Public Document Pack

Cabinet

Wednesday, 14 July 2021 at 3.00 pm, Council Chamber, Town Hall,

Membership

Chair: Councillor Miles Parkinson OBE (in the Chair)

Councillors Paul Cox, Loraine Cox, Munsif Dad BEM JP and Joyce Plummer

S U P P L E M E N T A L A G E N D A

PART B: PORTFOLIO ITEMS

Deputy Leader of the Council (Councillor Paul Cox)

8. Temporary Rent Concession for the Indoor Market Hall Traders (Pages 65 - 68)

Report attached.

Portfolio Holder for Regeneration and Wellbeing (Councillor Loraine Cox)

9. Additional Christmas Lighting Displays (Pages 69 - 74)

Report attached.

Portfolio Holder for Education, Leisure and Arts (Councillor Munsif Dad BEM JP)

10. Arts Strategy (Pages 75 - 94)

Report attached.

Telephone Enquiries: Democratic Services, (01254) 380116/380109/380184 Email: [email protected] Published on Thursday, 8 July 2021 Page 63 of 2

Page 64 of 2

Agenda Item 8.

REPORT TO: Cabinet

DATE: 14 July 2021

PORTFOLIO: Cllr Paul Cox - Deputy Leader - Environmental Services

REPORT AUTHOR: Steve Riley – Executive Director (Environment)

TITLE OF REPORT: Temporary Rent Concession for the Indoor Market Hall Traders

EXEMPT REPORT Options Not applicable (Local Government Act 1972, Schedule 12A) KEY DECISION: No If yes, date of publication:

1. Purpose of Report

1.1 To consider offering a further rent concession for the indoor Market Hall traders due to the unpresented pressures involved around the Coronavirus pandemic.

2. Recommendations

2.1 That Cabinet approves the 22.5% rent concession for the indoor Market Hall traders set out in paragraph 3.4 and subject to the conditions in paragraph 3.5 of this report, with effect from 1 July 2021 and until 31 December 2021.

2.2 That Cabinet notes the rent concession will reduce income levels for the financial year 2020/21 and it is unlikely any efficiency or other savings will offset this.

3. Reasons for Recommendations and Background

3.1 Trading is not back to normal in Accrington Town Centre, even as restrictions on Covid- 19 are being considered/lifted. This is probably due to the relatively high incidence rates in the Borough, meaning many residents continue to exercise caution when shopping in the town centre.

3.2 In February 2018, Cabinet approved a 50% concession on rent and service charges for 2 months. In August 2018, Cabinet approved a permanent reduction in rents of 13.4%, and in November 2019 approved a 30% rent concession for a period of three years commencing 1 January 2020.

3.3 In August 2020, Cabinet approved a 22.5% rent concession for the period 1 April 2020 to 31 March 2021 to support the traders during the initial Covid lockdown. This was on

Page 65

top of the agreed 30% three year rent concession already approved, in effect giving a 52.5% concession on rents for indoor market hall traders.

3.4 To alleviate cash flow problems for the indoor market hall traders and help them get back on their feet, it is proposed to reinstate the 22.5% concession in rents for the six month period 1 July to 31 December 2021. This concession will not apply to any new traders within the indoor Market Hall during their 3 month period of support / welcoming rent incentives. The proposed concession will also not apply to tenants within any of the Balcony units.

3.5 The concession offered to the market hall traders will be on the condition that they continue to make all monthly rent or other payments via Direct Debit, (DD) and adhere to the Council’s Market Regulations, which will include remaining trading during the agreed Market Hall opening hours. Where a current trader is in rent arrears, no concession will be applied to the arrears and if applicable, any credits will be used to reduce the outstanding debt. Where a trader is up to date, any credits will be returned in full. Any tenant not agreeing to these conditions will remain on the existing sq. ft. rental charge.

4. Alternative Options considered and Reasons for Rejection

4.1 The Council could leave the rents at the current level. However, a motion proposed at the Council meeting in June has support for the rent concession set out within this report.

