Creating MK: Culture

Milton Keynes

Cultural Strategy

Review 2006

Milton Keynes Cultural Strategy Page 1 of 45 Review 2006 – drafted by Paquita Lamacraft Cultural Strategy Manager Creating MK: Culture Milton Keynes Cultural Strategy Review 2006 Contents Page

Executive summary

Background

Reading the Strategy

Definition and scope

Vision

Achievements to date

The National and International Context

Strategic Position of Milton Keynes

Review Process

Action Plan Template with key themes and focus areas and priority targets

Creating: IDENTITY Creating Diversity Creating Place Creating the Centre Creating: OPPORTUNITY Creating Change Creating Wealth Creating: ENGAGEMENT Creating Results Creating Resource Creating: CELEBRATION Creating Ceremony Creating Recognition

Summary of Recommendations

Measuring progress

Appendix 1 Consultation Process and feedback to date Appendix 2 External Factors Appendix 3 Key Achievements

Milton Keynes Cultural Strategy Page 2 of 45 Review 2006 – drafted by Paquita Lamacraft Cultural Strategy Manager

‘ If somebody creates something incredibly ambitious, how can anyone not follow? ’

Jude Kelly, OBE At Cultural Strategy Review Event at The Stables November 2005

1. BACKGROUND

1.1 Why Undertake a Review?

1.1.1 Following consultation, Creating MK: Culture, the Milton Keynes Cultural Strategy 2003 – 2008, was adopted by Milton Keynes Council in 2003. Within this document was a stated commitment to ongoing review of the strategy to enable future adaptation according to changed context and circumstances. The establishment of the Cultural Team Partnership in 2005 provided the resources to undertake broad consultation to ascertain updated needs from a Cultural Strategy in the vastly changed context since 2003, and looking onwards from 2006 to 2012.

1.1.2 The primary focus for change was announcement by central government of the Milton Keynes South Midlands Growth area, with a projected doubling of the size of Milton Keynes by the addition of 70,000 houses. Significant associated changes include a focus on regeneration of the historic communities of the borough.

1.1.3 In addition, following the successful 2012 London Olympics bid, there will be opportunities of a unique scale that can be effectively harnessed to the benefit of Milton Keynes and its surrounding region and communities of interest.

1.1.4 These key influences combine with a change of focus by central government to promotion of healthy living, with associated need for lifestyle changes pertinent to improved national health, and also a commitment to a cultural entitlement for every child.

Milton Keynes Cultural Strategy Page 3 of 45 Review 2006 – drafted by Paquita Lamacraft Cultural Strategy Manager 1.1.5 Additionally the Cox Report on Creativity in Business1 identified growing measurement of, and appreciation for the impact of the Cultural and Creative Industries (CCIs) to national GDP and growth. It also emphasised an increased need for innovation and technology transfer. These needs have refocused central government Business Development priorities.

1.1.6 While individual sectors and activities associated with the Milton Keynes cultural offer have achieved wide recognition and prominence nationally and internationally, there is a recognition of that culture across the whole of Milton Keynes can become better integrated. This will improve the capacity to capitalise on and extend the benefits of such successes, and of the opportunities of a changed local, national and international context.

1.1.7 In parallel, there have been increasing challenges to the not-for-profit sector in an era of decreasing levels of available funding.

1.1.8 Additionally, there is a need to ensure that our smaller towns and settlements are appreciated for their relevance to the whole cultural offer of the borough, and to ensure that opportunity for everyone to participate and achieve is not limited by any level of capacity.

1.1.9 With a need to orchestrate the whole so that resources can be maximised and capacity extended, it is vital that the Cultural Strategy becomes the single unifying factor: a tool that serves all organisations and individuals, is clearly understood, and one that makes it clear how everyone can connect to it, and contribute.

1.1.10 According to the growth projections associated with the changes mentioned above, Milton Keynes could be the 10th largest city in England by 2031. With that in mind, in 2006 we should now be planning for a vibrant, culturally rich community that is the centre of an important city-region.

1.1.11 This document reflects both the implications and opportunities available from the changed context referred to above and wide input from the review consultation. It outlines the progress made to date against the Cultural Strategy and provides the ongoing action plan that includes appropriate new focus areas, pledges and activities. It reflects the effective partnership working to date, and the capacity for new and emerging partnerships to provide an effective framework for cultural delivery across the whole of Milton Keynes to 2008.

1 The Cox review of Creativity in Business:building on the UK’s strengths Prepared for the Chancellor at the time of the 2005 Budget Statement - November 2005 Milton Keynes Cultural Strategy Page 4 of 45 Review 2006 – drafted by Paquita Lamacraft Cultural Strategy Manager 1.1.12 This document identifies four themes with nine focus areas within them. It should be noted that many of the themes and focus areas are meant to dovetail together and that they should not appear to stand alone. Each of the themes is reviewed through a short background statement, followed by a series of ‘Pledges.’ These are the actions that we will undertake to address the issues in each theme area.

1.1.13 These themes have been derived from national and regional strategies and link closely with the priorities of Milton Keynes Council and those of partner agencies. Addressing the themes and meeting the aims/objectives within the action plans will only be achieved through coordinated partnership working, and through clarity of roles and responsibilities.

1.2 The Process

1.2 Timeframe

1.2.1 The review process was designed to reach the widest audience through a mixture of events and activities and the use of a wide range of media.

Key activities are summarised in the table below

Date Activity November 2005 1st Cultural Strategy review event at The Stables, Wavendon Nov 2005 – Jan 2006 Wide range of feedback activities, building on the Stables event. January 2006 2nd Review event and feedback on progress at The Open University May 2006 Draft Strategy Review drafted - content agreed June Under Member’s Delegated Authority document approved for wider consultation June - July 8 week consultation with wider community September 2006 Final document submitted to Cabinet

1.3 Who is involved in the process?

1.3.1 The review to date has included a wide range of individuals, organisations, agencies and companies - both from within Milton Keynes and external to it. A detailed list is supplied in Appendix (ii)

1.3.3 The early consultation processes involved those already identified within the cultural sector and those whom they knew who had an

Milton Keynes Cultural Strategy Page 5 of 45 Review 2006 – drafted by Paquita Lamacraft Cultural Strategy Manager interest in Milton Keynes culture, whether they were resident or not. For all events and activities an open invitation was extended Therefore the participation list shows involvement not only established cultural organisations and agencies, but also individuals, businesses, and especially younger people, ‘fringe’ culture advocates and other participants. For all of these, culture provides important multi-faceted outlets and forms of engagement.

1.4 Consultation Methods

1.4.1 New types of consultation have been used, and the focus on exploring new ways to connect with people will continue throughout the six weeks of further consultation for this draft document.

1.4.2 An early part of the process of review of the original strategy document was to assess achievements against the pledges and commitments made at that time. There has been substantial success in meeting those commitments and pledges. Details of these are provided in Appendix 1.

1.4.3 The review has had the involvement of ERA Ltd, a London based cultural consultancy with wide achievements and recognition (www.era-ltd.com) - and team that includes Jude Kelly, OBE, Chair of the Cultural Olympics 2012 and Sarah Ebanja, Senior Corporate Advisor, and former CEO of Islington Borough Council and Cultural Olympics Team Member.

1.4.4 Input from consultation events and activities have been collated and linked to the original objectives and pledges within the 2003 Cultural Strategy. This is clearly documented in the Proposed Delivery Plan Framework which forms an attachment to the Strategy.

1.4.5 Ideas and Aspirations Consultation Event : The Stables – November 2005

1.4.5.1 The first consultation event brought together 120 people at The Stables in November 2005. The objective was to develop some creative thinking about the future of Milton Keynes culture and to identify key aspirations. The key elements of the day were:

• Introductory music by local RAP band • Presentation of Music and Animation by local artists • Keynote speech by Jude Kelly, OBE, Chair of the Cultural Olympics 2012 • Networking and sharing of ideas • Discussion groups with participants and tabling of ideas and issues(drawing them on tablecloths)

Milton Keynes Cultural Strategy Page 6 of 45 Review 2006 – drafted by Paquita Lamacraft Cultural Strategy Manager 1.4.6 During the period following the November event, smaller focus groups and discussions expanded the collective knowledge about the existing ‘offer’, and identified blockages, opportunities and aspirations.

1.4.7 Feedback and Priority Setting Event: The Open University – January 2006

1.4.8 The overall feedback to date was then distilled in a later event in January at The Open University. Here, successes to date were identified, the changed context explained, and implications identified. The key elements to the day were:

• Performance by local award winning artist • Discussion groups • Confirmation of key issues and themes • Questions to Panel Euan Henderson Portfolio Holder for Culture & Heritage Champion Milton Keynes Council Charles Freeman Culture South East Paquita Lamacraft Cultural Strategy Manager Culture Milton Keynes • Prioritisation of key focus areas and projects

1.4.9 March 2006: Presentation to Milton Keynes Council Learning and Development Policy and Development Committee

1.4.10 John Cove, Director of Surestart and Community Learning at Milton Keynes Council presented the achievements and progress on the 2003 Cultural Strategy to this key group.

