors and critics. . Through the quality of its programme YSP has significant strengths in joining up Arts Council England’s strategy to provide ‘Great Art for Everyone’. . The green space that is developed and managed by the Park is regarded by many partners as being a critical element of the success of the Park, and whilst its impact in isolation is difficult to quantitatively measure, it is fundamental to the sense of uniqueness that partners have repeatedly highlighted. . YSP has a strategic fit with a range of local policy agendas across Wakefield and Barnsley through enhancing and supporting the development of cultural and tourist facilities in order to support wider economic growth and promote sustainable development. . The Park attracts around 45,000 participants each year as part of its Learning Programme, and through education and community projects, YSP delivers against Culture Creates outcomes for Wakefield Council’s Creative Partners Grant Scheme. YSP has also developed a particularly strong relationship with communities in Castleford through its work with the Castleford Heritage Trust.

1 See HM Treasury’s The Green Book: Appraisal and Evaluation in Central Government (2003); Scottish Enterprise’s Additionality & Economic Impact Assessment Guidance Note (2008); and English Partnership’s Additionality Guidance (3rd Edition, 2008). 2 £4.96million is based on an average of 2.6 people per car entering the Park (a measure used since 1999), and £5.53million based on 2.9 people per car entering the Park. Recent research suggests that whilst 2.9 could be a reasonable average, evidence will need to be assessed over a 12 month period to confirm its reliability. 3 These impacts are created as a result of visits to YSP, and whilst it cannot be specifically claimed that all impact is contained in Wakefield or Barnsley (as visitor movements off site cannot meaningfully captured) it is plausible to say that impacts will be largely contained within West Yorkshire.

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1. INTRODUCTION AND BACKGROUND

Introduction

1.1 DC Research was appointed by Yorkshire Sculpture Park (YSP) in September 2011 to undertake an assessment of the Park’s economic value. This included capturing the value of the Park to the local economy in terms of visitors and tourism, employment, procurement and commercial impacts, the contribution the Park makes to national and local strategies and priorities, and understanding the catalytic and added value impacts of the Park to Wakefield, Barnsley and the surrounding area.

1.2 This final report (produced in October 2011) sets out an estimation of the economic value of YSP expressed through visitor impacts; direct, indirect and induced employment and procurement effects; and capital expenditure impacts, balanced by strategic and catalytic impacts and insights from partners and stakeholders. The report is aimed at informing and supporting advocacy in terms of the footprint and economic role of YSP, demonstrating the Park’s economic value to local and regional influencers and partners.

1.3 Consultations were carried out with key partner representatives from Wakefield Council, Barnsley Council, Arts Council England, Castleford Heritage Trust, Rushbond PLC, Welcome to Yorkshire and, of course, YSP as part of this study, and DC Research is most grateful for the insight, perspectives and the time given by all the consultees involved. These discussions helped shape the specific assumptions used in the analysis, and also served to capture the catalytic and strategic added value impacts of the Park.

1.4 Finally, DC Research would also like to thank Richard Dean, Paul Rogers and Victoria Collins from YSP, for their guidance and advice, and the provision of key datasets and survey support.

Background

1.5 Yorkshire Sculpture Park (YSP) opened in 1977 with the goal of providing ‘great art for everyone’. The Sculpture Park, located outdoors in 500 acres of land in West Bretton, Wakefield is designed to remove barriers to art and encourage greater participation. The Park forms a ‘gallery without walls’ and began with £1,000 investment and 31 sculptures. Since then the Park has grown, now including five indoor galleries, is also now an international centre for modern and contemporary sculpture with regular changing exhibitions.

1.6 The open nature of the Park is designed to encourage visitors to explore the relationship between art and nature, allowing all visitors to make their own personal discoveries. Sculptures and site specific permanent works from some of the 20th Century’s leading artists including Antony Gormley, Henry Moore, Anthony Caro, Barbara Hepworth, James Turrell, Andy Goldsworthy and David Nash, are on display both outdoors and in the indoor galleries. The five indoor galleries include: the Underground Gallery, Bothy Gallery, Garden Gallery, The Chapel, and Longside (the hillside facing the original park).

1.7 Since the summer of 2011, visitors can also explore some of YSP’s historic lakes and woodland following extensive work funded by Natural England’s Higher Level Stewardship Scheme. This £500,000 investment allowed YSP to develop and enhance 85 acres of woodland nature reserve, restoring water management infrastructure, historic footpaths, bridges, follies, a Greek-style summer house, a

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Boat House, Obelisk, Stepping Stones and a Shell Grotto to open up historic vistas and views to augment the landscape.

