CULTURALSTRATEGY 2009-2014
CONTENTS Cultural Strategy 2009-2014 | n CONTENTS WEST SUSSEX IS STILL VERY MUCH DEFINED BY IT’S “UNDERLYING GEOLOGY AND LANDSCAPE...” EXECUTIVE SUMMARY Cultural Strategy 2009-2014 | 1 EXECUTIVE SUMMARY
West Sussex is distinct and unique in its history, landscape, buildings, towns, villages and its people. West Sussex is rich in heritage, culture, places of natural beauty, and tourist attractions. The county boasts stately homes and castles, theatres, the South Downs, racecourses, art galleries, music and arts festivals, glorious gardens and world-renowned motor sport events. Its coast offers leisure opportunities with marinas, quaint harbours, traditional piers and busy ports. Over half the county is protected countryside offering some of the finest walking and cycling country in Britain, while designer shops, stylish restaurants, organic cafes, idyllic country pubs and trendy bars can all be found in West Sussex.
The purpose of this Cultural Strategy landscape, countryside recreation, sectors, such as tourism and creative is to help us make the most of the parks, open spaces; children’s play, industries. wealth of cultural assets that exist in festivals and informal leisure pursuits. Why is culture important to West Sussex. The strategy will give Culture is changing, with an increased West Sussex? all the organisations with an interest emphasis on the links between in culture a framework and common education, culture and skills; an As well as defining the unique direction - a unifying set of priorities increased emphasis on sustainability; character of West Sussex, culture and objectives which will allow the and the impact of digital technologies has an important part to play in individual efforts of many to add up in the creation and distribution of achieving our goals for the quality to something which is more than just talent and cultural activity. of life, sustainable communities, social cohesion, protection of the a sum of the parts. The cultural sector is an important environment and economic success. What do we mean by culture? employer and generator of business in its own right in West Sussex, with a West Sussex is changing. There Culture is defined widely and turnover of over £200m and 10,000 is a higher proportion of older includes the performing and visual people working in the sector. The people and reductions in the level arts; media, fashion, video and film; sector also has a strong secondary of young people in the population, museums, archives, libraries and impact of over £262m and is critical with continuing concerns about literature; sports events, facilities in turn to the success of other social cohesion and the retention and development; the built heritage, of young people and young families. 2 | Cultural Strategy 2009-2014 EXECUTIVE SUMMARY
There will be a new National Park What do we hope to achieve? If we succeed, in 2014 we will have and increasing concerns about the By publishing a Cultural Strategy the achieved the following: environment, and significant plans for aim is to: n A stronger cultural sector with new housing. • Set strategic priorities more people getting involved and The economy of West Sussex is which generates more jobs and • Set an agenda for further under pressure due to the current wealth development and to show our downturn in the economy and the aspirations for culture n A convincing creative industries difficulties in attracting business sector which has achieved critical • Make sense of how culture relates to the county, and retaining the mass and which is starting to to other strategies and to position businesses which are already here. reverse the spiral of outward culture within the wider context Culture has a vital role to play in commuting, loss of young people of what is happening in the county, supporting a thriving creative sector and which is increasingly able to regionally and nationally with increasing numbers of jobs, in attract inward investment attracting businesses, and in retaining • Bring a wide range of organisations n A healthy visitor economy more young people who will become into closer alignment: supporting jobs, businesses and the skilled workforce of the future. » With each other cultural facilities and resources, but Culture will remain important in » With other strategies and which is also growing sustainably supporting the quality of life for West priorities, such as health or the n A resident population which is Sussex residents, and may also play a visitor economy participating in sport and culture role in maintaining skills, confidence • Further strengthen partnership and more often, which is healthier, and self-worth among those who collaboration which increasingly feels that they have been made unemployed, as well • Show the benefits of investment in can find cultural opportunities as supporting the development of culture relevant to them locally and creative businesses. • Identify how culture will make a within the county, and where the Culture and Sport have an important difference communities in which they live part to play in creating and sustaining are becoming well balanced and • Celebrate culture for itself vibrant communities. Taking part in sustainable. the local drama production, playing A twin track approach in developing cricket for the village team, walking the Cultural Strategy for West Sussex on the South Downs, a visit to a has been adopted: gallery or finding your ancestors in • to ensure culture is at the heart of the parish records – these all make efforts to achieve wider economic life richer and add meaning to places and social goals and lives. • to ensure culture is developed and celebrated in itself. EXECUTIVE SUMMARY Cultural Strategy 2009-2014 | 3
How will we achieve our Priority 1: How will the strategy be goals? Access and participation – to delivered? Five priorities have been identified increase participation in and access Delivery of the priorities will be together with two cross cutting for all to cultural activities through a wide range of organisations themes, each with a number of Priority 2: reflecting them in individual service associated objectives. Learning and skills – to increase and business plans and through a opportunities for and access to combination of mainstream services, creative learning partnership and leadership. Priority 3: Those who lead or who are Built and natural environment – responsible for the partnership to contribute to a high quality structures in West Sussex should environment by promoting social, bring the priorities into their agendas economic and cultural regeneration and programmes for partnerships, Priority 4: and should be active in promoting Creative and cultural sector – to and supporting links between contribute to the development of individual organisations and between the infrastructure and capacity of the sectors. creative and cultural sector This strategy has been developed This is an Caption for use in this document. © This text is for any photographer credit. Priority 5: through extensive consultation with Advocacy and partnership – to interested parties and has been demonstrate the benefits and value considered and approved by the of cultural activities and to make the Public Service Board for West Sussex, necessary links between people and the body with ultimate responsibility organisations for the strategy. It is a contributing strategy to the Sustainable Communities Strategy. Cross-Cutting Theme 1: Young people and culture Cross Cutting Theme 2: Older people and culture
This is an Caption for use in this document. © This text is for any photographer credit. TAKING PART IN THE LOCAL DRAMA PRODUCTION, PLAYING CRICKET FOR THE VILLAGE TEAMS, “WALKING ON THE SOUTH DOWNS... ALL MAKE LIFE RICHER ” SETTING THE SCENE Cultural Strategy 2009-2014 | 5 THIS IS THE CULTURAL STRATEGY FOR WEST SUSSEX FOR 2009 TO 2014 It is not the strategy of any one organisation but is for all who have a role in the cultural and creative life of the county.
It sets out the contribution Who is it for? culture makes and the The championing of culture and aspirations for culture of the development and maintenance partners from across the county. of a thriving cultural sector is the It demonstrates the importance responsibility of many across the of a thriving cultural sector to public, private and voluntary sectors. the health and prosperity of The cultural strategy gives all West Sussex. Five priorities for interested parties a framework and culture are proposed, with a common direction - a unifying set number of supporting objectives. of priorities and objectives which will allow the individual efforts of many to add up to more than a of its parts. This strategy is therefore for all those This is an Caption for use in this document. who have an interest in culture - © This text is for any photographer credit. officers and elected Members of There are three sections: the County, Borough and District • Setting the scene – the story and Councils, Regional Development character of culture in West Sussex, Agencies, cultural organisations in what the sector looks like the private, public and voluntary • The purpose of the strategy - the sector, volunteers, schools and young strategic context and changing people, health bodies, community West Sussex organisations and those involved • Priorities for culture - and cross This is an Caption for use in this document. in supporting the economy and © This text is for any photographer credit. protecting the environment. cutting themes 6 | Cultural Strategy 2009-2014 SETTING THE SCENE one|SETTING THE SCENE What does the cultural sector in West Sussex look like?