1.5 Next Steps

1.5.1 The Draft Cultural Strategy 2006 - 2012 reflects the input to date and comprises: • this document • a table comprising the Proposed Delivery Framework (which includes achievements to date against pledge commitments from the 2003 Strategy) • a summary of the Action Points from the Delivery Framework • Appendices: (i) Feedback received to date and Opportunities for Future Feedback (ii) Participation to date (iii) BOHO Index

Milton Keynes Cultural Strategy Page 7 of 45 Review 2006 – drafted by Paquita Lamacraft Cultural Strategy Manager

1.5.1 These documents will be circulated and open to further consultation until the 21st July. Print copies will be available on MKWeb and at Council Offices, Community Houses and Libraries.

1.5.2 The onward consultation is designed to engage the whole community and especially harder to reach groups. This will be done through a consultation event operated by the Culture Team in each of the following towns: Bletchley, Central Milton Keynes, Newport Pagnell, Olney, Stony Stratford, and Wolverton and direct contact with community leaders in harder to reach sectors of the community.

1.5.3 Following further consultation and broader review throughout the whole community, the Strategy will be redrafted to reflect the input received during this process.

1.5.4 To be effective, given the broad scope of culture and its importance to many different outcomes that make community work, this strategy must be one that is agreed and adopted by all relevant partners across the public and private sectors.

1.5.5 The final document will be presented in July for adoption by Milton Keynes Council and all relevant partnerships and organisations involved in the planning and design of the future of Milton Keynes.

1.5.6 To achieve this aim, an agreed Action Plan for 2006-8 will identify Lead, Strategic, Funding and Delivery Partners for each action, and give timelines, milestones, measures of success and a process for community review of progress at key stages.

1.5.7 In addition to the cultural sector, it is especially important that the following community partners are fully engaged in the implementing of the Strategy: the commercial sector, partnership groups across Milton Keynes, faith groups, police and health organisations, communities, schools, tourism and hospitality, and the voluntary and community sector

1.6 How success will be measured

1.6.1 Once the Strategy is adopted, the Strategic, Funding and Lead Partners identified within the Action Plan will coordinate monitoring and delivery

1.6.2 Those who commit to Lead Partner status will convene quarterly meetings with their Strategic and Funding Partners to undertake a progress review.

Milton Keynes Cultural Strategy Page 8 of 45 Review 2006 – drafted by Paquita Lamacraft Cultural Strategy Manager 1.6.3 Twice yearly public forums developed in collaboration with Delivery Partners will give a chance to report on progress and identify opportunities for collaboration and facilitation across theme areas, brokering new relationships as required.

1.6.3.1 The Cultural Strategy will be further reviewed in 2012 or as required.

2. Reading the Strategy

2.1 This Draft Strategy reflects the principles and aspirations of the original Cultural Strategy 2003-2008. In addition, it recognises the fact that there are many contributors to the cultural agenda across the public and private sectors. In that light this strategy has been written as a Cultural Strategy for Milton Keynes, and not restricted as a Milton-Keynes-Council-only document. Therefore the Work Plan identifies all the Actions to which various parties will make their commitment. It is designed to be read as the Master Document that is an umbrella for separate and individual activities and strategies. It is obviously a plan that one single entity could not achieve alone and many of the activities will be operating concurrently under the supervision and delivery frameworks of a variety of organisations.

2.2 To that end the consultation process to date has been wide and will widen in broader consultation. This process to date has reaffirmed the definition and scope of that original strategy as follows:

2.2.1 ‘Culture’ is defined as “the activities, services and facilities that add to quality of life. This includes opportunities for individual creativity and learning; community development and civic pride; satisfaction and enjoyment; employment and economic development.”

2.2.2 The following areas are included within the scope of culture: Architecture, Arts and Heritage, Community Development, Countryside & Landscaping, Design and Conservation, Economic Development, Leisure, Facilities, Lifelong Learning, Libraries, Play Development, Regeneration, Sports Development.

2.3 A Proposed Work Plan Template forms an important supplement to the Strategy. This has been drafted in response to review feedback. It is a summary document drawn from the Work Plan Template 2003 -2006 that documents progress and successes against pledges listed in the Cultural Strategy 2003-2008.

2.2 The structure of the Proposed Delivery Plan Framework responds to requests for simpler ways of listing the pledges so that people can more readily connect their own activities to relevant theme areas.

Milton Keynes Cultural Strategy Page 9 of 45 Review 2006 – drafted by Paquita Lamacraft Cultural Strategy Manager 2.2.1 Therefore the pledges have been grouped under the following four colour-coded focus areas:

YELLOW Creating IDENTITY: Diversity, Place and The Centre BLUE Creating ENGAGEMENT: Results and Resource GREEN Creating OPPORTUNITY: Change and Wealth RED Creating CELEBRATION: Ceremony and Recognition

2.2.2 Participants at the Open University Review Feedback Event (over 86 people) contributed details of how their activities specifically relate to these delivery points.

2.2.3 Further contribution during consultation is expected to expand our understanding of how a variety of organisations and individuals contribute to specific pledges. This will encourage those with interest in specific outcomes to work collaboratively towards the achievement of common goals.

2.3 The Proposed Delivery Plan Framework shows the original pledge in the first column, with any amendments or changes listed below in BOLD. The consultation input to which the changes respond is noted in the centre column. The column on the right identifies the Priority Action Plans for 2006 - 2012.

2.4 As the Framework encompasses much ongoing work as well as the current priority focus areas, collectively this forms a substantial table many pages long. Therefore to assist ease of use, the Priority Actions listed in the right hand column of the table have been summarised in a smaller document entitled ‘Milton Keynes Cultural Strategy: Summary Priority Work Plan 2006 - 2012’.

2.5 Within the ‘Summary Priority Work Plan 2006 – 2012’ many pledges of similar intent have been combined into one that encompasses the objectives of all. Cross-references are provided to the page and pledge reference numbers of those to which each action refers.

2.6 The ‘Summary Priority Work Plan 2006 – 2012’ will be further developed during the consultation process. It will identify Lead, Strategic, Funding, and Delivery Partners, timelines for delivery, milestones, and measurement mechanisms. Once completed in this way, this will be the working document of the Cultural Strategy.

Milton Keynes Cultural Strategy Page 10 of 45 Review 2006 – drafted by Paquita Lamacraft Cultural Strategy Manager 2.7 Further detailed background information about the consultation process to date, research, and relevant documents, is attached in the form of Appendices.

2.8 Each section and paragraph of the Strategy is numbered, as is each item on the Work Plan Delivery Template. This enables accurate reference during discussion or feedback.

3. Changed Context

3.1 The relevance of a changed context in drafting the Cultural Strategy

3.1.1 Milton Keynes as been the focus of many significant changes since 2003. In addition, there has been a change of focus in the priority areas of central government. This combines with a new recognition of the increasing relevance of culture to the delivery of national health, welfare and prosperity.

3.1.2 Therefore, in developing a Cultural Strategy 2006 - 2012, it is important to assess the changed factors that influence culture from outside Milton Keynes itself – those created by national government, challenges of international and national business competitiveness, changes in technology, and the opportunities these offer. It will naturally be also vital to initiate and harness opportunities for the 2012 London Olympics, Paralympics and accompanying Cultural Olympiad.

3.1.3 Given the rate of growth already underway within Milton Keynes itself, it is also important to consider the implications of future planning and ensuring that culture is appropriately represented in all planning documents. The Strategy will provide a mechanism for architects, planners, developers and businesses to understand and connect with culture across the whole of Milton Keynes.

3.1.4 The capital works of existing cultural entities within Milton Keynes provide broader opportunities for others not directly involved in their planning. These can best be harnessed by ensuring that there is appropriate knowledge sharing across the cultural sector.

3.1.5 Because of the raised profile of culture in Milton Keynes, there is an opportunity to attract significant new entities to contribute to the makeup of culture in the borough. The strategy will identify specific actions to achieve inward investment and relocation cultural organisations (public and private).

Milton Keynes Cultural Strategy Page 11 of 45 Review 2006 – drafted by Paquita Lamacraft Cultural Strategy Manager 3.2 External Factors Influencing Culture

3.2.1 The impact of new central government initiatives and guidance, including that of the expansion and growth of the Milton Keynes South Midlands Growth Area mandating the establishment of 70,000 new homes and associated infrastructure for a city that is projected to be the 10th largest in England by 2031. This has imposed an ambitious growth agenda on the area with a need for 30 year thinking in designing planning guidelines and relevant documents. It has also been a catalyst to the development of new partnerships to address specifics of growth and regeneration.

3.2.2 The development of Local Area Agreements (LAAs). These are a new form of combined government delivery through 3-year agreements decided between government, the local authority and its partners in an area (working through the local strategic partnership) to improve public services. The agreements are refreshed annually. Milton Keynes LAA 2006 will have agreed Performance Indicators that will set the framework for service delivery through combined resources.