1.8 Whilst there are over 30 other sculpture parks and gardens in England4, YSP is unique due to its changing exhibition programme, and the size of the grounds make the park one of the largest in the world. YSP was also the first permanent park in the UK dedicated to exhibiting sculpture outdoors year-round.

1.9 In addition to the sculpture exhibitions, YSP also has facilities such as large restaurant, shop, coffee bars, and auditorium and meeting rooms. Furthermore, the venue hosts a range of workshops courses and lectures as well as guided tours. The park is run as a charity and admission is free, with parking costing £5 per car. Revenue from the car park is used to support work carried out in the Park.

1.10 Each year over 300,000 people visit the site, including 45,000 learning visits. Learning visits can explore natural materials, particular styles and movements of sculpture, and the relationships between art and nature. Units from the National Curriculum and beyond can also be explored through the Park’s activities. Community events include public sculpture workshops, practical hands-on sculpture courses, guided tours and talks, lectures and outreach projects, amongst others.

1.11 Throughout the Park’s history, it has been committed to outreach work and making a positive contribution to the wider community. In doing so, the Park has worked with a number of groups and organisations, including the Feiweles Trust, Wakefield Youth Development and Support Services, Wakefield Youth Offending Team, Wakefield Family Services, Manasamitra, Faceless, The Art House, Huddersfield Art Gallery, Barnsley Asylum Team, Beam, Castleford Heritage Trust and Huddersfield University. The Park also works with national and international organisations such as HMP Frankland, Manchester Aid to Kosovo and The Eden Project.

1.12 YSP has received many awards recognising its community work, including the Civic Trust Award, Civic Society Award and a Unique Venue of the Year award. Many visitors to the park appear to be similarly impressed by the venue, with an eminent art critic even commenting that it is “probably the finest exhibition site for sculpture in the world.”5

4 36 are listed in the International Directory of Sculpture Parks and Gardens in England, Available at: http://www.bbk.ac.uk/sculptureparks/by-location/europe/united-kingdom-1/england. 5 Bill Packer, Financial Times, cited by: http://www.ysp.co.uk/page/about-ysp/es.

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2. KEY QUANTITATIVE ECONOMIC IMPACTS

This section sets out the estimated impacts of YSP for the year to August 2011. It contains the quantitative estimated impact analysis of visitors, and of employment and procurement effects.

2.1 There are a number of assumptions that have been made in order to estimate the economic value of YSP to Wakefield, Barnsley and to Yorkshire. In brief, the approach delivers a robust, evidence-based, verifiable Economic Impact Assessment, and is founded upon rigorous economics and national best practice approaches (i.e. HM Treasury, English Partnerships and Scottish Enterprise) on Economic Impact Assessments and Additionality6. More detail around the approach/method used is outlined in a separate technical annex.

2.2 The key sources of quantitative evidence that have been used for this study are as follows:

. Data on visitor numbers to YSP provided by YSP. . Visitor survey data sourced from YSP’s own visitor survey research carried out by Spirul Intelligent Research, and primary survey evidence conducted as part of this study. . Data on employment and procurement provided by YSP. . Data on commercial activity provided by YSP.

Visitor Impacts

2.3 Visitor impact assumptions are typically based on attributing a proportion of a day trip, a full day trip, or part of an overnight trip, to the venue/attraction being assessed, with the resulting impacts commonly described as gross impacts.

2.4 In assessing these visitor impacts it is important to make a distinction between: local visitors, day visitors and overnight visitors, with the latter typically spending more in the local economy per visit. A separate technical annex sets out the approach used to differentiate between these three visitor types in terms of visitor spend.

2.5 Visitor data from YSP for 2010/117 shows that there were a total of 248,591 visitors to Yorkshire Sculpture Park based on YSP data that is underpinned by an assumption of 2.68 visitors per car to the Park, with non-car visitors (school parties, coach trips, walk in visitors, car park permit holders etc. which in total are estimated to be 45,000) excluded from the analysis.

2.6 This data was then further apportioned as a result of evidence9 about home location, the extent to which YSP is the main reason for the visit, length of dwell time on site at YSP, and the extent to which the decision to visit was pre-planned or made en-route.