Culture and sport play an important education in Worthing, Chichester and A definition of culture part in creating and sustaining vibrant Bognor Regis. Plans for investment The definition of culture used for communities. Taking part in the local along the coast and in Crawley this strategy is maintained from drama production, playing cricket for could bring greater creative education the previous period: the village team, walking on the South benefits and the cultural facilities that Downs, a visit to a local museum or The culture of place, people come with them. and community – the buildings, finding your ancestors in the parish landscape, food language, beliefs records – these all make life richer Five schools in the county now have and traditions that bind and and add meaning to places and lives. specialist Arts College status, and define us, and which together four are designated Sports Colleges. When we talk about culture, we mean characterise the “cultures” that Participation in sport, both inside visual and performing arts, museums, make up West Sussex and out of the formal school day, galleries, archives, libraries, sport and The sector includes the is increasing and initiatives such as leisure activities, the built and natural performing and visual arts; the Crawley Sportslink Programme environments, public spaces and places media, fashion, video and film; offers schools high quality and museums, archives, libraries of heritage, tourism, media, fashion, expert coaching. Many schools have and literature; sports events, film, television and broadcasting. This Arts Mark status and the roll-out facilities and development; important mix means culture has across West Sussex of Creative the built heritage, landscape, much to offer as we face challenges to countryside recreation, parks, Partnerships that builds relationships quality of life, to the economy and to open spaces; children’s play, between creative practitioners, such the environment. festivals and informal leisure as architects, engineers and artists pursuits The cultural sector is an important and schools, will further strengthen part of the economy in West Sussex, opportunities for creative education, with an annual turnover of over £200 including Creative Diplomas for million per annum and employing 14 – 19 year olds. As part of their more than 10,000 people. The extended role, 81% of schools in West creative industries are growing, with Sussex currently provide community arts and media providing increasing access to ICT, sports and art. opportunities in further and higher SETTING THE SCENE Cultural Strategy 2009-2014 | 7
These beneficial links between creative Gardens, including Wakehurst Place, education, professional practice and (part of the Royal Botanic Gardens FACT FILE: regeneration are further supported Kew) with the Millennium Seed Bank, The Cultural sector in by the South Coast Design Forum, and Nymans (National Trust) with West Sussex which exists to provide support, raise its a collection of plants, are a strong awareness and create networking feature for tourism, which is calculated • The sector has an annual channels for the South Coast as an to have generated of over £1,611 turnover of over £200 million area rich in designers, architects and million in 2007, and so plays a key role • The secondary impact of the creative people of all kind. in the economy. An estimated 32,500 sector is at least £262 million per year people are employed in tourism. Specialist arts education is Nearly 3.5 million overnight trips • Over 10,000 people are provided at West Dean College, an employed in the sector were made to West Sussex by visitors, internationally renowned centre, around 338,000 from outside the UK, • There are over 2,000 which has a particular reputation organisations and businesses with a further 17.3 million day trips. for its conservation and tapestry active in the cultural economy courses. The college is set in an Area While the role of tourism in the • There are nearly 10,000 of Outstanding Natural Beauty, within economy is important, residents also volunteers working in the arts a 6,000-acre estate, and the beautiful enjoy West Sussex’s varied visitor and cultural activity West Dean Gardens, which are open attractions. Over 3 million visits • Around 114,000 people are to the public. were recorded at visitor attractions employed in the creative in 2006, from the open spaces of industries West Sussex is still very much defined West Wittering, to the increasingly • West Sussex arts and heritage by its underlying geology and landscape, popular heritage sites, such as the tiny attractions accounted for 4.9 which has determined the pattern of Petworth Cottage Museum. million visits in 2005/06 market towns and small settlements that still make up the county. The The 26 museums in West Sussex Source: Culture and the Economy of characteristic South Downs (now include the largest in-situ collection West Sussex; West Sussex Arts designated as a National Park) meet of Roman mosaics in Britain at Partnership – June 2007 the Weald areas to the north and the Fishbourne Roman Palace, owned coastal plain in the south. This free by the Sussex Archaeological Society. access to nature is one of the most The Weald and Downland Open Air important factors that West Sussex Museum holds collections of buildings residents value. They are well served and artefacts of national importance with over 24 listed parks and gardens with over 45 historic houses and within the county, considerable Areas agricultural buildings, and fulfils an of Outstanding Beauty and over 2,500 important training role in building miles of footpaths. and preservation techniques. It alone 8 | Cultural Strategy 2009-2014 SETTING THE SCENE
CASE STUDY culture, theatres, festivals and the hotel and restaurant sector to Gardens of Sussex and share information and best practice Normandy in visitor management and new A European funded project linking techniques in marketing. Sussex to Normandy for Tourism Activities included the creation South East and Sussex Tourism of a new tri-lingual website, Partnership in partnership with www.culturesussex.com, promotion Normandy Tourism. In order of West Sussex at key garden shows to support the visitor economy, including the Chelsea Flower Show it sought to raise the profile of in London, other major shows the county as a leading and very in the UK and Northern France, attractive cultural destination. 35,000 print run of a bi-lingual This project celebrated the historic Cultural Sussex brochure and visits and contemporary culture of by key partners from Northern Normandy and Sussex and the France to gardens in West Sussex. richness and variety of the two The project attracted national regions. New business relationships newspaper coverage and an award were created between gardens, at the Chelsea Flower Show. historic houses, contemporary SETTING THE SCENE Cultural Strategy 2009-2014 | 9 attracted over 105,000 visitors in Taking part in cultural and active are highly specialised, the Film Festival 2007. The more recent past is brought leisure helps keep mind and body well. in Chichester, the music festival at to life at Tangmere Military Aviation Residential homes and day centres Petworth, the Irish and Celtic festival Museum, which served as one of provide arts and crafts activities, and the Mela in Crawley for instance, Britain’s fighter bases during World and D4Three, a creative dance others are broader in scope. These War II. The district and borough programme for older people, has led festivals help to bring communities councils also manage or provide to the creation of an Arts and Health together and encourage a broader essential support for museums Network with the Primary Care Trust understanding of each other’s cultures. in recognition of their valuable There are high levels of satisfaction The county’s geography also contribution. with culture and sporting facilities – underpins three distinct economic The heritage of West Sussex is very for example the leisure centre at K2 areas, which also exhibit different rich, with over 7,000 listed buildings in Crawley has an approval rating of cultural characteristics. The Gatwick ranging from Chichester Cathedral 83%. Even in those districts where Diamond to the north around to picturesque cottages, alongside satisfaction levels are the lowest in Crawley and Gatwick airport is linked some 250 conservation areas and the county at below 70%, they are via the M23 corridor to Brighton great estates, including Goodwood. still well above the lowest averages and the coast. It provides a gateway The county is also home to several for the South East. However, many to the county, to the region and important ancient sites, such as cultural and sports facilities are in internationally. It has growing high Boxgrove – the site of the earliest need of investment to make them fit tech industries and a more culturally known skeletal remains of man in for the 21st Century and, as such, face diverse population than other parts Britain – while over 10,000 people a difficult future within public sector of the county. These are celebrated visited the County Record Office in budget constraints. in the oral history project Road to 2006/07. Crawley, which tells the stories of the Community and village halls are also different communities which have Over 10,000 volunteers work in the central