3.2.3 New national focus areas within education and health agendas that require delivery of a cultural entitlement for every school child and bring a focus on holistic development of the individual. The latter especially encourages lifelong learning and healthier, safer communities. It reflects a trend by central government to use cultural and sport involvement as a powerful tool to engage the individual in selecting and participating in those activities that can lead to improved welfare.

3.2.4 The prospective impact of the 2012 London Olympics, Paralympics and accompanying Cultural Olympiad – all of which will refocus central government spending. This may reduce current accessibility of funds across a wide range of currently accessed agency programmes, but also offers opportunities for well-structured integration of sport and cultural involvement and the showcasing of local talent and community assets on a world stage.

3.2.5 Response to the ‘Cox Review on Creativity in Business’2 surveying the competitiveness of British business in world markets. The Cox Report identifies the need for innovative models that enable business to develop relationships with creative specialists in programmes such as ‘Design for Business’. This focus offers an opportunity for Milton Keynes to develop and test new models that demonstrate effective combination of creative thinkers with business.

2 Ibid: The Cox review of Creativity in Business:building on the UK’s strengths Prepared for the Chancellor at the time of the 2005 Budget Statement - November 2005 Milton Keynes Cultural Strategy Page 12 of 45 Review 2006 – drafted by Paquita Lamacraft Cultural Strategy Manager 3.2.6 New national focus on the critical importance of development of, and engagement with the Cultural and Creative Industries (CCIs) and the strategic positioning of Milton Keynes within the important networks of activity of the south eastern ‘Golden Triangle’ of Creative Industries, and of the Oxford to Cambridge Technology Arc (O2C), as illustrated in the diagram on page 14.

(The Creative Industries) have contributed to a quiet revolution in the shape of our economy…(and) over the last decade have grown twice as fast as the overall economy. Today they employ 2 million people and account for one twelfth of our economy, more than in any other country.”

James Purnell Minister for the Creative Industries 2005

3.2 Internal Factors Influencing Culture 3.2.1 The formation of a Cultural Team Partnership :Culture Milton through partnership agreements negotiated between Milton Keynes Council (MKC), Arts Council England South East (ACESE), Milton Keynes Theatre & Gallery Company (MKTGC), Milton Keynes Partnership (MKP), and Central Milton Keynes Board (CMKB). The Culture Team was established in response to a recognition that with such a pace of change there is a need to have a dedicated shared resource to work objectively on the strategic planning and enhanced delivery of culture across the borough. The team has primary responsibility for directing delivery of the Cultural Strategy objectives. 3.2.2 The establishment of the Sports and Physical Activity Alliance and the Cultural Alliance as the two key forums for culture across Milton Keynes. 3.2.3 The development of the Local Strategic Partnership (LSP) with its objective ‘to provide the forum through which citizens, businesses and service-providers work collaboratively to create the right atmosphere and environment that will enable the people of Milton Keynes to build the City to which we all aspire’. Culture is represented on this by the Cultural Alliance and the Sports and Leisure Alliance

Milton Keynes Cultural Strategy Page 13 of 45 Review 2006 – drafted by Paquita Lamacraft Cultural Strategy Manager 3.2.4 The development of the Milton Keynes Community Strategy developed and overseen by the LSP. The Community Strategy tagline is: This is a City that Thinks Differently, Embraces Evolution and Champions Change

The Community Strategy was developed to cut across existing strategies for specific delivery activities and identify connections between issues and new ways of thinking. It has work plans for the following key actions: a. Reinventing our City, Places and Spaces b. Delivering the Best Services c. Facilitating Active Communities d. Managing Change Together

3.2.5 New public and private infrastructure developments such as the MK Dons stadium, the proposed site development plans of Milton Keynes Theatre & Gallery Company, extensions to The Stables and artworks-mk, etc., and continued attraction of new cultural organisations and programmes to be based in Milton Keynes – thus enhancing the overall ‘offer’. 3.2.3 Supporting community infrastructure developments, such as the Oxbridge Metro as part of the East:West Rail link connecting the Oxford to Cambridge Technology Arc (O2C) through Milton Keynes will have significant impact. In the same way, the focus on new models for shared-use community hubs that encourage sustainable communities require creative thinking and new designs. These provide opportunities for engagement with the private sector in new and exciting partnerships. 3.2.4 Grass roots activities that have merged from local entrepreneurs and community leaders of all ages in respect of culture, such as proposals for ‘The Edge’ – a ‘funky’ space or collection of spaces in Central Milton Keynes. ‘The Edge’ responds to the need to provide a space or spaces that enable the spontaneous and evolutionary development of creative businesses in a manner reflective of that more usually associated with unused warehouse spaces in older cities. Such spaces are centres for the informal exploration of activities and ideas. Development of ‘The Edge’ will engage natural community cultural leaders and entrepreneurs who understand their community of interest and bring with them a following of committed individuals and entities to make their dreams for Milton Keynes real.

Milton Keynes Cultural Strategy Page 14 of 45 Review 2006 – drafted by Paquita Lamacraft Cultural Strategy Manager 4. Understanding the Milton Keynes ‘offer’ and how it connects strategically

4.1 Within this fast changing context in Milton Keynes, it is important to isolate the key strategic focus points. These are the points that can bring the most result by tapping the collaborative efforts of wider agendas. They often reflect specific areas of strength that have emerged within the communities of Milton Keynes. Examples of this are centres of activity around sports: in Bletchley associated with the new stadium, and in Wolverton with new ‘minor’ Olympic sport bodies relocating to utilise the new facilities of the Radcliffe School.

4.2 To clearly illustrate the strategic importance of Milton Keynes in terms of the external factors discussed earlier, the diagram below has been developed. Diagram 1

Milton Keynes Cultural Strategy Page 15 of 45 Review 2006 – drafted by Paquita Lamacraft Cultural Strategy Manager 4.3 The strategic position of Milton Keynes relative to internal factors in this changed context is best demonstrated in the following diagram. This brings together the specialities already developed across Milton Keynes in something suggested during consultation as the ‘Culture Grid’.

4.4 The ‘Culture Grid’ builds on the metaphor of the grid squares and roundabouts so definitive of the city. It is connected by technology and by the 273.5 km of redways (cycle and walking paths) that are also a hallmark of Milton Keynes.

4.5 This diagram brings together many ideas promoted during consultation in a visual representation to show key geographic centres of established practice and delivery. It gives a visual representation of how the seven areas of delivery focus:

o communications and marketing, events and festivals o learning and incubation o integration of sport and other areas of culture o film, TV and screen-based media o music, visual and performing arts o Public Art and showcasing o recognition of achievement and championing success

(Para 5.3.6, P.18) are represented geographically.

4.5 Identification of particular groupings of achievement in certain geographic locations does not in any way detract from or suggest a lesser value of activities of equal distinction elsewhere within the community of Milton Keynes. However where there is concentration of achievement within a locale, there is a strategic importance in further developing such points of leverage and to expand existing capacity and resources.

Milton Keynes Cultural Strategy Page 16 of 45 Review 2006 – drafted by Paquita Lamacraft Cultural Strategy Manager Diagram 2

Milton Keynes Cultural Strategy Page 17 of 45 Review 2006 – drafted by Paquita Lamacraft Cultural Strategy Manager

5. The Cultural Strategy Vision - ‘Life begins at forty’

‘We are only half way through what Milton Keynes might become'

Pete Winkleman, MK Dons At Cultural Strategy Review, The Stables 2005

5.1 With this context in mind, and the strategic focus made clearer, a Vision was developed from the aspirations, points of emphasis, passion for Milton Keynes and identification of the following underpinning values expressed during the consultation to date:

a. Creating a strong identity through personal and community heritage; b. Creating integration and linkage of both people and places; c. For and by the people, fostering community pride; d. Freedom through partnership, collaboration and common focus; e. Enabling inclusion through diversity: connecting new communities and young and old; f. Belief in our ability to change; g. Engagement, integrity, energy, courage and taking risks; h. Unleashing creativity and supporting and sustaining talent; i. Connecting generations; j. A listening culture k. Developing a long-term, joint vision and strategy with commitment of all parties. l. Using and expanding our existing personal and professional networks to reach out globally

'We are looking to be a pioneering community who communicate well & where everybody comes together. For us & by us.’

True Element at Review event at The Stables

Milton Keynes Cultural Strategy Page 18 of 45 Review 2006 – drafted by Paquita Lamacraft Cultural Strategy Manager 5.2 Vision

5.2.1 The Vision Statement reflects the aspiration to position Milton Keynes nationally and internationally as a place with a vibrant and inclusive culture:

5.2.2 Milton Keynes will be known as a place that is distinctive, safe, friendly and welcoming, where everyone can contribute and participate, where talent is nurtured and celebrated, learning encouraged and the ability to achieve unlimited: a great place to work and visit and one people are proud to call home.

5.3 Achieving the VISION

5.3.1 To achieve the vision it will be necessary to focus on creating a new identity for Milton Keynes as a cultural lighthouse - a vibrant, innovative and international city of culture - reaching out globally to embrace young and old and people of all races, fostering curiosity and imagination, and celebrating our collective and individual journeys:

a. Through the establishment of a mosaic of uniquely designed spaces, connected by real and virtual boulevards and cultural pathways;

b. Supported by the development of screen based media, music, design, visual and performing arts, sports and high quality leisure offerings;

c. Underpinned by a kaleidoscope of festivals, networks, learning and engagement.