6 See HM Treasury’s The Green Book: Appraisal and Evaluation in Central Government (2003); Scottish Enterprise’s Additionality & Economic Impact Assessment Guidance Note (2008); and English Partnership’s Additionality Guidance (3rd Edition, 2008). 7 The visitor impacts analysis has been carried out on visitor data covering the year 1st September 2010 to 31st August 2011. 8 A measure used since 1999. 9 The evidence used includes: YSP visitor surveys carried out in 2010 and 2011 by Spirul Intelligent Research on behalf of YSP, an e-survey carried out by DC Research for this specific study, and evidence from consultations specific to this study to address the potential for deadweight and displacement.

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2.7 On the basis of this evidence, the total number of visitors has been disaggregated into an estimate of the number of local (36%), day trip (56%), and overnight (9%) visitors. In addition, the results of the dwell time analysis have been used alongside other evidence to estimate how much of the visit (and the amount of spend made on the visit) can be attributed to YSP.

2.8 In summary, it has been estimated that for local visitors, a typical visit (and associated spend) equates to one-half of a day. For day trippers, it has been estimated that one full-day (and associated spend) can be attributed to YSP, whilst for overnight visitors, two-thirds of one day (and the associated spend) can be attributed to YSP. More detailed explanations on all of the assumptions used are provided in the separate technical annex.

2.9 On this basis of attribution, we are confident that the results of the impact analysis are robust and evidence based, and are attributable to YSP. Table 2.1 shows the estimated gross visitor impacts that can be attributed to YSP.

Table 2.1: YSP 2010/11 Estimated Gross Visitor Impacts Typical Numbers of Apportionment spend per TOTAL ESTIMATED SPEND visitors of day day Local visitors 88,539 ½ day £12.08 £534,777

Day visitors 138,768 1 day £23.30 £3,233,300

2/ Overnight visitors 21,283 3 day £83.96 £1,191,307

Total 248,591 - - £4,959,384 Source: DC Research calculations based on YSP visitor numbers (assuming 2.6 visitors per car) for the year to August 2011, secondary survey results (from Spirul) and primary survey evidence (from the DC Research e-survey), and supported by additional assumptions based on consultation evidence.

Therefore, the analysis of visitor numbers for YSP estimates that the visitor impacts that can be attributed to Yorkshire Sculpture Park is at least £4.96 million.

2.10 However, the car park assumptions underpinning YSP visitor data have recently been revised from 2.6 to 2.9 visitors per car based on visitor research conducted in the four months from May to September 2011. Integrating this revised assumption into the impact assessment, based on an assumption of 2.9 visitors per car to the Park, results in a figure of 277,274 visitors in the 12 months to August 2011. All other impact assumptions are held constant, with revised visitor impact results being set out in Table 2.2 overleaf:

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Table 2.2: YSP 2010/11 Estimated Gross Visitor Impacts (revised) Typical Numbers of Apportionment spend per TOTAL ESTIMATED SPEND visitors of day day Local visitors 98,755.16 ½ day £12.08 £596,481

Dayvisitors 154,779.73 1 day £23.30 £3,606,368

2/ Overnight visitors 23739.22185 3 day £83.96 £1,328,763

Total 277,274 - - £5,531,612 Source: DC Research calculations based on YSP visitor numbers (assuming 2.9 visitors per car) for the year to August 2011, secondary survey results (from Spirul) and primary survey evidence (from the DC Research e-survey), and supported by additional assumptions based on consultation evidence.

Given that YSP believe that 2.9 visitors per car is a more accurate estimate, the analysis of revised visitor numbers for YSP estimates that the visitor impacts that can be attributed to Yorkshire Sculpture Park could well be in the order of £5.53 million. This could be confirmed once YSP has 12 months of evidence to fully support a revised assumption of 2.9 visitors per car.

2.11 Visitor impacts can also be expressed in terms of jobs supported by converting this impact (which is effectively a turnover value) into gross value added (GVA), to which the most relevant and recent GVA per employee data can then be applied to provide an employment equivalent figure.

2.12 Recent work10 published by ONS sets out tourism expenditure and Tourism Direct Gross Value Added (TDGVA) at the regional level for 2006, and from this a Yorkshire ratio has been used to convert YSP’s expenditure impact to TDGVA. A UK GVA per employee for the recreational, cultural and sporting activities sector in 2010 is then applied to provide an employment equivalent figure11.

2.13 According to this conversion analysis:

. The £4.96 million of estimated economic impact of visitors to YSP (based on an average 2.6 visitors per car) is the equivalent of 63 FTE jobs in the year to August 2011. . The £5.53 million of estimated economic impact of visitors to YSP (based on an average 2.9 visitors per car) is the equivalent of 70 FTE jobs in the year to August 2011.