to the quality of life, many come to create modern day Crawley. arts and heritage sectors, and sports sustained and supported through provide volunteering opportunities the input of county, district, borough Coastal West Sussex is both an area for some 6% of the population, where and parish councils. Again, volunteers of disadvantage and opportunity. The their contribution is vital. Participation are essential to these local activities, role of culture in driving regeneration rates in active leisure are generally as they are to the more than 20 along the coast has been recognised in high, with Chichester, Mid Sussex and festivals that take place across the the 2008 research of “Culture and the Horsham districts all in the top quartile county each year. Some of these, Coastal Strip” showing how culture with some 25% of the population such as Chichester Festivities, are can be at the heart of sustainable taking part in 30 minutes of activities at long established, whilst others, such as development with an emphasis on least three times each week. Shipley, are more recent. While some creativity in educational settings. The 10 | Cultural Strategy 2009-2014 SETTING THE SCENE needs of the Coastal West Sussex was published in 2003 and told when people and organisations have have also been recognised by English the story of West Sussex and the the opportunity to engage, share Heritage’s Sea Change programme contribution that culture makes to the ideas, spark increased creativity and in regenerating Worthing and life and economy of the county. It set combine resources. Littlehampton seafronts. out a framework to increase targeted, Excellence and wonder localised and participatory activity. Then there are the rural areas, where When asked, people thought the While the contribution to other there is a mixed picture of culture and strategy had achieved the following: - priorities, such as the economy, is where a community development accepted, there are also excellent approach to culture has had success. Mutual understanding of “culture” examples of cultural activities Some communities have thriving Sometimes misunderstood a narrow recognised for their own sake. Some hubs, where the local community range of “arts” activities, there is now have built on strong foundations, such can get involved in a wide range of a much stronger understanding of the as Chichester Festival Theatre, with activities. There are also countywide wider definition of culture. This has others emerging more recently, such initiatives such as Roots Around the led to increased collaboration along as Steyning Festival. World that takes high quality activity with greater understanding of the to smaller communities. However, Resources to hold it together strategic position of culture and its there are communities where people interconnections. Partnership, collaboration, live, but commute out for work and communication and promotion cultural activity, and instances of rural Interconnectivity and visibility create economy of scale, but all isolation, poor cultural facilities and The sense of interconnectivity has take time and energy. Artists, groups, opportunities and of loneliness. grown stronger and it is now accepted organisations, need to be found and Overall the people of West Sussex that culture must be positioned at the brought into partnerships and linked appreciate opportunities available to heart of wider policy and decision- to other sectors, such as health. In a them. Results from the Active People making at all levels. The visibility of the sector which is highly fragmented, the Survey show levels of participation sector has substantially grown. role of county, borough and district above the national average for sport councils has been welcomed, while Greatly strengthened and physical activity, using libraries, the resources made available by the partnerships visiting galleries and engaging in the County Council have provided the arts (http://www.sportengland.org/ All those involved in culture are glue to help hold things together. working better together. There research/active_people_survey) However, despite these achievements, is increased communication and there is a consensus that this is only a The story of the cultural strategy more shared aims. This applies to start – more still needs to be achieved and what it has achieved the statutory sector, such as local and the agenda must move forwards “People, Place and Community – authorities, but also to private and rather than settling for the status quo. A Cultural Strategy for West Sussex” voluntary groups. This can only happen SETTING THE SCENE Cultural Strategy 2009-2014 | 11
CASE STUDY The resulting research sessions • RTC now acting as an advisor for soon exceeded expectations for other oral history projects in West Road to Crawley the number and enthusiasm of the Sussex Road to Crawley aims to enable participants. The focus of the project then moved members of different migrant to Crawley’s BME communities. communities in Crawley to explore, Stage 1 Outcomes RTC is now closely allied to Crawley record and celebrate their heritage • 8 research sessions with an average Black History Foundation for this and provide a unique insight into of 20 participants each time area of work.In October 2009 work the character of the town today. • 2 DVDs, “Road To Crawley- the with the Diego Garcian and Chagos It is a town-wide project working Early Years” & “Crawley At War” Islanders was launched with along in partnership with the Library • A large scale exhibition with over with individual interviews with other Local Studies Archives and Crawley 1,000 visitors at the Hawth and on members of our African & Caribbean Museum. RTC is funded by Heritage permanent display between the communities. By showing examples of Lottery, West Sussex Arts Partnership Museum and the Library since May the work done on stage 1, we have and Crawley Borough Council. 2009 been able to build a good level of trust The first stage of focussed on the • 14 hours of video interviews in those approached so far. original residents of the villages that • 16 hours of audio interviews The next element, Stage 3, will be the were forged together to make the • Over 100 personal photographs exploration of Crawley’s South Asian new town of Crawley. This provided copied for the archives Communities. a historical baseline for the project. • Good local press & radio coverage 12 | Cultural Strategy 2009-2014 SETTING THE SCENE
Challenges to be met by the new • The economic downturn – strategy resources will be even tighter, and The cultural strategy for West Sussex expenditure on cultural activity for the next five years will face three by both the public sector and types of challenge: consumers may decline. But there may be opportunities as well, a • The challenge of making the strategy switch to domestic rather than itself useful, in contributing to the foreign holidays and families looking development of the sector and for interests closer to home, from the county and which is helpful to the attractiveness of the UK in the organisations at local level, including light of 2012 and the expected district and borough councils growth of creative industries. • The challenges posed by changes to the county and by wider regional During the consultations for this and national changes refresh a number of themes have emerged: • The strategy needs to accommodate • The strategy needs to be linked a mix of issues and priorities from firmly to actions, while recognising a very broad sector. The danger is that it cannot possibly be a synthesis that this makes it un-focused, it must of all the business plans of the many concentrate on the main priorities organisations in the sector This leads to a number of principles for • The sector is gathering strength the next five years, which are set out and should feel able to address in the following section. It also leads issues more strongly and with more to a twin track approach where we cohesion between partners firmly support and develop the cultural • While the contribution of culture sector as necessary to a successful to wider strategies is important, West Sussex economy, a cared for we must not lose sight of the environment and achievement of the importance of culture in itself – the Sustainable Community goals, while spark of wonder and inspiration also developing and encouraging the must not be lost and quality and sector and improving quality as a excellence must be pursued worthwhile end in itself. WHILE THE CONTRIBUTION OF CULTURE TO WIDER STRATEGIES IS IMPORTANT, WE SHOULD NOT LOSE SIGHT “OF THE IMPORTANCE OF CULTURE IN ITSELF ” 14 | Cultural Strategy 2009-2014 THE PURPOSE OF THE CULTURAL STRATEGY two|THE PURPOSE OF THE CULTURAL STRATEGY AND THE STRATEGIC CONTEXT Purpose In short, the purpose of the cultural and regional documents which need to The purpose of the cultural strategy strategy is to help us make the most be considered and which are listed in is to: of the wealth of cultural assets that Annex 1. exist in West Sussex. • Reflect what we do in West Sussex There is also the desire to position and set strategic priorities for culture Context and strategic fit culture at the heart of wider goals for West Sussex, the most important of • Set an agenda for further The definition of culture is broad, which are set out in the Sustainable development and to show our