5.3.2 through the creation of five centres of activity at:

a. Central Milton Keynes performing and visual arts, music clubs, showcasing, heritage, public art, retail & creativity in business

b. Wolverton music, performing and visual arts, screen based media & heritage

c. Bletchley heritage, sports, performing arts & Recreation

d. Stony Stratford Music, film and heritage

e. Newport Pagnell Classic vehicle restoration, heritage, visual arts & gastronomy Milton Keynes Cultural Strategy Page 19 of 45 Review 2006 – drafted by Paquita Lamacraft Cultural Strategy Manager 5.3.3 supported by

a. Great Linford arts & crafts

b. Olney heritage, sport & the written word

c. The Woburns (Woburn Sands & Woburn) and Wavendon historic environment, wildlife experience & performing arts

5.3.4 connected and signposted through boulevards, cycle ways, banners, public art and creative illumination: the cultural grid,

5.3.5 linked by the story of Milton Keynes.

5.3.6 and underpinned by five major borough wide areas of delivery focus

a. communications and marketing, events and festivals Expressed during consultation as the Mbassy

b. learning and incubation Expressed during consultation as the MK Academy

c. integration of sport and culture

d. film, TV and screen-based media

e. music and performing arts Expressed as during consultation Mkonic

f. Public Art and showcasing

g. recognition of achievement and championing success

5.2.7 as illustrated geographically in centers of achievement on the diagram of the Culture Grid - Page 17.

Milton Keynes Cultural Strategy Page 20 of 45 Review 2006 – drafted by Paquita Lamacraft Cultural Strategy Manager 6. Milton Keynes - Creative City Key Themes and Issues

6.1 It is important to bring the context and aspirations of 2006 together in a considered way so that Action planning takes place in an environment that is reality-based. To that end the following key themes and issues are outlined in some detail to create a better understanding of the challenges to achievement of our goals. These are embedded in aspirations and feedback from consultation to date.

6.2 Creating: Diversity : unleashing creativity and supporting and sustaining talent

6.2.1 Diversity is at the heart of the future of Milton Keynes. It is a city that has reached out globally since its early New Town development.

6.2.2 Stantonbury Campus was the first school in the country to establish a rolling system of school exchange programmes with other countries – particularly India and Tanzania. This led to the establishment of Global Education Milton Keynes (GEMK), located on Stantonbury Campus. This facility provides substantial educational resources to teachers to embed global education across the curriculum throughout Milton Keynes schools. Through its success and subsequent requests for them to extend this educational resource more widely across the community, the Global Centre was established: a programme supported by citywide partnerships.

6.2.3 The Milton Keynes Language Service translates 68 languages. There is wide understanding that most of the residents of Milton Keynes are immigrants. This staus can be reasonably attributed to those who come from within the United Kingdom as to those who come from other countries.

6.2.4 Interaction, with SHED MK, works extensively with opportunities to expand inclusion in cultural activities for those with disabilities and learning difficulties.

6.2.5 Madcap in Wolverton has a new strategic cultural delivery plan with an emphasis on immigration, youth and women.

6.2.6 The Theatre, Gallery and other cultural organisations undertake specific programmes to ensure wide inclusion and engagement for all.

6.2.7 Inclusion is a basic human right but also contributes critically to the cultural diversity, atmosphere and creativity of the city. Young people in particular are the city's future. Harnessing their creativity, developing and retaining their talent is essential. Communication between the generations and across communities is vital to our success as a Milton Keynes Cultural Strategy Page 21 of 45 Review 2006 – drafted by Paquita Lamacraft Cultural Strategy Manager vibrant, rich community embracing innovation and creativity. We need to provide more opportunities and engagement with cultural activity, breaking down barriers to participation for black and minority ethnic communities and for people with disabilities and learning difficulties.

6.3 Creating: Change

6.3.1 The cultural sector in Milton Keynes is known for its innovation and passion, instigating creative and highly successful solutions that create real and lasting change.

6.3.2 It is important that we develop and use the strength, knowledge, networks and abilities of our cultural organizations and the cultural and creative industries sector to build stronger communities, tackle crime and safety, improve health, regenerate our older estates and towns, increase learning and enrich personal development. Environmental ambiance is critical to the growth of creativity and culture. Together we want to address disadvantage, improve equality of opportunity and integrate our diverse culture.

6.4 Creating: Cultural Growth

6.4.1 The economy of the UK is changing to a high ‘value added’ knowledge economy. Milton Keynes is central to this development, located at the core of the Oxford to Cambridge Arc, and with the Open University and with Wolverton and Central Milton Keynes identified as major centres of activity, together with Bletchley Park’s Innovation Centre and the newly established Milton Keynes Enterprise Hub.

6.4.2 Cultural and creative industries have been identified as the fastest growing sector for Milton Keynes and the South East region. It will be vital to capture and support these critical developments.

6.4.3 The development of the Central Milton Keynes Development Framework including a new higher education facility in the town centre, the activites of UMK (Universities for Milton Keynes),and the creation of a proposed virtual creative learning and skills network with international reach will be critical to cultural growth.

6.4.4 The Milton Keynes Enterprise Gateway programme to develop business start ups , provide advice, assess needs, and set up incubator units, is another key to future success. Such supporting initiatives are critical to attract and retain the wealth of diverse talent that already exists in the city, particularly in screen based media, music, design and visual and performing arts;

Milton Keynes Cultural Strategy Page 22 of 45 Review 2006 – drafted by Paquita Lamacraft Cultural Strategy Manager 6.4.5 Not everyone is currently able to share in the economic success already generated by the city. It will be important to initiate specific programmes that can assist in creating social inclusion and integration. New SEEDA funded initiatives are underway to address this.

6.4.6 The ambiance created by a successful cultural sector in cultural quarters also adds significant value for the rest of the economy. Businesses and their staff choose to move and stay in an area that provides adequately for their cultural and social needs. A cultural center or centers are seen as visible metaphor for ‘quality of life’ – the key ingredient to attracting people to live, work and visit the city.

6.5 Creating: A new identity and sense of place

6.5.1 Milton Keynes is a uniquely planned environment with a very distinct identity created by its layout and its modern architecture and design. A central feature of the city is its r-urban (rural/urban) nature, with local countryside and landscape, well-cared for green corridors and wildlife sites, that together contribute significantly to the quality of life in the area.

6.5.2 The cultural sector has also contributed to the changing positive image of Milton Keynes. The city enjoys a thriving community of significant figures in the media, sporting, digital and academic world. There is a strong presence of performing and visual artists and a growing music and performing arts scene amongst young people. Community arts organisations in Milton Keynes are known internationally. Milton Keynes Gallery, known as MK-G, has achieved international significance and recognition. Milton Keynes Theatre is the most successful receiving theatre outside of London. Sports development in the community has paved the way for a new stadium, bringing Wimbledon Football Club to Milton Keynes as the MK Dons. Their new top level FIFA stadium will be the completed in 2007. In addition, we have substantial and minimally promoted heritage collections dating back 12,000 years, with important artifacts and compelling historic locations with high potential .

6.5.3 We are at now at a very critical point in our history. Milton Keynes, already characterised by a spirit of innovation and pioneering, is still growing and developing. The city has a real opportunity to create a strong identity and situate itself nationally, regionally and internationally as a cultural lighthouse - a vibrant, innovative and international city of culture.

6.5.4 Participation from all sectors of the community is critical in influencing and shaping such growth, reaching out globally to embrace young and old, and people of all races, fostering curiosity and imagination, celebrating our collective and individual journeys.

Milton Keynes Cultural Strategy Page 23 of 45 Review 2006 – drafted by Paquita Lamacraft Cultural Strategy Manager 6.6 Creating: The MK Beacon

6.6.1 A massive thirty-year long programme of development is underway in Central Milton Keynes. The Council has worked with English Partnerships and the Central Milton Keynes Board to create a new Framework for this central development to create an emotional heart to the city centre with cultural facilities and a 24/7 ‘café society’. A new residential community is also planned for the centre, with up to 9,000 new residents, including in Campbell Park. The shopping centre, already the longest in Europe, and attracting 30 million visitors a year, will double in size.

6.6.2 We want Central Milton Keynes to become a Lighthouse, a beacon and focus for the whole city and surrounding area. It will have world class ambiance, facilities, public spaces and public art, performing and visual arts, music, clubs, showcasing, successful commercial and retail opportunities. It will be inclusive and accessible, integrating commercial, and not-for- profit activities, youth, faith and heritage interests. An essential element of the development will be its level of engagement with the whole community of Milton Keynes.

6.7 Creating: World-class communication

6.7.1 The creation of five centres of activity at: Milton Keynes Central, Wolverton, Bletchley, Stony Stratford, Newport Pagnell supported by and Great Linford, Olney and Wavendon and the Woburns (Woburn Sands and Woburn. This needs to be carefully underpinned by excellent physical and virtual communications

6.7.2 We want to achieve this through the establishment of a mosaic of committed, well designed spaces connected and signposted through real and virtual boulevards, cycleways, banners, public art and leading edge lighting- the visible cultural grid.