2.14 The steps taken in developing this visitor impact analysis are evidenced based, using primary data on both onsite and offsite spend as opposed to using regional volume and value data and models to drive estimates. In addition, impact has only been attributed to YSP where is reasonable to do so, avoiding mistakes that are often made by similar studies (including counting all visits as full or overnight trips, not analysing dwell time, and not establishing whether the visit was the main activity of the visitor day). Such mistakes often lead to impacts being significantly overstated.

10 Buccellato, Webber, White, Ritchie and Begum (2010) ‘The Economic Impact of Tourism across Regions and Nations of the UK” Economic & Labour Market Review Volume 5 Number 4. 11 Further detail on the assumptions used to calculate visitor impacts are set out in a separate technical annex.

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Employment and Procurement Impacts

2.15 YSP employs staff and purchases goods and services as part of its operations, and these economic flows and transactions produce economic effects in the local economy. Whilst a proportion of these effects are counted in the visitor impacts as set out above (and therefore should not be aggregated, as revenues from the visitors to YSP will contribute both towards employee salaries and the purchase of goods and services), they are nevertheless both different in nature and of a significance that requires separate analysis and reporting.

Employment

2.16 At the end of August 2011, YSP employed an estimated total of 107.6 full time equivalent (FTE) staff, which includes full time, part time staff. These jobs support further employment through indirect effects (i.e. supply chain effects) and induced effects (i.e. income multiplier effects on local incomes and employment of the local spend of employment income from those employed by YSP).

2.17 Over one third of these jobs (35%) are held by residents of Wakefield (i.e. Wakefield Council area), and a further 32% are held by Barnsley residents (i.e. Barnsley Council area). In total, Wakefield and Barnsley account for two thirds of all FTE’s employed by YSP. Of the remaining FTE’s, 22% live in the rest of West Yorkshire (i.e. Bradford, Leeds, Kirklees and Calderdale local authority areas), with a further 11% living in the wider Yorkshire region.

2.18 This means that a substantial proportion of direct and indirect employment benefits are retained in Wakefield and Barnsley, and the remainder in Yorkshire12.

2.19 Table 2.3 sets out the geographic distribution of direct employment and also the estimated net indirect and induced employment created as a consequence (with assumptions and underpinning rationale being set out in the separate technical annex).

Table 2.3: Direct, Indirect and Induced Employment Impacts of YSP Direct Indirect and Totals Jobs Induced Jobs Total local + Local Regional Total local regional Wakefield 37.8 6.9 - 44.6 44.6 Wakefield and Barnsley 72.0 24.9** - 96.9 96.9 Rest of West Yorkshire 23.2 - 12.0 23.2 35.2 Rest of Yorkshire 12.4 - 7.2 12.4 19.6 Total 107.6 24.9 19.2 132.5 151.7 Source: DC Research, 2011 calculations based on YSP direct employment figures and 2008 EP Additionality Guidance Note: Totals have been subject to rounding **This figure is significantly higher than Wakefield alone due to the reduced levels of employment leakage when both areas are taken together

2.20 Table 2.3 estimates that the 107.6 FTE jobs at YSP support a further 24.9 FTE jobs in Wakefield and Barnsley, and 19.2 FTE jobs elsewhere in the Rest of West Yorkshire and the Rest of Yorkshire.

12 This analysis has focused on the impact areas of Wakefield, then Wakefield and Barnsley, Rest of West Yorkshire, and Rest of Yorkshire.

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Procurement

2.21 A further aspect of considering the economic value of YSP is to assess and estimate procurement effects. In total, YSP spent £1.98million in the year to August 2011 on goods and services (excluding employment costs which have been covered above), which is a combination of purchasing activity supporting the running of the Park, curatorial related costs, outreach and learning provision and commercial activities. Of this total, 20% was spent in Wakefield, but only 2% in Barnsley, with a further 20% being spent in the Rest of West Yorkshire, and 16% spent in the Rest of Yorkshire (based on the location of suppliers by invoice postcode), with the remainder leaking out of the local and regional economies.

2.22 These procurement patterns have been compared to the previous five years to ensure that data for the year to August 2011, and were found to be ‘typical’ (thus ensuring that no specific one-off curatorial (or other) costs significantly influenced this analysis).