and each of its component parts has Communities Strategy (as outlined aspirations for culture specific priorities. Additionally, in the below). • Make sense of how culture relates past five years there has been an to other strategies and to position increasing emphasis on culture and its This is a complex picture - Figure 1 culture within the wider context importance in many different contexts. below shows how it all fits together. of what is happening in the county, As such, there are a number of national regionally and nationally • Show what needs to happen in the STRATEGIC CONTEXT sector to keep it healthy, vibrant and National Strategies People, relevant Regional Strategies, including Place and the Regional Economic Strategy Community Subnational Review (SNR) HOW ARE • Enshrine principles which will keep us WS Sustainable Community Strategy 2009 - 2014 WE DOING ? true to the value of culture in itself District Council Strategies Framework Strategic indicators Economic Development Strategy Priorities LAA Targets Visitor Economy Strategy Aspiration Participation • Help align priorities across Sports Strategy Inspiration Place Survey organisations and strengthen Local Heritage Strategies Collaboration Local Development Framework Partnership collaboration Planning and Spatial Strategies Environmental Concerns • Act as a framework for organisations to develop their own action plans, User Views Sector Views ACTIONS Active Places Partnerships Individual services plans priorities and bids for resources survey Cultural Individual business plans Consultations Organisations Other strategies • Show why investment in culture is Views of Priority Artists Projects, activities Groups Businesses Sector development important and worth doing THE PURPOSE OF THE CULTURAL STRATEGY Cultural Strategy 2009-2014 | 15
National level At national level there are several key publications which are listed in Annex 1. There is much to welcome in these documents particularly the strengthened interest in culture and recognition of the contribution it makes to successful communities. The key themes in the national strategies which we need to recognise are: - Culture and sport have a unique role to play in the achievement of wider economic, environmental and - There should be a continuing drive Regional level social aims for quality and excellence at all In the South East region, culture has - A successful creative economy levels of cultural activity likewise received greater attention, – which is vital to the health of - Embracing the impact and not just for its contribution to the the economy – is dependent on opportunity posed by new digital economy and the visitor economy a successful cultural sector. The media but also for the role it plays in economy as a whole is increasingly creating cohesive communities. The - Organisations, artists and facilities driven by creativity which needs an strength of the cultural sector in the need to collaborate more strongly active and diverse cultural sector region is highlighted in the Regional in order to increase activity, reach – the cultural “ecology” or mix of Economic Strategy, which recognises and engagement amateur, voluntary and professional the need to ensure it thrives as a cultural activities - The importance of cultural and necessary foundation for the creative - Successful, vibrant and inclusive sporting activity to young people at and knowledge sectors; in its role of communities are characterised a time when there is much focus on attracting and retaining businesses by cultural activity at all levels – the problems of young people and in the region; for supporting skills from grassroots to centres of the quality of life they enjoy development and creating a creative international renown - Improving the evidence and data on and dynamic workforce. - Culture and creativity in education the impact of cultural activity at all levels and the engagement of - Improving skills and leadership in the young people is essential cultural sector. 16 | Cultural Strategy 2009-2014 THE PURPOSE OF THE CULTURAL STRATEGY
County level Transport and Physical FACT FILE: Development At county level, the main strategic Regional Economic • Promote the use of art in document is the Sustainable Strategy 2006 to 2016 the public realm to raise Community Strategy 2008-2020, the quality of design in which has four themes: The Regional Economic Strategy infrastructure projects • A better place to live – includes a number of key • Ensure use of existing and actions which support culture. infrastructure and development, developing cultural planning These include: adapting to climate change and frameworks, toolkits pollution, local resources and the Enterprise and guidance in physical coastal and rural areas • Support new and growing developments • Opportunity for all – education businesses in the creative, Employment cultural, leisure, sporting and and skills, economic growth and the • Promote the power of culture visitor economy industries visitor economy to engage hard to reach • Advance the knowledge of learners • Better health for all – preventative the way in which culture can • Champion engagement in strategies, health information and act as an economic catalyst, cultural and sporting activities education, inequalities in health, particularly Growth Areas, that support the acquisition of mental health and the ageing the Coastal Towns and the transferable skills in a range population Diamonds for Investment and of business sectors Growth • Staying and feeling safe – crime, anti- • Promote the role of taking part social behaviour, respect and social Skills in sports and cultural activity inclusion and road safety. • Develop and support initiatives and its positive impact on to engage hard to reach physical and mental health The Cultural Strategy must also learners through the informal • Enhance the employment and contribute to the West Sussex learning environments that productivity dividend from Economic Development Strategy with cultural venues and activities cultural volunteering its themes of: offer Sustainable Prosperity • Regenerating the coastal economy • Raise the quality of the • A new vision for the north east of region’s visitor economy • Develop a planning framework and cultural offer through for cultural provision in new the county workforce development and expanding communities • Improving neighbourhood quality programmes and volunteer • Social inclusion accreditation schemes • Supporting individuals’ needs The West Sussex Local Area Agreement recognises that a THE PURPOSE OF THE CULTURAL STRATEGY Cultural Strategy 2009-2014 | 17 strong cultural sector is a significant - Ensure there are a range of cultural contributor to the county and to and creative industry support improving the quality of life for its services population. Culture is a significant - Develop a wide range of specialist contributor to many of its priorities. and accessible spaces for different West Sussex is well regarded parts of the cultural and creative nationally and regionally in its sector approach to the London 2012 - Encourage strong and specialised Olympic and Paralympic Games, and higher and further education sector has developed a legacy plan which is developments within Coastal West being delivered through the county- Sussex wide initiative “West Sussex - Ahead of - Develop innovative and relevant the Game”. The London 2012 Games opportunities for young people represent a special opportunity to - Develop places and situations for promote participation in cultural people to meet, exchange ideas and activities and sport, and new routes to build relationships engaging more people. - Ensure that cultural venues are Local level open, accessible and welcoming Local strategies are highly relevant, - Make the most of cultural diversity and the district and borough councils in Coastal West Sussex provide essential services, venues for - Encourage creative and enterprising activities and support for communities. cultural interventions There are particular locations where - Encourage a range of night time local bodies share a common interest economy activities. – for example the coastal strip. The research report, “Culture and the Culture has a key role to play in Coastal Strip” (July 2008) examines the achievement of high-level goals. the potential for putting culture at However, it can only do that if we also the heart of sustainable development look after culture for its own sake. If and regeneration across Coastal we lose sight of this then there is a West Sussex. It proposes a cultural risk we lose that which is so valuable masterplan to: and ultimately damage the role that culture plays in other aspects of the - Develop a high profile cultural economy and community. infrastructure 18 | Cultural Strategy 2009-2014 THE PURPOSE OF THE CULTURAL STRATEGY