6.7.3 The story of Milton Keynes, will provide a thematic coherence to these physical developments. It is one of the most fascinating and significant city histories in Europe and an internationally-known success story for new town development.

Milton Keynes Cultural Strategy Page 24 of 45 Review 2006 – drafted by Paquita Lamacraft Cultural Strategy Manager 6.8 Creating: Resource

6.8.1 Milton Keynes Council currently funds many cultural, voluntary and community organisations in the city that provide for and develop local quality of life. Many of these organisations have been here since the early days of Milton Keynes. They have professional, committed staff and trustees, an exceptional knowledge of the locality and its needs, and a record of producing nationally recognised models of best practice. Without this resource, local quality of life would decrease very considerably. Milton Keynes would become a less attractive, desirable and inclusive place to live.

6.8.2 However, we want to do more and this will mean new and even more creative ways of funding the cultural sector, particularly through the creation of private/public sector partnerships and more commercial initiatives linked to not-for-profit and social enterprise.

6.8.3 The effective monitoring of the Delivery Plan for the Cultural Strategy Pledges will be a critical component of our success and make sure we are delivering the right results for Milton Keynes. It will enable alterations and additions according to emerging changes and opportunities.

Milton Keynes Cultural Strategy Page 25 of 45 Review 2006 – drafted by Paquita Lamacraft Cultural Strategy Manager 7. Achievements to Date

7.1 Achievements against pledge commitments to date

7.1.1 Since the original document was produced there has been substantial success in delivery against the commitments made at that time. Details of these are provided in Appendix 1. The key results are summarised below:

7.1.1.1 Establishment of the Partnership funded Culture Team The Culture Team comprises the Cultural Strategy Manager (April 2005), Cultural Development Officer (March 2006), Heritage Officer (2004), Senior Public Arts Officer (Aug 2005), Public Art Project Officer (May 2006) and Heritage Project Officer appointment expected in first half 2006. The funding partners are Milton Keynes Council, Arts Council SE, Milton Keynes Theatre and Gallery Company, Milton Keynes Partnership and Central Milton Keynes Board. One year partnership funding for a Creative Industry post has not been continued. 7.1.1.2 Establishment of the Sports and Physical Activity Alliance and the Cultural Alliance In response to the need for a wide and active forum on cultural issues, the two Alliances have been established and have gained representation on the Local Strategic Partnership to ensure that culture is appropriately considered in future planning. 7.1.1.3 Successful support of the Denbigh Stadium Development and the MKDons A Milton Keynes Council secondment to the position of CEO and facilitation of the planning process contributed to the stadium development and associated infrastructure, with opening projected for 2007 7.1.1.4 SK8MK awarded the 2006 National Awards for Local Government ‘Award for Community Involvement & Engagement of Partners & Stakeholders’ The group achieved national recognition following wide partnership support including having skateboarders working with Architecture MK in development. 7.1.1.5 CEC BME worker Maryam Karim received a special award from Thames Valley Police in recognition of her work with BME communities. This work particularly engages with specific ethnic minority groups, and particularly with the successful elections for management of the Somali Community House, 7.1.1.6 15,000 people drawn to Central Milton Keynes for free community event with British Touring Cars carnival and street demonstration at race speed. With national and European TV and print media coverage to the value of £225K 7.1.1.7 Award of 5 Sportsmark and 11 Artsmark schools By third quarter 2005 this was the count and numbers are increasing

Milton Keynes Cultural Strategy Page 26 of 45 Review 2006 – drafted by Paquita Lamacraft Cultural Strategy Manager Continued… 7.1.1.8 ‘Public Art In New Schools’ programme for all new schools from 2006 to 2035 This programme has secured funding attached and with an average of 3 new schools a year-so new community members work with artists to define their spaces 7.1.1.9 Increased IT use at libraries All libraries offer IT facilities, and customers benefit from half an hour a day of free use of IT. Surveys have shown that this is well used by those who do not have computers at home and particularly well used by BME community members 7.1.1.10 Opening of Creative Industries Centre Funding from Office of the Deputy Prime Minister(ODPM) enabled establishment of this small business incubator for the Creative Industries at 599 Avebury Blvd 7.1.1.11 Enterprise Gateway Funding from SE Economic Development Agency (SEEDA) in 2005 aided by Business Link Solutions led to establishment 7.1.1.12 Funding from DfES for a Young Apprenticeship Scheme in Art & Design and Performing Arts This enables tuition from Stantonbury Campus and Milton Keynes College, with 23 students in 2005 7.1.1.13 StART Business start-up advice and support for Creative Industries Funding of £200K secured through Arts Council SE and Business Link for this 1 year StART programme 7.1.1.14 Hoardings: New ‘gallery space’ on hoardings around Milton Keynes In partnership with Inward investment and Central Milton Keynes Partnership, agreements have been secured for hoardings around the new developments in Central Milton Keynes to include an art project. 7.1.1.15 Heritage funding achieved through advice and support during 2005: £314,000 with an estimated £2.3m in 2006 7.1.1.16 Public Art: In 2005 £1,206,000 external funding identified for integrated public art projects 7.1.1.17 Young Apprenticeship Scheme Young Apprenticeship Scheme established in Art and Design and Performing Arts 7.1.1.18 Disability Discrimination Act (DDA) Audits of Facilities Audits have been undertaken on all cultural buildings

Milton Keynes Cultural Strategy Page 27 of 45 Review 2006 – drafted by Paquita Lamacraft Cultural Strategy Manager Continued…

7.1.1.19 Living Archive project managed young film-makers films 'Forest' and 'Innocent' were runners up for a National award from the UK Film Council. 'Forest' also achieved international acclaim when it was screened as part of the OXDOX Film Festival. 'Seeking' although made in 2004, is still included in the programmes being screened on the BBC Big Screen in Birmingham. 7.1.1.20 Longer term Local Service Agreements for Culture Community, Economy and Culture have introduced a staged introduction of three- year funding term for grant- aided organisations 7.1.1.21 Heritage for Health and Arts for Health programmes achieving national recognition 7.1.1.22 A regional Milton Keynes South Midlands Growth Area Cultural Growth Post established with partnership funding across a wide range of agencies and local governments 7.1.1.23 Attraction of major cultural organisations to locate operations in Milton Keynes: Sport England, CABE Regional Architecture Centre, proposed Milton Keynes South Midlands Regional Growth Coordinator, Shed MK at Interaction, Northern Ballet ‘second home’ at MK Theatre, etc 7.1.1.24 Green Day at The National Bowl being voted Best Gig in Europe 2005 This continues to provide Milton Keynes with wide advertising through the associated CDs and online media. 7.1.1.25 LSP adoption of 2007 as The Year of Culture Greater detail of achievements to date are documented in Appendix 1

Milton Keynes Cultural Strategy Page 28 of 45 Review 2006 – drafted by Paquita Lamacraft Cultural Strategy Manager 8. Coordination across delivery partners

8.1 Partnership in Action

8.1.1 The combination of strengths across sectors and disciplines is basic to successful regeneration within our communities. Milton Keynes has a history of working in successful partnerships to address major issues. Working in partnership is also the prime mechanism that will provide effective communication, engagement and ownership of the Cultural Strategy. This will be achieved through working closely with the Cultural Alliance and the Sports and Recreation Alliance and a wider forum comprising other funding partners of the Culture Team. The Culture Team will oversee the implementation of the Cultural Strategy under the leadership of the Cultural Strategy Manager, who has responsibility for the monitoring and facilitation of results against the cultural strategy pledges.

8.2 Links to Borough -wide strategies, aims and corporate priorities

8.2.1 The Council produces a number of key strategies that support the Cultural Strategy, such as those relating to Economic Development, Sport, Leisure Facilities, Play, Community Development, Arts and Heritage. Each of these links to the Cultural Strategy through the ability to identify key theme and focus areas in the Strategy Work Plan that reflect their own service provision and work collaboratively with other partners to further enhance their own activities and outcomes.

8.2.2 Similarly the Cultural Strategy will provide support to the Milton Keynes Community Strategy produced by the Local Strategic Partnership The Action Points that pertain to culture will be regularly updated, as will progress against Performance Indicators associated with them.

8.2.2 The Milton Keynes Sports Strategy has a new focus on health education, community participation and sporting excellence. It emphasizes the contribution of physical education, sport and associated community facilities to the social and cultural well-being of Milton Keynes. The Sports Strategy and the Leisure Facilities Strategy focus on relevant services, facilities, activities and initiatives that add to the quality of life in Milton Keynes for residents and visitors. They both recognise the crucial role of the voluntary, private and public agencies to achieve this.