2.23 Based on this data, the direct, indirect and induced impacts of procurement spend by YSP on Wakefield, Wakefield and Barnsley, Rest of West Yorkshire and the Rest of Yorkshire is set out in Table 2.4 below:

Table 2.4: Direct, Indirect and Induced Procurement Impacts of YSP Direct Indirect and Totals Spend Induced Spend Total local + Local Regional Total local regional Wakefield £695,536 £72,806 - £768,342 £768,342 Wakefield and Barnsley £756,762 £86,188 - £842,949 £842,949 RestofWestYorkshire £675,844 £0 £164,720 - £840,563 RestofYorkshire £547,544 £0 £184,455 - £731,999 Total £1,980,150 £86,188 £349,175 £842,949 £2,415,512 Source: DC Research calculations based on YSP direct procurement figures and 2008 EP Additionality Guidance, 2011 Note: Totals have been subject to rounding to the nearest pound.

2.24 Table 2.4 shows that the £1.98million of direct procurement spent by YSP creates an estimated additional £86,000 of additional spending effects in Wakefield and Barnsley, a further £165,000 and £184,500 in the Rest of West Yorkshire and the Rest of Yorkshire respectively.

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3. ADDITIONAL AND CATALYTIC IMPACTS, AND ADDED VALUE

This section highlights additional impacts (not modelled in the previous section), and related catalytic and strategic arguments as to the wider value of YSP to Wakefield and Barnsley, to West Yorkshire, Yorkshire and to its key partners.

3.1 YSP has an international profile and reputation, and is regarded by partners as being both unique and ‘a really high quality exceptional world class organisation’. Partners reported that they often took dignitaries and important visitors to Yorkshire to YSP, with one noting that “I am exceptionally confident that important visitors would have a very good experience”.

3.2 Whilst not quantifiable, the wider economic role of YSP therefore provides a number of significant catalytic and strategic added value impacts in addition to those quantitatively estimated in Section 2.

Education and Learning

3.3 Throughout its lifetime, YSP has had a strong specialism in, and a commitment to, education. The Park attracts around 45,000 participants each year as part of its Learning Programme, which includes a Tours and Workshops Programme (which incorporates INSET and CPD training for teachers), Placement and Volunteering, Adult Courses, and Family Learning (through public events and school holiday workshops).

3.4 In terms of school visits, in the 12 months to 31st August 2011, YSP were visited by 178 schools, over half of which were from outside Wakefield, Barnsley and West Yorkshire, adding to the impact, and demonstrating the reach of the Park in terms of educational visits.

3.5 Community engagement at the Park is delivered as part of the Learning Programme through the themes of Ethnic and Social Diversity, Health and Wellbeing, and Arts in Criminal Justice, and involves local, regional and international communities.

3.6 Through the Ignite Programme, Spark Project and other outreach projects, YSP delivers against the following Culture Creates outcomes for Wakefield Council’s Creative Partners Grant Scheme13:

. Skills, Enterprise and Work: To support activity which will contribute towards improving the skills, enterprise and work opportunities for local people across the Wakefield district through creative and innovative cultural provision. . Safer and Stronger Communities: To support activity that supports making communities safer and stronger across the Wakefield district through creative and innovative cultural provision. . Healthier Communities: To support activity that supports making people across Wakefield district fitter and happier through participation in creative and innovative cultural provision.

3.7 Partners also highlighted YSP’s strength in terms of working with young artists as part of its learning programmes, and in investing in the early stages of their careers.

13 http://www.wakefield.gov.uk/CultureAndLeisure/CreativePartnersScheme/default.htm

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Supporting Local Priorities

3.8 Yorkshire Sculpture Park has a strategic fit with a range of local policy agendas across Wakefield and Barnsley. Many local policies and priorities recognise the importance of enhancing and supporting the development of cultural and tourist facilities (such as Yorkshire Sculpture Park), in order to support wider economic growth and promote sustainable development.

Wakefield

3.9 In Wakefield, the Economic Regeneration Strategy (2007-2015)14 identifies Yorkshire Sculpture Park as one of its key visitor attractions, and comments that the development of such visitor attractions is important in enhancing Quality of Place. One of the key priorities within the strategy is to support and develop quality places in order to make the area a distinctive, attractive place to live and work. Such development is also designed to support community cohesion and sustainability by developing economically successful and thriving communities.