CASE STUDY West Sussex Ahead of the Game The Ahead of the Game cultural events and activities are developing over the four years towards 2012 - people across the county are being encouraged to get involved in developing, creating to secure a strong legacy post- and experiencing arts and sports 2012. In recognition of its quality like never before! The focus is on and innovation, Blue Touch Paper, ‘inspiring young people’, with a Youth the integrated carnival project, was Arts Festival planned for Autumn awarded the London 2012 Inspire 2009; on ‘extraordinary ability’, mark and is funded by the regional through carnival involving people Accentuate Cultural Olympiad with and without disabilities working programme. together; and on ‘welcoming the In July 2009, 25 events took place world’, to include a travelling festival across the county on Open Olympic Handover Day in August with a strong international flavour. Weekend, the national celebration 2008 kick-started a four-year Ahead To help achieve such a range of counting down to July 2012, with of the Game cultural programme, activities, cultural champions in local galleries, libraries, open spaces, sports to parallel the national Cultural communities will be encouraged and centres and arts activities all taking Olympiad. supported to take a lead helping part. Over a thousand people celebrated Olympic Handover Day at seven BIG PICNICS across the county, with events ranging from circus performances and a tea dance, to global music and film screenings. Each picnic was linked by a `baguette baton` created by local artists, and carried in a 180-mile relay by the Chichester Festival Youth Theatre. THE PURPOSE OF THE CULTURAL STRATEGY Cultural Strategy 2009-2014 | 19
Climate change and places where culture can happen. West Sussex County Council signed The public realm needs to be the Nottingham Declaration in protected and improved where it has February 2006. In doing so ‘WSCC become unattractive. acknowledges the increasing impact Living Places has identified that that climate change will have on our often Planning Frameworks do not community during the 21st century take adequate notice of culture in and commits to tackling the causes planning and spatial priorities. They and effects of a changing climate on have created a toolkit to help develop our county.’ These changes will impact spatial priorities that allow culture on cultural activities and tourism in to thrive, recognising the impact Changing West Sussex the county; and create challenges we that culture can have on sustainable, West Sussex is changing. There will need to respond to. successful and cohesive communities, are significant trends in population, Spatial developments the economy and health. employment and housing with new challenges, such as climate change and Significant new housing is planned – Education the economic downturn. around 48,800 new homes across New higher education facilities are the county between 2006 and 2011 Demography planned in Bognor Regis and in the and this will put further pressure on Gatwick Diamond. This offers new There is downward trend in the transport unless the new communities scope for an enhanced cultural offer, population between the ages of 15 have both jobs and cultural activities but also a new challenge to create and 35 as younger people grow up, located within them. a cultural life that must help retain leave and find it difficult to return. The Proposals for a new South Downs students in the area when they population is growing older – soon National Park have recently been graduate, which is also acceptable 50% will be over 50. There are new agreed which are likely to alter to other residents. Education led communities, with recent arrivals the pattern of visitors and use of regeneration has particular potential from Eastern Europe bringing their the natural environment, as well as in Coastal West Sussex, and linking this own additions to the cultural life of opening up new opportunities for to the ‘Creative Coast’ concept would West Sussex, but also having new cultural activity. These will need to have benefits. The role of further expectations and needs. 56% of be explored in further detail as the education is also important in making people in West Sussex live in villages implementation plans for the Park are the link between young people, and the dispersed rural area, including developed. skills and culture and there will be 10,000 people over the age of 70 significant investment in the schools of and over half of the county’s young Planning for the county needs to the county. people. The population of rural areas reflect the importance of culture. is expected to increase. Spatial plans need to provide spaces 20 | Cultural Strategy 2009-2014 THE PURPOSE OF THE CULTURAL STRATEGY
The Living Places Culture and • develop effective culture and sport planning policies Sport Planning Toolkit will help • develop robust evidence of provision and needs planners bridge gaps between cultural and spatial planning processes, aligning the two so that benefits • deliver successful schemes can be secured from the effective delivery of cultural • make use of existing planning tools and guidance resources. This is important to help present and • learn lessons from around the English regions. future communities thrive and create their own identities. Each section of the toolkit provides “Planning has a key role to play in the creation information and guidance to help planners to: of sustainable communities: communities that will stand the test of time, where people want to • recognise opportunities to integrate culture and live, and which will enable people to meet their sport aspirations and potential”. into spatial planning • recognise community needs from development Living Places is a programme based on the agreement and growth between five of the leading cultural agencies: Arts Council England, the Commission for Architecture and • recognise public and private funding possibilities the Built Environment, English Heritage, Museums, and opportunities Libraries and Archives Council and Sport England • support the development of partnerships
Skills - The knowledge economy – the cultural strategy, and was examined There are four major challenges facing continuous circle of higher level in detail at the Learning Curve West Sussex on skills: skills versus the demand for conference in 2008. them, compounded by increasing Creative economy - Low skills and aspirations – at competition from London and other least 15% of the workforce lacks countries The creative industries are an entry level skills for employment increasingly important part of the - Community cohesion – the need which may mean previous relatively economy of West Sussex. A snapshot to develop a more cohesive high employment rates are not of the creative industries in West society where the local population sustainable Sussex in 2007 showed that 19.7% is motivated to have lifelong of all businesses are involved in the - Higher skills – there are substantial learning and to engage in cultural sector. In the same year just over 8% variations at district level that hold opportunities back economic growth, particularly of the total workforce was employed in the Gatwick Diamond and coastal The link between skills, culture in the creative industries, slightly below areas and economic development has the South East benchmark of just over been clearly identified during the 9%. Details about the makeup of the consultations for this refresh of the sector can be found in Annex 2. THE PURPOSE OF THE CULTURAL STRATEGY Cultural Strategy 2009-2014 | 21
CASE STUDY supports the creative industry sector the opportunity for them to by offering a networking opportunity meet, show their work and share Creative Cafés to creative professionals, and offering their experiences. Everyone brings Creative Cafés is an initiative support for on-going professional something to the Café, and food is developed by West Sussex County development. always included on the menu! Council with Creative Partnerships The Cafés are informal events The ambition for Creative Cafés is Sussex and Surrey and piloted during designed around the interests of to make it a national resource for 2009. It is a response to the new young people taking GCSE, A level schools and colleges, and a regional Creative and Media Diplomas and is or vocational arts courses. Creative programme is in development with aimed at helping schools and colleges professionals from the fields that a range of partners as the next step to make new contacts with creative interest the young people are invited towards this. industry partners to create relevant to the café and a menu of activities work-related learning experiences is planned to make the most of for young people. The project also 22 | Cultural Strategy 2009-2014 THE PURPOSE OF THE CULTURAL STRATEGY