Milton Keynes Cultural Strategy Page 29 of 45 Review 2006 – drafted by Paquita Lamacraft Cultural Strategy Manager 8.2.3 The Leisure Facilities Strategy sets out the clear aspirations of Milton Keynes Council to provide appropriate leisure facilities for its communities and evaluates the level of current provision and effectiveness of delivery to the people of Milton Keynes. The Strategy provides a plan and framework for the future, taking into account the major population changes that are projected and evaluates a possible need for enhancement of existing facilities, or additional provision. This context ensures that viability of existing facilities is not compromised and that present shortfalls are not further extended. It acts as a catalyst or lever for gaining funding support from a number of external sources. The Leisure Facilities Strategy informs local planning policies such as the Local Plan and Supplementary Planning Guidance.

8.2.4 Both the Sports and the Leisure Facilities Strategies endorse the work already undertaken since the inception of the Sport and Physical Recreation Strategy (1997-2002). They are designed to complement each other and create a number of key linkages relating to sport and leisure provision within Milton Keynes. Both these strategies directly relate to the Cultural Strategy, ensuring that sport, leisure, health, social and arts themes are all embraced within the overarching vision of culture.

8.2.5 The Learning Vision is the Learning and Development Directorate’s Strategic Plan for Milton Keynes and is designed so that a wide range of experiences and learning opportunities reinforce each other. In establishing the unitary authority for Milton Keynes, a range of services were brought together in the Learning and Development Directorate in response to local consultation giving clear direction regarding integration. These services include early years, schools, community development, economic development, play, libraries, arts, the youth service, lifelong learning for adults, museums, children’s (social) services and leisure services.

8.2.6 The vision is structured around four key success outcomes relevant to the needs identified by the Milton Keynes community : • Preparing for growth and securing a prosperous community; • Promotion of social inclusion and anti-poverty strategies; • Raising levels of achievement; and • Promoting Community Participation. E-learning, lifelong learning and networking of creativity are critical to the delivery of all these aspirations and the cultural strategy itself .

Milton Keynes Cultural Strategy Page 30 of 45 Review 2006 – drafted by Paquita Lamacraft Cultural Strategy Manager 8.2.7 Milton Keynes has an Education Development Plan (2002-2007), identifying the priorities and programmes of activity to improve the standards of education for all children. The plan is set within the wider context of the Directorate’s Learning Vision to ensure coherence with the Council’s overall planning frameworks. Of the seven identified priorities, priority six has clear activities supporting this priority as they relate to culture, with specific actions identifying the role of Culture and Creativity.

8.2.8 The Children and Young People’s Plan (2006-2007) for children and young people identifies how agencies will work together to improve the outcomes for children and young people in Milton Keynes. It covers services for all children and young people aged 0 to 19, young people aged 20 and over leaving care and young people up to the age of 25 with learning difficulties. Their vision is that ‘All children and young people will be supported to reach their full potential’ by delivering the following objectives:

• Access to timely and appropriate support and services depending on need • Support and services that focus on preventative, early intervention • Individually negotiated support in consultation with both adults and children in the family, in the context of their economic, cultural and geographical circumstances • Integrated services

8.2.8 The Biodiversity Action Plan for Bucks and Milton Keynes promotes awareness and value of natural heritage. The objectives of the plan are to: • Strengthen policy and legislation • Promote positive management for biodiversity in agri-environment schemes • Safeguard existing semi-natural habitats, prevent further losses and encourage restoration and creation • Establish data on species and habitats • Provide co-ordinated and easy access to relevant • Provide advice on conservation management to landowners and managers • Continue and establish further monitoring and research systems • Raise awareness of habitats and species

In conjunction with this, The Parks Trust delivers over 250 events per year in the parks and open spaces of Milton Keynes to promote our natural heritage.

8.2.9 Parks Trust Green Space Strategy giving a 10 year vision of the promotion and management of our parks.

Milton Keynes Cultural Strategy Page 31 of 45 Review 2006 – drafted by Paquita Lamacraft Cultural Strategy Manager 9. The role of culture and creativity in a 21st century community

9.1 The national and international context

9.1.1 There is a growing recognition worldwide that human talent and creativity is now a driving force in global economies.

9.1.2 Culture has a critical role in improving health, reducing crime, regenerating communities, increasing prosperity and making better places to live, work and visit. This comes from the unique position of culture in that its communities of interest range across every socio-economic group. It can therefore offer greater equality of opportunity and greater integration of diverse cultures resulting in an increase in personal and community pride. Within this context, it is important to note the joint contributions of the cultural and creative economy, sport and recreation.

9.1.3 The creative and knowledge economy now employs 25-30% of the population of the more advanced countries. The measurement of the value of the creative economy spans Information Communications Technologies (ICT), cultural and creative industries, music, screen based and digital media, publishing, advertising, film and television, and art and design. These are often key service sectors to mainstream business.

9.1.4 Increasingly there is recognition of the synergy of these industries with ‘futures industries’ – the emerging new sectors driven by technology changes and the need for sustainable solutions. This is particularly evident in areas such as environmental technology and design.

9.1.5 These knowledge and Cultural Creative Industries (CCIs) have been identified by world strategists as those that will be internationally leading sectors for the future. They are massive contributors to the UK economy via annual turnover (£100+ billion), exports (£10+ billion) and employment (1.9 million). The UK, with 1% of global population, now commands some 16% of CCI world trade.

9.1.6 The overlap of these industries with tourism and heritage is well recognised and needs to be considered in respect of associated focus on this growth sector .

9.1.7 This opportunity to nurture growth of the creative sector sits within a broader context. There is a new imperative within urban and rural locations to create communities which bring meaning to the lives of those who live within them, and which are able to embrace sustainability in all its aspects. Milton Keynes Cultural Strategy Page 32 of 45 Review 2006 – drafted by Paquita Lamacraft Cultural Strategy Manager

9.1.8 Environmental imperatives , consumer sophistication, changes in community lifestyle, international mobility and markets (physical and virtual) plus widespread access to communications technology all combine to drive a need for sustainability of environment, transport and infrastructure. This includes economy and employment; housing; education and learning; health; and establishment of creative cultural identity through the delivery of coherent, holistic development which delivers a sense of place, pride and cohesion.

9.1.9 International markets offer regions the ability to create international and national competitiveness through key sectors reaching directly into global markets. But this needs to be backed by intelligent, flexible region-wide strategy that can create new markets and value chains, boosting opportunity for existing business and linking excluded groups to mainstream development.

9.1.10 Successful regions facilitate networks that develop multiple economic possibilities. The development of fast-track learning systems, both virtual and actual, has proven to be a critical core in this process.

9.1.11 Physical land/site development including iconic flagships is also a key component in this. Iconic flagships contribute to the quality of life and economic development of towns and regions. Through strategic focus and development and through the visitor economy, they can generate new profile, a sense of place and identity, and new streams of income. However, success is critically dependant upon the ability to create new product and attract new markets.

9.1.12 A critical aspect of this transition is effective linking of the past and present ,and harnessing previously unrecognised aspects of culture to create new projects and synergies within knowledge industries. Regions and cities such as Barcelona, Paris, and Emilia Romagna have linked together knowledge, heritage and creative industries, drawing out the synergies between them to increase investment and the visitor base and create new products, companies and services. 9.1.13 International cities like Los Angeles, Glasgow, Melbourne and Indianapolis have used sporting excellence and prominent sporting venues as a key pivot in driving forward community participation and connection, developing a strong sense of place by the strategic integration of sport with other aspects of culture.

Milton Keynes Cultural Strategy Page 33 of 45 Review 2006 – drafted by Paquita Lamacraft Cultural Strategy Manager 10 The position of Milton Keynes within the national and international context

10. 1 Milton Keynes – Creative City - Assets and Challenges

Milton Keynes is not a place: It is a state of mind

Milton Keynes is a creative mosaic where every piece, however tiny, is perfect.

Comment from participants at Review event at The Stables

10.1.1 Background Milton Keynes is the product of a unique social, cultural and urban planning initiative in 1967 - intermixing urban, community and cultural development on a rural landscape of historic villages and towns to build a new city halfway between London and Birmingham.

10.1.2 Planned in an area that included the existing towns of Bletchley, Stony Stratford, Wolverton, thirteen villages and around 40,000 people, today most of the population lives in the new city. The surrounding rural area accounts for approximately two thirds of the total geographical area but only 20% of the total Milton Keynes population.

10.1.3 The unique history, identity and architecture of the original towns (including Olney, Newport Pagnell and Woburn Sands) and villages has been preserved and enhanced in the town’s development, providing a rich and diverse environment. The rural area of the borough needs particular attention to retain its distinctive culture.

10.1.4 The new town has a distinctive infrastructure of grid-squares that brings with it challenges for public transport provision, social inclusion and audience development. Public transport, in particular, has challenging issues to face if it is to meet the future needs of the population and this has direct impact on the cultural sector.

Milton Keynes Cultural Strategy Page 34 of 45 Review 2006 – drafted by Paquita Lamacraft Cultural Strategy Manager 10.1.5 Since 1967 Milton Keynes has expanded rapidly to become one of the fastest growing districts in the country. The 2001 Census results showed that the population reached 207,063 with a further substantial increase likely of 3,000 each year to a total population of 244,000 by 2011.