3.10 Wakefield’s Community Strategy15 gives additional emphasis to the importance of developing quality places in supporting economic and social sustainability and highlights the need to increase engagement and work with young people to ensure such sustainability is long term. Through developing these aspects, the community strategy also aims to improve the image of Wakefield by promoting the district’s own strong cultural identity, based around the Yorkshire Sculpture Park, the National Coal Mining Museum, Nostell Priory house and The Hepworth Gallery. In doing so, the Strategy aims to attract inward investment and improve the quality of life for current and future residents, with YSP being a key driver on changing external perceptions of Wakefield.

3.11 Tourism is seen as a key method by which to improve the performance of Wakefield’s economy, with the Core Strategy16 outlining local tourist attractions as being of key importance in driving economic growth. The Yorkshire Sculpture Park is mentioned as a key asset in this offer, and its continued success will assist with driving continual economic benefits to the local area.

3.12 YSP is recognised by the Council as a key draw to the District, and brings significant numbers of visitors to Wakefield, especially from London, the South East and overseas, and sees The Hepworth Wakefield as highly complementary in terms of extending the local dwell time of such visitors. The Council is keen to further build on this by working with YSP to introduce sculpture to key gateways, and work with hoteliers to retain as much impact in the District as possible.

3.13 Wakefield Council has been a longstanding strategic and financial supporter of YSP, and leases a significant proportion of the Bretton Hall Estate to YSP having purchased it from Leeds University in 2007. Strategic impacts include enhanced national profile, which helps to attract both visitors and investors to the area, supporting the Council’s economic development priorities. The Council also supports YSP to deliver community based activity through revenue funding programmes that are linked to its key priorities and attached to specific outcomes via the Creative Partners Grant. This includes activity to engage people in

14 Wakefield Council, (2007), Available at: http://www.wakefield.gov.uk/NR/rdonlyres/1F069A44-F9A5-4A4E- 8657-F5D28263CB57/0/WakefieldRegenerationStrategy.pdf 15 Wakefield District Partnership, (2006), Available at: http://www.wakefieldtogether.org.uk/NR/rdonlyres/ADC2EBF6-F5A6-4DE9-BF41- 7B272800C3DF/0/KnowledgeCommunities.pdf 16 Wakefield District Council, (2009), Available at: http://www.wakefield.gov.uk/NR/rdonlyres/708A113B- 4417-4C7D-B048-C5AE36E07584/0/Core_Strategy.pdf

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learning via the arts to help address pockets of very high worklessness in the area.

3.14 YSP has developed a strong relationship with communities in Castleford through its work with the Castleford Heritage Trust including the Crate House of Castleford, which used shipping containers as public space, and supported the work of an Arts Council England funded Arts Officer post.

3.15 This was followed by YSP supporting the commissioning of Carlos Garaicoa to create public art for Castleford, which culminated in the development of three models (which are sculptures in their own right) by Garaicoa of a proposed building for the town, alongside contextualising photographs and film. One of the models was presented to Castleford as a gift, and Castleford Heritage Trust and YSP collaborated to produce a series of information packs for a variety of ages and a programme of innovative associated events and workshops available during the exhibition.

3.16 Castleford Heritage Trust secured additional investment on the back of this partnership work to develop and support the Bridge Arts Gallery, and regards YSP to be a very important partner in providing professional input and expertise to underpin this activity. YSP have used the learning from their Castleford experiences in engaging with communities in Kosovo, Kurdistan and Iraq.

Barnsley

3.17 In Barnsley, the Growth Plan for Barnsley’s Economy17 outlines its ambition of increasing prosperity and opportunity through expanding the cultural offer, and creating an area known for its cultural successes. The creation of such an area is thought to assist with the retention of key industries and workers, as well as supporting and attracting new interest in Barnsley. Capitalising on the offer available in neighbouring areas (which includes YSP), and enhancing the connectivity between Barnsley’s cultural facilities and the surrounding areas is also outlined as a method by which to promote interest and accessibility to the facilities available in the borough. This plan is currently being updated and refreshed, and represents a key influencing opportunity for YSP.

3.18 In addition to enhancing and connecting cultural facilities, Barnsley’s Sustainable Community Strategy18 also views cultural and tourism sites as being important in improving the quality of life and opportunities for residents within the area. One of the strategy’s key ambitions is for Barnsley to offer varied and exciting cultural opportunities to all, recognising that investment in such opportunities will also assist in creating a prosperous and sustainable local economy.

3.19 Barnsley’s Core Strategy19 further emphasises the importance of investing in cultural assets, highlighting that the provision of a wide range of cultural activities and facilities leads to benefits in:

. Contributing to the local economy. . Creating a rich vibrant and diverse mix of uses.