An E3 model of Sustainable Economic Prosperity However, there is a national shortage Economic downturn ECONOMY ENVIRONMENT of people with technical and practical The economic downturn is likely to skills to produce creative product while have a significant impact on West there is a surfeit of performers (Creative Creative Businesses Creative Places Sussex throughout the period of this and Cultural Skills Sector Council). A strategy. Culture will remain as central new National Skills Academy is been and important to many aspects of the established to address this, which has Creative People county and in some respects it will implications for further and higher become more important. Some of education in the county. the potential impacts – positive and EDUCATION The importance of culture to the negative – include: The importance of the creative health of the economy of West Sussex • There will be pressure on public industries to the UK as a whole is is critical and should be reflected in and private sector funding and there widely accepted. economic, skills, education and other is a risk of degradation of cultural key strategies. facilities Nationally, NESTA (the National Endowment for Science Technology Given the importance of the creative • The cultural offer may need to reflect and the Arts) predicts that, by 2013, industries, we should understand the people’s changed circumstances factors that contribute to the growth the creative sector is expected to • There is some suggestion that people and sustainability of the sector. There is employ 1.3 million people, thus and businesses become more creative increasing evidence that links success becoming one of the most important in an economic downturn with a in creative industries to a vibrant industry sectors. NESTA’s analysis also positive impact for the longer term cultural infrastructure – in particular suggests that, between 2009 and 2013, benefit of the creative industries – but the cultural skills and organisations of the UK’s creative industries will grow, this may be outweighed by current the “creative ecology”. A successful on average, by 4%, more than double difficulties cultural sector is thought to be a the rate of the rest of the economy. • There may be changes in the patterns The figures point to the creative necessary pre-condition for a credible creative industries cluster. of cultural facilities with increased industries, and specifically the talent demand for local cultural experiences we have nurtured within it, becoming Local Futures (a research and and use of “free” resources such a key driver in the UK’s recovery from strategy consultancy that provides a as the natural environment. These recession. geographical perspective on social and resources are not free to maintain, environmental change) has developed and there are risks of degradation a model that proposes a three way inter-dependence between creative businesses, creative people and creative places. THE PURPOSE OF THE CULTURAL STRATEGY Cultural Strategy 2009-2014 | 23
Recession Strategies Wider economy and Cultural sector community goals • Make the most of available • Focus on the link between skills, resources by further collaboration education and creative industries and stronger partnerships • Use informal Adult Learning to help • Get more from under-used facilities individuals and communities deal with and respond to change • Increase the participation in volunteering by those who may • Work closely with the visitor temporarily have more time to give economy to promote West Sussex • Use the opportunity to position • Make the most of the planned West Sussex culture strongly in public investments in Building relation to London and Brighton Schools for the Future and higher education in Bognor Regis and • Ensure a strong cultural component Gatwick Diamond in known investments such as Building Schools for the Future and • Use the opportunity to reduce the higher education developments pattern of outward commuting for employment. • There may be an increase in domestic tourism, and there has already been an increase in visitor enquiries from abroad as people seek to take advantage of the exchange rate • The rate of house building will slow, and house prices have fallen. This may give the opportunity for some younger people with families to locate in the county who would otherwise have been priced out. There may be ways in which the cultural sector can be protected and in turn help to support the local economy as it recovers, reflecting the twin track approach. WE HAVE SET HIGH GOALS FOR CULTURE WHICH REFLECT “OUR ASPIRATIONS AND IT’S IMPORTANCE” PRIORITIES FOR CULTURE AND CROSS CUTTING THEMES Cultural Strategy 2009-2014 | 25 three| PRIORITIES FOR CULTURE AND CROSS CUTTING THEMES We want to set priorities for culture in West Sussex which will reflect the twin track approach – making culture central to the achievement of wider goals and the support and development of culture for its own sake. The two are inextricably linked.
We have already set out our belief in - Promoting health, well being, feeling have better for wider audiences; the contribution culture can make: good make better use of facilities and share ideas, energy and resources - At the centre of making West - Creating a strong sense of place more. The economic impact of the Sussex a sustainable community - As an important employer in its sector will be growing – albeit at - Helping the retention of young own right a rate which will be held back by people wider economic circumstances Priorities for culture - Supporting social cohesion We have set high goals for culture • A convincing creative industries - In the development of skills which reflect our aspirations and its sector which has achieved critical importance. If we succeed, by 2014 mass and which is starting to - Helping to attract employers and we will have achieved the following: reverse the spiral of outward creating of jobs commuting, loss of young people • A stronger cultural sector which - Underpinning a strong economy, and which increasingly able to has greater levels of use and with a recognised link between attract inward investment participation and which has the creative ecology and creative enhanced its own economic The link between skills, education, economy position the creative ecology and creative - Centrally to the success of the industries will be well established, Through further enhancing the visitor economy and increasing numbers of relevance and quality of the offer, people with creative talent will - Enhancing the quality of life for all the sector itself will be healthy and start businesses or be able to - Helping to look after the used by increasing numbers of find rewarding employment in environment people. We will interpret what we West Sussex in a sector which is 26 | Cultural Strategy 2009-2014 PRIORITIES FOR CULTURE AND CROSS CUTTING THEMES
big enough to have a reputation Getting to where we want to be Our aspirations outside the county and which There are five priorities for culture to for culture: attracts interest and further business reflect the twin track approach and locations. Culture will be explicitly the challenges set out above: • A key achievement has been used as a component in achieving Access and participation – to to move culture up the agenda regeneration goals. . We need to keep it there –- increase participation in and access for right at the heart of our big • A healthy visitor economy sustaining all to cultural activities goals and ambitions for West jobs, businesses and cultural facilities Learning and skills – to increase Sussex and resources, but which is also opportunities for and access to • Partnership is progressing growing sustainably well but we must do better. creative learning We need to get the links Better and more explicit links will have Built and natural environment and connections right and been created between the cultural – to contribute to a high quality make effective, worthwhile sector and the visitor economy, for the environment by promoting social, partnerships benefit of both. However, growth will economic and cultural regeneration • We should aspire to excellence have been achieved without damaging and quality – but that doesn’t the very things which attract people Creative and cultural sector – to mean making things elitist or to the county. contribute to the development of inaccessible. We should strive the infrastructure and capacity of the to make everything we do the • A resident population which is creative and cultural sector best possible participating in culture and sport Advocacy and partnership – to more often, which is healthier and • We need to keep hold of demonstrate the benefits and value passion, fun and wonder which increasingly finds relevant of cultural activities and to make the cultural opportunities locally. • We must take full advantage necessary links between people and of the London Olympic and Young people will be able to find organisations Paralympic Games – it is a opportunities for sport and culture once in a lifetime opportunity There are also two cross cutting increasing within West Sussex, and themes reflecting the overwhelming comparing favourably with the consensus that the needs and attractions of London and cities on interests of both young people and the south coast. Older people will older people should receive particular be able to participate more easily, attention in the cultural strategy. with consequent impacts on health and well-being. There will be more Further details on the objectives examples of communities with a under these priorities are set out range of local opportunities and below, and suggested performance with increasing community cohesion. indicators are set out in Annex 3. PRIORITIES FOR CULTURE AND CROSS CUTTING THEMES Cultural Strategy 2009-2014 | 27