10.1.6 The city has now been identified by central government as one of the four “Growth Areas for the Southeast” in the Sustainable Communities Plan and Housing, Environment and Liveability agendas, with an estimated 70,000 homes to be built. It is projected that it will be the 10th largest city in the England by 2031, with an approximately doubled population from the current 219,000 (2005).

10.1.7 Milton Keynes is a youthful borough, with 24% aged under 16 compared with a UK average of 20%. There is a rapidly growing population aged over 60 that by 2011 is expected to increase by some 42%, compared to an increase of 15% nationally for this age group.The borough enioys a significantly diverse profile with minority ethnic communities constituting 9.3% of the local population3, and 11% of the school population from minority ethnic communities.

10.2 The challenges

10.2.1 Despite the strong local economy, significant pockets of serious deprivation remain. The mobility of the population creates particular issues about support to families and community coherence. Social dislocation is a key factor for many people who have no longstanding family and friendship networks to draw on for ready advice and help.

10.2.2 It is difficult to agree performance indicators for culture as there is no national agreed benchmark. Local measurements will need to be developed at the same time as Milton Keynes contributes to the development of a regional Cultural Toolkit providing agreed indicators for culture.

3 2001 census Milton Keynes Cultural Strategy Page 35 of 45 Review 2006 – drafted by Paquita Lamacraft Cultural Strategy Manager 10.3.3 Assets and Challenges Table 4 Assets Challenges • Array of CCIs, heritage, visual art • Culture/ heritage fragmented, and design, architecture, theatre, dispersed, small scale public spaces, public art and strong • Physical environment of mixed design design quality, no ‘heart’ of city • World-class, HE/FE institutions, • Alienation of the young & of green, wealth of public art and alternative culture in the cultural legacy of community art offer • Significant inward investment & • Existing provision under- development resourced & precarious • Access to Birmingham/Luton/ • Few links between culture/ London – strategic position on rail heritage, learning & creative network giving community global industries, culture & sport; connections • Lack of cultural information & • Major regional centre for south visibility, and internal & external Midlands communication • Media, film, television • Negative brand image, • Wealth of local talent & initiative, stereotypes growing pride of citizens; • Sports & open space activities • Unique urban/ rural culture, isolated from strategic context; pioneering spirit, innovative & • No mapping of CCIs assets/ cutting edge integration with cultural heritage • Strong heritage & culture as • No assessment of economic continuum linking past present & impact of CCIs, sport, libraries & future heritage. • Strong sports facilities and • Sustainable funding for cultural development ethos with several development & maintenance of national bodies resident, national cultural assets key facilities • Lack of local performance • Nationally significant venues indicators • Well managed ‘green space and a • No common policies across deisgned ‘Green City’- innovative culture water management programmes, eco-park • Global awareness and programmes, • R-Urban (rural:urban) – commitment to valuing rural environment and small towns & incorporating their objectives overall

Milton Keynes Cultural Strategy Page 36 of 45 Review 2006 – drafted by Paquita Lamacraft Cultural Strategy Manager 10.3.4 Arts Organisations in Milton Keynes Table 5 Sub Sector Organisation Number of Members in MK Postcode Art ArtNet MK 65 Art The Silbury Group of 30 Artists Art MK Arts Association Not a member organisation Art MK Society of Artists 120 Art Axis Council 10 Crafts Crafts Council 12 Film Film Council Music Musicians Union 115 Performing Arts Equity 190 Performing Arts Dance East 25 Publishing National Union of 150 Journalists Publishing Society of Authors 39 Total in All 726 Organisations

(Source: BizVizion Ltd: ‘The Provision of Creative Industries Workspace & Display Space in Milton Keynes, Bletchley and Wolverton’ 2004)

10.3.5 Creative and cultural business in Milton Keynes Table 6 Sub sector Businesses Sub sector Businesses in in MK MK Postcode Postcode Advertising 121 Interactive Leisure 5 Software Architecture 113 Music 51 Art Market (excluding 37 Performing Arts 45 antiques) Crafts 73 Publishing 83 Design (including 227 Software & 317 web design) Computer Services Designer Fashion 18 Television & Radio 37 Film 43 Total All Sub 1,170 Sectors

(Source: BizVizion Ltd: ‘The Provision of Creative Industries Workspace & Display Space in Milton Keynes, Bletchley and Wolverton’ 2004)

Milton Keynes Cultural Strategy Page 37 of 45 Review 2006 – drafted by Paquita Lamacraft Cultural Strategy Manager 10.3.6 Milton Keynes is the fastest growing centre of economic activity in the United Kingdom with annual growth rates of 5-6%. In terms of population Milton Keynes city has been the fastest growing urban area in the country, reaching its current population of 219,000 from a new town base in 1967 of 40,000.

10.3.7 In 2002 the borough boasted 122,000 jobs and is a major regional shopping centre with over 30 million shoppers a year. (Source: Milton Keynes Population Bulletin 2004/2005, Milton Keynes Council)

10.3.8 There is 98% employment in the borough with many corporate HQ’s and 550 foreign owned businesses.

10.3.9 The area well connected within UK with excellent road and rail access, particularly to London and its national and international links.

10.3.10 Culture and creativity are helping create an international profile for Milton Keynes as a unique pioneering area. The largest single growth forecast for jobs in Milton Keynes by 2010 is for the Cultural and Creative Industries (CCI) sector, which anticipates a 25% increase.

10.3.11 In a national review of 45 English cities, Milton Keynes ranked 11th in terms of creativity. Milton Keynes patent registrations, a sound measure of creativity, places Milton Keynes 13th overall, almost double that of Liverpool, yet with only half the population. Assisting the development and knowledge transfer of this level of innovation will be key. (See Bohemian Index of Creativity – Appendix 2)

10.3.12 Milton Keynes is at the centre of national high knowledge, high value and high tech industries growth, set within the Creative Industries’ Golden Triangle & Oxford to Cambridge ICT arc. The area around Milton Keynes, Wolverton and Bletchley already supports an array of creative industries combined with world-class, HE/FE institutions, heritage buildings, theatre and cinema, internationally known and nationally significant Bletchley Park with Enigma history, The Open University and The Stables and public spaces.

10.3.13 The development of the proposed Central Milton Keynes Development Framework, the activities of UMK (Universities for Milton Keynes) to establish a new higher education facility in the town centre and the creation of a comprehensive virtual creative learning and skills network with international reach will be critical to cultural growth.

Milton Keynes Cultural Strategy Page 38 of 45 Review 2006 – drafted by Paquita Lamacraft Cultural Strategy Manager 10.3.14 The Milton Keynes Enterprise Gateway programme to develop business start ups, provide advice, assess needs and set up incubator units is another key to future success. Such supporting initiatives are critical to attract and retain the wealth of diverse talent which already exists in the city, particularly in screen based media, music, design and visual and performing arts.

10.3.15 Similarly not everyone is currently able to share in the economic success already generated by the city. It will be important to initiate specific programmes which can assist in creating social inclusion and integration. New SEEDA funded initiatives are underway to address this.

10.3.16 The ambiance created by a successful cultural sector in cultural quarters also adds significant value for the rest of the economy. Businesses and their staff choose to move and stay in an area that provides adequately for their cultural and social needs. This quality of life is essential in attracting people to live, work and visit the city.

Milton Keynes Cultural Strategy Page 39 of 45 Review 2006 – drafted by Paquita Lamacraft Cultural Strategy Manager 9. Onward Review Process

9.1 How onward consultation will take place

9.1.1 This draft document forms the basis of wide ongoing consultation across the whole of Milton Keynes during June and July, completed by 21st July 2006.

9.1.2 Consultation will be both formal and informal and use a variety of methods to engage the widest participation.

9.1.3 Formal consultation events will be held out of business hours in Bletchley, Central Milton Keynes, Newport Pagnell, Stoney Stratford, Olney and Wolverton.

9.2 Feedback Process

9.2.1 The Cultural Strategy Review is a fluid process that is continually adding and adjusting input prior to presentation to Cabinet. This ensures that this important working document is one to which all relevant organisations make a commitment to supporting.

9.2.2 Feedback can be achieved in the following manner:

Electronically: email to [email protected] Please identify the relevant section of the Main Text document by paragraph number and page, and for the Action Plan Template table or Action Plan Summary by relevant section numbering.

Hard copy: mail to Lucy Bedford Culture Milton Keynes Saxon Court 502 Avebury Boulevard Central Milton Keynes MK9 3HS

9.3 Preparing and Adopting the Final Document

9.3.1 The final document will be prepared commencing 24th July, from consultation input received. It will be available for review on MKWeb following presentation to September Cabinet, 2006.

Milton Keynes Cultural Strategy Page 40 of 45 Review 2006 – drafted by Paquita Lamacraft Cultural Strategy Manager Appendices:

The following documents form a supplement to the Cultural Strategy.