17 Barnsley Metropolitan Borough Council, (2007), Available at: http://www.barnsley.gov.uk/0xac16000b_0x00483636 18 One Barnsley, (2008), Available at: http://www.onebarnsley.com/documents/pdf/SustainableCommunityStrategy.pdf 19 Barnsley Metropolitan Borough Council, (2009), Available at: http://www.barnsley.gov.uk/adopted-core- strategypdf

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. Enhancing well being and enjoyment of town centres. . Social benefits. . Supporting citizenship and community identity. . Maintaining healthy lifestyles.20

3.20 As a result of recognising these benefits, the core strategy also comments that the promotion of cultural and tourist sites is essential in accelerating economic growth. Like Wakefield, leisure and culture has a prominent role in the authority, which manages a number of historic parks and green spaces (such as Wentworth Castle and Stainborough Park and Cannon Hall) that attract high numbers of visitors. However this does not currently translate into visits to museums and galleries, and there is the potential for joint working to address this.

3.21 There is willingness from both Barnsley Council and YSP for closer partnership working, and despite not being directly funded by Barnsley Council, YSP is increasingly involved in relevant networks and partnerships in and around Barnsley. This includes shared artwork discussions, board membership of Barnsley Civic, representation on Barnsley’s Design Panel, and ongoing engagement and discussion with partners and stakeholders.

3.22 A number of partners noted that the public transport links to the Park have improved, with the number 96 Bus between Wakefield and Barnsley stopping at the Visitor Centre every hour during the day in both directions, although not on Sundays.

Profile Impacts

3.23 As well as contributing to local authority partner priorities, YSP significantly contributes to the priorities of regional and national partners. For example, the Park has significant strengths in joining up Arts Council England’s strategy to provide ‘Great Art for Everyone’, with the open space and landscape provided by the Park being critical in underpinning accessibility (as opposed to traditional ‘white box’ gallery space). It is able to clearly demonstrate delivery against each of the ACE ‘5 Goals’ that support the strategy, and has the facilities to present all aspects of sculpture and art.

3.24 Similarly, Welcome to Yorkshire has been very supportive of the Park, increasingly recognising its unique contribution to the Yorkshire visitor offer, prominently featuring the Park as a lead image in its marketing promotions, and directing travel writers to the Park.

3.25 YSP provides huge profile benefits for Wakefield, especially outside Yorkshire. YSP (and more recently The Hepworth Wakefield) have developed this national awareness, and Wakefield benefits from the association. It would also be safe to conclude that it is unlikely that Wakefield Council would have developed The Hepworth Wakefield in particular, or more generally have developed a strong focus on the visitor economy around culture (targeted in significant part in localising as much as possible impacts from visitors that are drawn to the area by YSP) - without YSP demonstrating the benefits to Wakefield and West Yorkshire of hosting sculpture of the highest quality.

3.26 Since the opening of The Hepworth Wakefield in 2011, promotion from Welcome to Yorkshire has reinforced the links between, and proximity to YSP. Partners

20 Barnsley MBC, Core Strategy, Page 91.

12 Economic Value and Impact of Yorkshire Sculpture Park: Final Report

strongly associate YSP with Wakefield, although there is an equally strong recognition of the potential for visitor growth from South Yorkshire.

3.27 A number of partners felt that the thematic and geographic proximity of The Hepworth Wakefield and YSP had the potential to enhance joint international profile in terms of the arts and visitor economy. In contrast, many partners felt that there was little awareness that a significant proportion of the Park was actually located in Barnsley, and whilst tourism markets care little for local authority boundaries, raised awareness of this might entice visitors to Cannon Hall and Wentworth Castle and Stainborough Park to increase their local dwell time and increase YSP’s visibility to the South Yorkshire visitor market.

3.28 The profile of YSP enhanced through a range of awards – most recently winning the Yorkshire's Most Magnificent Attraction 2011 award, and the Business Tourism award at the Welcome to Yorkshire White Rose Awards. YSP staff also regularly deliver presentations, present papers and lead discussions to groups, forums and conferences, and give advice and participate in a range of local, regional and national partnerships, forums and events.

3.29 Some consultees noted that YSP is often mistaken for a regional gallery or attraction, whereas its profile and influence is national and international, and the logistics and costs associated with staging sculpture exhibitions is often much more expensive than that of a more conventional gallery (with YSP’s gallery space being the Park’s 500 acre historic landscape). A few consultees went even further, highlighting that YSP balances a national and international standing with a comparatively provincial level of funding support.