Priority 1: Priority 2: Priority 3: Access and participation – to Learning and skills – to increase Built and natural environment increase participation in and opportunities for and access to – to contribute to a high quality access for all to cultural activities creative learning environment by promoting 1.1 Making the cultural offer more 2.1 Promoting and supporting social, economic and cultural relevant to a wider range of increased links between cultural regeneration people in the county by better organisations and education at 3.1 Ensuring planning policies, Local interpreting what we have and all levels – schools, FE and HE Development Frameworks (Core introducing new offers where – to position cultural activities Strategies) and spatial plans all necessary and facilities alongside those make adequate allowance for of education and to lifelong cultural activities 1.2 Collaborating to promote more learning and informal training and effectively the full range of the 3.2 Enhancing sustainable education cultural offer in West Sussex, communities and social cohesion, making the most of that which 2.2 Taking every opportunity to use including in new developments, by is of regional, national and cultural activities of every sort to ensuring there is space for culture international significance engage all people in learning and and sport in every community, improving their skills working with health, community 1.3 Ensuring there are sufficient places and other bodies where people can participate in 2.3 Developing cultural and creative cultural and sporting activities businesses 3.3 Encouraging stronger links activity between those involved in culture and those promoting and 1.4 Ensuring there is a spread of supporting the visitor economy activity in all parts of the county – making daily cultural activity 3.4 Using existing cultural facilities feasible for all to create new space for cultural businesses and entrepreneurs/ 1.5 Using the opportunities of the start up businesses London Olympic and Paralympic Games to maximise the interest 3.5 Working with economic in and participation in cultural and development agencies to support sporting activity the creative sector and promote the strength of the creative 1.6 Sharing different cultural heritages workforce, including development to increase understanding and of a cultural mix that will attract cohesive communities and retain essential skilled workers 28 | Cultural Strategy 2009-2014 PRIORITIES FOR CULTURE AND CROSS CUTTING THEMES
Priority 4: Priority 5: Making the Creative and cultural sector – to Advocacy and partnership – best use of our contribute to the development of to demonstrate the benefits the infrastructure and capacity of and value of cultural activities facilities the creative and cultural sector and to make the necessary When considering the 4.1 Supporting skills development in links between people and potential future use of the cultural sector, working closely organisations community buildings, with schools, FE and HE 5.1 Demonstrating strong leadership within and on behalf of the sector 49.6% of management 4.2 Supporting small and medium by being more vocal and visible committees of the cultural organisations and advocates – to policy makers, community buildings businesses and encouraging those funders and the population were interested, and with potential to break out from 39.6% would possibly be small scale and lifestyle businesses 5.2 Refocusing existing cultural interested in exploring partnerships around the new 4.3 Reviewing the use of volunteers and further service or social priorities and considering if new supporting cultural organisations to activities. The needs ones need to be established to overcome some of the barriers to they would most like tackle new issues – e.g. digital using volunteers. Using the interest to see addressed were delivery and broadband identified as:- sparked by the London Olympic and Paralympic Games to increase 5.3 Continuing to strengthen the Activities for the level of volunteering evidence base showing the impact young people 73% of culture on the economy, 4.4 Increasing the opportunities for skills, tourism, health and social Activities for collaborative working between cohesion older people 70.3% cultural organisations and increasing those which are inter- 5.4 Establishing high level governance Source: Sustainable Communities disciplinary and inter-generational arrangements for the cultural Strategy- Where we are now sector to ensure alignment, 4.5 Sharing resources and getting more evidence; September 2008 monitoring and awareness use out of the assets we have 4.6 Supporting the sector to become proficient with new digital techniques of creating and delivering cultural activity and helping them exploit the new opportunities to the full PRIORITIES FOR CULTURE AND CROSS CUTTING THEMES Cultural Strategy 2009-2014 | 29
Cross Cutting Theme 1: Creating a Young people and culture Virtuous Throughout the development of this Circle refresh of the Cultural Strategy the Creative Economy interests and needs of young people Active Retain have been identified as a priority. By communities young people young people we mean those of pre and school age, those still in education Creative Ecology at further or higher level, and also young people in the early part of their careers SUS or as independent adults – an age TAINABLE COMMUNITY range spanning up to 30 or 35. There is evidence that young people leave start a family, they cannot afford to. This - Using culture and sport to engage the county when they complete their leads to imbalance in communities and young people in positive and education, and when they might wish to shortage of skills for employers. exciting activities come back, possibly to settle down and Culture engages young people, it - Culture as a means of re-engaging is often created by them, it gives those young people who are not in FACT FILE: them things to do, and helps with education, tra ining or employment • 23% of the county’s population other issues such as disaffection and - The need to retain younger people is aged 0-19 crime reduction. It’s not just about in the county and the importance • The number of school age the activity itself – it ties them to of skilled young people in the children is expected to drop by the community, to their peers and workforce if we are going to attract 4.4% between 2004 and 2009 to adults. It gives them something and retain businesses • Around 11% of the total labour they want to continue to do as they - The strong draw of London and market is aged 16-24, with get older, as well as offering career Brighton for young people, both of 25-49 years olds making up opportunities. which have a better cultural offer for around 42% that age group • There are 8 wards in the The issues include: - The tendency for young people to county that fall within the - Using culture and sport to inspire use digital media for cultural activity country’s top 10% most young people and to help them and the importance of broadband deprived in education. All are achieve their full potential as well within Adur and Arun. as celebrating their many excellent - The difficulty faced by young people achievements and presenting in buying a house if they want to positive images of young people put down roots in West Sussex – they are priced out of the market 30 | Cultural Strategy 2009-2014 PRIORITIES FOR CULTURE AND CROSS CUTTING THEMES
- The pressure on communities if young people are leaving while the remaining population gets older – this is not a foundation for sustainable communities. The question posed is can culture play a part in reversing a downward spiral? There is strong agreement that while culture cannot address all the issues (e.g. house prices) it certainly has a very important contribution to make in reversing the trend and creating a virtuous circle. This leads to a number of cross cutting objectives for young people: YP1: Making the cultural offer more attractive to young people from Cross Cutting Theme 2: The cross cutting objectives for older school children through to 30 Older people and culture people are: years old Soon over 50% of the population OP1: Ensuring the cultural offer is YP2: Further strengthening and of West Sussex will be over 50. The relevant to older people and the broadening the opportunities for Primary Care Trust report increasing changing elderly population all young people to be regularly concerns with mental health issues and OP2: Increasing the opportunities involved in broad ranging cultural the increased demand generally on for older people to participate, and sporting activity health services. In some communities, including volunteering they are lucky; there are wide-ranging YP3: Involving young people more in opportunities cultural activities, opportunities to decision making about cultural OP3: Planning transport provision volunteer and good transport links. issues where possible to reflect the Many older people do not have these needs of older people who wish advantages and face isolation and to participate in cultural activities loneliness. There are changes to the characteristics of the older population, OP4: Giving older people more with an increasing numbers of elders opportunity to influence the from minority ethnic communities. pattern of cultural provision PRIORITIES FOR CULTURE AND CROSS CUTTING THEMES Cultural Strategy 2009-2014 | 31
CASE STUDY focus for advocacy for the role of dance and creative movement with D4Three older people. D4Three is a dance and creative The project was a good example of movement project for older people collaboration between a wide range in West Sussex, offering opportunities of partners, including West Sussex for participation, training, mentoring County Council and district and and advocacy. It aims to support the borough councils; Voluntary Sector development of healthier lifestyles Liaison Development Officers; PCT and to improve their well-being – Public Health / mental health / through dance. community physiotherapists; WSCC The project includes creative Adult Services (Day Services); movement and dance workshops WSCC Adult and Community in day centres, an Open College Learning; Age Concern; Volunteers; Network accredited training course Dance Practitioners; University of for practitioners in delivering dance Chichester and Chichester Isolation to older people and use of the Action Group. achievements of the project as a 32 | Cultural Strategy 2009-2014 PRIORITIES FOR CULTURE AND CROSS CUTTING THEMES