Work Plan Framework 2003-2006

This documents the progress against pledges made in the Cultural Strategy 2003-2008, and identifies proposed changes and actions

Cultural Strategy – Work Plan Template 2006 – 2012

This summarises the proposed changes and Action Plans

Appendix (i) Feedback Received to Date & Opportunities for Future Feedback

Appendix (ii) Participation to date

Appendix (iii) Creativity Index

Milton Keynes Cultural Strategy Page 41 of 45 Review 2006 – drafted by Paquita Lamacraft Cultural Strategy Manager Appendix (i) Feedback Received to Date & Opportunities for Future Feedback

Table 6 feedback to date November Forum at The Stables and Feedback Forum at The Open University A ‘Listening Session’ where Using two pencils – one which had a toy horse on the tables undertook to listen to end and the other a cow, this listening was made the ‘hobby horses’ of their effective by the ability to hold up a ‘Hobby horse’ and fellow participants and have all commit to listen, but be ‘moo-ved on’ by their discuss new information, fellow participants if they went on too long. Feedback areas of concern, new forms identified that the ability to “be heard” was one of opportunities the most valued components of the event Ideas ‘tabled’ (drawn onto Enabling expression of thinking to not be limited by tablecloths and their words on a page but by creativity of expression and an content outlined by the ability to have fun while exploring ideas. groups in presentations to Feedback from participants, especially those who came the assembly) from outside MK, showed that the presentation of these ‘tabled ideas’ revealed a level of passion for MK and its culture previously not known. This has had a great positive effect on key funding partners and agencies and on Jude Kelly and the ERA team in promoting MK as one of the most passionately vibrant emerging cultures in England Listing of international This enables the Culture Team to compile a database connections and networks of who has connections where so that future activities participants at the seeking international connections can be facilitated by November event identified the broader cultural network prior to attendance and that were displayed on maps of the world and the EU on the day Comment Flipcharts at both This enabled participants to list key concerns and ideas events as the day progressed , giving broader feedback

‘From the Floor’ questions Participants could ask questions from those tasked with to the panel leadership at regional, political and local level Written details of partners This started our partners in culture to start to organise delivery against pledges – their own activities under the same headings as those from the January feedback identified under the four theme areas of the Cultural review Strategy and enabled broader input to the Action Plan delivery table that identifies lead. Funding, strategic and delivery partners for each theme area Direct contact with the Due to the increased knowledge of the existence of the Cultural Team team, contact has been made by a diverse range of organisations, businesses and individuals to discuss ideas and projects

Milton Keynes Cultural Strategy Page 42 of 45 Review 2006 – drafted by Paquita Lamacraft Cultural Strategy Manager

Response to the question: This gave feedback on aspirations for the direct In 2012, when visitors from relevance of focus required of the review all over the world come for the Olympics, I will proudly say that the 2006 review of Creating MK: Culture enabled: ….. Review of relevant delivery This contributed to understanding of the range of plans and discussion with success from the Strategy to date and provided context their responsible groups for the review Website forum activities This has given web-savvy contributors to culture a and contributions feedback method with which they are comfortable and has resulted in a wider ‘connecting up’ of disparate activities, individuals and groups enabling them to collaborate Small discussion groups These demonstrated a willingness to be open to and developed in response to share new information. When people wished to particular interest in exchange with the team information that others would exchanging contacts, ideas wish to hear first hand and discuss, these discussion and explaining groups were arranged and invitation to attend offered opportunities for through feedback emails to participants in prior events collaboration on projects and website posting – giving a wider opportunity to participate in the information exchange

2. Opportunities for Future Feedback Once the Strategy is Agreed

2.1 Due to the successfully participative consultation throughout the review and subsequent feedback, there will be two contributory events per year during the future life of Creating MK: Culture. At these forums there will be a focus on including groups previously under-represented. Participants will : • contribute new projects and ideas, • collaborate on solutions to delivery problems, • identify opportunities for new partnerships and collaborations, and • review progress against the delivery plan for the Cultural Strategy.

2.2 Key Strategic Partners and Lead Partners for action points will coordinate monitoring and facilitation of delivery. Those who commit to Lead Partner status will convene quarterly meetings with their Strategic Partners to undertake a progress review .

2.3 The twice yearly forums will give a chance to report on progress and identify opportunities for collaboration and facilitation across theme areas, brokering new relationships as required.

Milton Keynes Cultural Strategy Page 43 of 45 Review 2006 – drafted by Paquita Lamacraft Cultural Strategy Manager Appendix (ii) Participation to date

Table 7 Architecture MK Milton Keynes Theatre & Gallery Company Arts and Business Milton Keynes Partnership Arts Council England South East Milton Keynes Museum (ACESE) artworks-mk Milton Keynes Heritage Association Arts Marketing Hampshire MK TV Business Link Parish representatives Central Milton Keynes Partnership Oxbridge Metro Developers Consortium Community workers Private sector contributors to culture Cranfield University Regeneration teams Cowper and Newton Museum School arts and sports representatives Culture SE Screen East Destination MK SE Economic Development Agency (SEEDA) Economic Development SE Museums, Libraries and Archives (SEMLAC) Environmental Services Sport England Event Management companies The Ambassador Theatre Group Interaction The Ethnic Minority Media Awards Invest MK thecentre:mk & Midsummer Place shopping centres Library representatives The Cultural Alliance Living Archive The Open University Madcap The Parks Trust MK Arts Association The Pitz Milton Keynes Arts for Health The Sports and Recreation Alliance Milton Keynes Community The Stables Foundation Milton Keynes Council of Voluntary Transport representatives Organisations Milton Keynes Economy and YMCA Learning Partnership Milton Keynes Festival of the Arts Youth workers Milton Keynes Gallery - MK-G Plus individual representatives of sports, heritage, performing arts, fine arts, film and media, events, leisure and play, businesses and entrepreneurs from within MK and external to it.

Milton Keynes Cultural Strategy Page 44 of 45 Review 2006 – drafted by Paquita Lamacraft Cultural Strategy Manager Appendix (iii) - CREATIVITY INDEX ETHNIC DIVERSITY SEXUAL DIVERSITY PATENT APPLICATIONS TOP 40 CITIES POPULATION 1 Manchester London Brighton and Hove Manchester London 7,172,091 2 Leicester Leicester Manchester Bristol Birmingham 977,087 3 London Birmingham London Aberdeen Leeds 715,402 4 Nottingham Manchester Edinburgh Nottingham Glasgow 577,869 5 Bristol Wolverhampton Bristol Leicester Sheffield 513,234 6 Brighton and Hove Bradford Leicester Coventry Bradford 467,665 7 Birmingham Coventry Nottingham Cardiff Newcastle/Gatesd 450,687 8 Coventry West Bromwich Glasgow Brighton and Hove Edinburgh 448,624 9 Cardiff Nottingham Derby London Liverpool 439,473 10 Edinburgh Oldham Southampton Milton Keynes Manchester 392,819 11 Leeds Derby Cardiff Sheffield Bristol 380,615 12 Glasgow Walsall Liverpool Edinburgh Cardiff 321,372 13 Milton Keynes Rochdale Leeds Birmingham Wakefield 315,172 14 Sheffield Milton Keynes Newcastle/Gateshead Belfast Wirral 312,293 15 Aberdeen Bolton Birmingham Leeds Dudley 305,155 16 Wolverhampton Brighton and Hove Plymouth West Bromwich Wigan 301,415 17 Liverpool Bristol Belfast Stockport Coventry 300,848 18 Bradford Cardiff Hull Hull Doncaster 286,866 19 Derby Southampton Sheffield Glasgow Stockport 284,528 20 West Bromwich Leeds Aberdeen Stoke-on-Trent West Bromwich 282,904 21 Newcastle/Gateshead Sheffield Stoke-on-Trent Liverpool Sunderland 280,807 22 Oldham Edinburgh Coventry Bolton Leicester 279,921 23 Southampton Glasgow Wakefield Newcastle/Gateshead Belfast 277,389 24 Bolton Liverpool Bradford Wigan Nottingham 266,988 25 Hull Dudley Salford Wolverhampton Bolton 261,037 26 Belfast Salford Wolverhampton Doncaster Walsall 253,499 27 Stoke-on-Trent Stockport Milton Keynes Oldham Rotherham 248,175 28 Stockport Newcastle/Gateshead Rochdale Bradford Brighton & Hove 247,817 29 Rochdale Aberdeen Oldham Walsall Hull 243,589 30 Walsall Stoke-on-Trent Stockport Plymouth Plymouth 240,720 31 Plymouth Rotherham Bolton Salford Stoke-on-Trent 240,636 32 Salford Hull Barnsley Rotherham Wolverhampton 236,582 33 Doncaster Wirral Wirral Wirral Derby 221,708 34 Wakefield Doncaster Doncaster Barnsley Barnsley 218,063 35 Wigan Plymouth Sunderland Rochdale Southampton 217,445 36 Wirral Wakefield Wigan Sunderland Oldham 217,273 37 Rotherham Sunderland Walsall Wakefield Salford 216,103 38 Dudley Wigan Rotherham Southampton Aberdeen 212,125 39 Barnsley Barnsley Dudley Dudley Milton Keynes 207,057 40 Sunderland Belfast West Bromwich Derby Rochdale 205,357

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