Summary and Future Impacts

3.30 Plans for the development of Bretton Hall will add to the overall impact of the Park both in construction and in additional impacts to the local and regional economy. The development will entail the redevelopment of the old mansion house into a high quality spa hotel with wedding and conferencing facilities.

3.31 The development is underpinned both by YSP’s strategic location in terms of road networks, and by the profile of the Park itself in terms of attracting the target customer base for the development. In addition to hotel and conference space, the development could eventually further broaden the Park’s ability to attract culturally related industry through the quality of the Park’s environment and its artistic reputation. Partners are supportive of this approach, seeing it as adding to YSP’s long term sustainability, and recognising the synergy between the Park’s values and the nature of the development that is proposed.

3.32 It would be safe to conclude that without YSP, the Bretton Hall development would not be feasible in its current shape and form, and that given current market conditions, it would not happen at all in the short to medium term without YSP.

3.33 Over and above the development of Bretton Hall and associated buildings, a number of partners noted that the location of the Arts Council Sculpture Collection (managed by Arts Council England and located at Longside Galleries) and the National Art Education Archive, recently taken over by YSP, were both areas of future opportunity for the Park.

3.34 The green space that is developed and managed by the Park is regarded by many partners as being a critical element of the success of the park, and whilst its impact in isolation is difficult to quantitatively measure, it is

13 Economic Value and Impact of Yorkshire Sculpture Park: Final Report

fundamental to the sense of uniqueness that partners have repeatedly highlighted. It is a key selling point in terms of marketing the Park, both generally and to a non sculpture audience, and enhances educational opportunities and exercise (through walking), as well as creating a range of opportunities for present art in different ways.

3.35 It is clear that YSP is a unique and nationally and internationally regarded arts venue, and a top visitor attraction in Yorkshire. As such, it has had a highly significant impact in recent years in terms of changing perceptions about Yorkshire (and Wakefield in particular), and also of art in Yorkshire. Partners placed importance on the ongoing curatorial quality and ambitious approach to exhibitions at the Park, and to its success in introducing art to wider communities.

14 Economic Value and Impact of Yorkshire Sculpture Park: Final Report

APPENDIX 1: CONSULTEES

Name Job Title Organisation Cluny MacPherson Regional Director, Yorkshire Arts Council England Helen Ball Head of Culture & Visitor Barnsley MBC Economy Dr Ann Gosse Executive Director, Barnsley MBC Development Alison Drake Chair Castleford Heritage Trust Jonathan Maud Managing Director Rushbond PLC AndyWallhead CorporateDirectorof Wakefield Council Regeneration, Culture And Sport Ben Cook Market Services Manager Wakefield Council Hazel Birdsall Senior Officer - Tourism and Wakefield Tourism Destination Development Peter Dodd Marketing Director Welcome to Yorkshire Peter Murray Executive Director Yorkshire Sculpture Park Paul Rogers Finance Manager Yorkshire Sculpture Park Vic Collins Marketing & Communications Yorkshire Sculpture Park Manager Helen Pheby Curator Yorkshire Sculpture Park JanettePratt HeadofLearning YorkshireSculpturePark

15 Economic Value and Impact of Yorkshire Sculpture Park: Final Report

APPENDIX 2: GLOSSARY OF KEY TERMS

The extent to which an activity is undertaken on a larger scale, takes place at all, or earlier, or within a given Additionality geographical area as a result of the intervention. Thus, an impact arising from an intervention is additional if it would not have occurred in the absence of the intervention.

Deadweight Output that would have occurred without the intervention.

Direct effects Actual jobs and spending created by a development

The proportion of intervention outputs accounted for by Displacement reduced outputs elsewhere in the target area.

Supply chain linkages created in economies as a result of the Indirect effects activities of an intervention.

Income multiplier effects on local incomes and employment as Induced effects a result of an intervention.

The proportion of outputs that benefit those outside of the Leakage intervention's target area or group.

Further economic activity (jobs, expenditure or income) Multiplier effects associated with additional local income, local supplier purchases and longer term effects.

An economic assumption used in the absence of activity Ready reckoner specific data.

The position in terms of target outputs over a set period of Reference case time if the intervention did not take place.

Where a firm substitutes one activity for a similar activity Substitution (such as recruiting a different job applicant) to take advantage of public sector assistance.