• The majority of older people have • People over 60 are more likely to FACT FILE: some form of income over and use public transport than those • The percentage of the population above the state pension in their 50s of state pensionable age is now • Half of people aged 75 or over • The largest volunteer group are bigger than the percentage live alone with 10% of older aged between 65 and 75 and 21% under 16 people often feeling lonely. 36% of people aged 75+ in England • Current life expectancy of people often feel out of touch with are participating in formal aged 65 is 82.2 for women and modern life and 9% say they feel volunteering at least once a 78.8 for men cut off from society month • Projections for 2025 for life • Nearly half of older people • 1 in 3 people will die with expectancy for those who reach consider television as their main dementia, with the number age 65 are 88.3 for women and source of company currently on the rise 86.1 for men – a rise of 6.1% and • 12% feel trapped in their own 7.3% respectively home and 5% leave their house • One in four children born today once a week or less can expect to live to 100 years old
Delivery of the priorities Mainstream services The role of the district and borough These priorities are not proposed for Public sector services will integrate councils is pivotal in taking forward the any one organisation. There are designed culture and the priorities into their priorities set out in this document. They to act as a framework for all those who service plans and longer term planning. are involved in the direct delivery of have an interest in either the cultural This should include not just those cultural activity, in venue provision and in sector itself, or the contribution it will directly connected to culture, sport enabling work with communities. These make to wider goals. It is intended and the arts, but also any body are the foundations on which much that these organisations will reflect the connected with economic development, of the other activity proposed in this cultural strategy priorities in developing regeneration, business support, planning, strategy will rest. their own business or service plans. health, education, young people, the environment and all the other interests There are three ways in which it is that are reflected in this strategy. envisaged this will take place: PRIORITIES FOR CULTURE AND CROSS CUTTING THEMES Cultural Strategy 2009-2014 | 33
Connectivity and collaboration Partnership and Governance Strategic oversight and direction The cultural and creative sectors are Those who lead or who are responsible This strategy has been developed dependent on inter-connection. The for the partnership structures in West through extensive consultation with infrastructure of connectivity – physical, Sussex should bring the priorities into interested parties and has been organisational, human – is a necessary their agendas and programmes for considered and approved by the Public pre-condition for delivery of the partnerships, and should be active Service Board for West Sussex. It is a priorities. Formal partnerships are one in promoting and supporting links contributing strategy to the Sustainable method. Digital infrastructure is another, between individual organisations and Communities Strategy. as are skills and expertise, information, between sectors. The establishment of the Culture and knowledge and awareness. This While developing this refresh of the Sport Board will provide the means infrastructure needs to be supported Cultural Strategy, the question of for PSB to be the body with ultimate and maintained. governance was highlighted. It has now responsibility for the strategy. Ongoing been agreed that a Culture and Sport oversight of progress will however be Board will be set under the umbrella delegated to the Culture and Sport of the Economic, Skills and Enterprise Board, through the Economic, Skills Board. This will provide a direct route and Enterprise Board. The Culture to the Public Service Board for West and Sports Board will be made up of Sussex (PSB), and a formal voice for representatives from across the cultural, culture and sport at that high level. leisure and sport sectors, the district, The Culture and Sport Board will be borough and county councils, as well as the Executive of the existing Culture those from, for instance, the spatial areas, and Sport Alliance, the broadly based economy, education and skills and the stakeholder group for the sector, which regional cultural agencies. will continue to provide a networking, This is an Caption for use in this document. consultative and knowledge exchange © This text is for any photographer credit. function for the wider sector. THE LINK BETWEEN SKILLS, CULTURE AND ECONOMIC “DEVELOPMENT HAS BEEN CLEARLY IDENTIFIED” APPENDICES Cultural Strategy 2009-2014 | 35 APPENDICES
Annex 1: REFERENCES Level Document Title National “Archives for the 21st Century – proposed new archives policy (MLA) National Digital Britain - DCMS National Our Creative Talent - DCMS National Hodge Review implementation - DCMS National A Passion for Excellence: An Improvement Strategy for Culture and Sport – LGA with DCMS and others National Great Art for Everyone – Arts Council England Business Plan 2008 - 2011 National Taking Part (Arts Council) National Creative Britain – New Talents for the Economy (DCMS 2008) National Staying Ahead: The Economic Performance of the UK’s Creative Industries - DCMS Regional Evaluation of Creative Partnerships (NFER 2007) Regional Great Art for Everyone 2008-2011: Arts Council England Regional National Audit Office participation figures and Active People Regional Regional Economic Strategy West Sussex Arts and Heritage review (evidence only) West Sussex Cultural sector data – economic impact study – overview doc West Sussex West Sussex Economic Development Strategy West Sussex Heritage Strategy West Sussex Local Area Agreement West Sussex Landscape Strategy West Sussex Local Futures West Sussex Place Survey West Sussex Sustainable Community Strategy West Sussex West Sussex Cultural Services Regional Commentary West Sussex Ahead of the Game – Olympic Legacy Plan 2009-2014 Local Culture and the Coastal Strip 36 | Cultural Strategy 2009-2014 APPENDICES
Annex 2: CREATIVE INDUSTRIES DATA
Figure 1 Figure 2 % of Total Creative Industries in West Sussex (2007) % of Total Employment Workforce in Creative Industries in West Sussex (2007)
1% 1%
2% 2% Advertising Advertising 18% 15% Architecture Architecture 19% 17% Arts & Antiques Arts & Antiques
3% Designer Fashion Designer Fashion Video and Film Video and Film 8% 18% Music & Visual Arts 10% Music & Visual Arts Publishing Publishing 23% 4% Software & Electronics Software & Electronics 5% Radio & TV Radio & TV 3% 31% 20%
Figure 3 % of Workforce Employed in Creative Occupations
4%
25% Designer & Fashion Video & Film Music & Visual Arts 38% 4% Publishing Software Radio & TV 13%
16%
Information supplied by Local Futures. APPENDICES Cultural Strategy 2009-2014 | 37
Annex 3: PERFORMANCE INDICATORS Suggested high level performance indicators for each priority are:
1 Access and participation – to increase participation in National Indicator NI08, 09, 10 and 11: (Engagement in active and access for all to cultural activities leisure, libraries, galleries and museums and arts)
2 Learning and skills – to increase opportunities for and Based on a mix of number of businesses in the creative access to creative learning industries, employment in the creative sector and the number of people in creative occupations (Local Futures)
3 Built and natural environment – to contribute to a Tourism indicators; high quality environment by promoting social, economic Based on a mix of number of businesses in the creative and cultural regeneration industries, employment in the creative sector and the number of people in creative occupations (Local Futures)
4 Creative and cultural sector – to contribute to the Based on a mix of number of businesses in the creative development of the infrastructure and capacity of the industries, employment in the creative sector and the number creative and cultural sector of people in creative occupations (Local Futures)
5 Advocacy and partnership – to demonstrate the Prominence and frequency given to culture in wider policies benefits and value of cultural activities and to make the and priorities necessary links between people and organisations
Cross cutting 1: Young people Participation as measured by Active People (over 16s); NI110 Positive Activities for Young People Retention as measured by population trend demographics
Cross cutting 2: Older people Participation as measured by Active People Health indicators AHEAD OF THE GAME - “A FOUR YEAR PROGRAMME TO MAKE THE MOST OF 2012 ”
CULTURAL
Produced By/Designed by/Printed by information and partnership logos (to be supplied)