5. Consultations

5.1 The Leader of the Council and Portfolio Holder for the Markets.

6. Implications

Financial implications (including The cost of the rent concession (Circa any future financial £12,000) based on current trader numbers and commitments for the Council) is to be met from the Council’s reserves.

Legal and human rights Traders are signed up to formal leases and a implications simple letter can be sent, making reference to the lease and detailing the rent concession proposed within this report.

Assessment of risk As previously set out, the Council cannot support every business within the indoor Market Hall and there may be some businesses that are no longer viable no matter what level of rent the Council charged.

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The risk from the decision is that the concession fails to make any difference to the financial performance of the Market Hall. If the reduction in rental income continues to grow, this will add further pressures to the Council’s financial budget and if not addressed over the coming years, it may reach the point where the Council might have to consider the long term viability of the Market Hall. Equality and diversity None from this report implications A Customer First Analysis should be completed in relation to policy decisions and should be attached as an appendix to the report.

7. Local Government (Access to Information) Act 1985: List of Background Papers

7.1 Cabinet Report of the 14th of February 2018: - Market Hall Rents and Charges Review https://democracy.hyndburnbc.gov.uk/ieListDocuments.aspx?CId=133&MId=2192&Ver=4

Cabinet report 29 August 2018: Accrington Market – Review of Charges https://democracy.hyndburnbc.gov.uk/ieListDocuments.aspx?CId=133&MId=2368&Ver=4

Cabinet Report of the 13th November 2019 – Accrington Markets – Review of Rents and Charges https://democracy.hyndburnbc.gov.uk/ieListDocuments.aspx?CId=133&MId=2465&Ver=4

Cabinet Report of the 21 October 2020 – Temporary Rent Concession for the Indoor Market Hall Traders due to Coronavirus https://democracy.hyndburnbc.gov.uk/ieListDocuments.aspx?CId=133&MId=2573&Ver=4

Page 67 This page is intentionally left blank Agenda Item 9.

REPORT TO: Cabinet

DATE: 14th July 2021

PORTFOLIO: Cllr Loraine Cox - Housing and Regeneration

REPORT AUTHOR: Katie Laxton

TITLE OF REPORT: Additional Christmas Lighting Displays

EXEMPT REPORT No Not applicable (Local Government Act 1972, Schedule 12A)

KEY DECISION: No If yes, date of publication:

1. Purpose of Report

1.1 To update Members of the Cabinet on the suggested enhanced offering of Christmas lights on street lighting columns within the Borough.

2. Recommendations

2.1 That Cabinet approve the enhanced Christmas light offering for street 50 lighting columns for 2021 at a cost of £39,000 and approve an increase in the Christmas Decorations revenue budget from 2022 as per item 3.6 within this report.

3. Reasons for Recommendations and Background

3.1 At the request of the Leader in 2020, 110 new Christmas Lights were purchased to replace the existing street lighting column features across the Borough for the 2020 switch within the townships of Great Harwood, Oswaldtwistle, and Accrington. The Leader has now requested additional Christmas Lights in order to enhance the new displays across the whole Borough.

3.2 It is therefore proposed to purchase an additional 50 new lights, as this will provide the greatest impact to the remaining townships of Altham, Clayton, Rishton and Huncoat, all of which currently do not have any street lighting column displays. This will ensure these remaining townships feel more included.

Page 1 of 3 Page 69 3.3 The new 50 LED lights, manufactured by the same local lighting company as those installed in 2020, i.e. multi coloured, globe rope lights, will provide a consistent and co- ordinated approach across the Borough, making erection and maintenance far simpler.

3.4 As well as being lightweight, waterproof and durable, the lights use LED bulbs which is in line with the Council’s carbon reduction commitment and also ensures the electrical running costs are kept as low as possible.

3.5 The lightweight nature of using rope lights, rather than an animated display, means that structural testing of the street columns should not be necessary, but this is ultimately at the discretion of County Council (LCC).

3.6 Whilst there is the initial Capital cost of purchasing the rope lights and LCC’s costs for providing a new electrical supply at the top of all the 50 street lighting columns, there will be a need to increase the Christmas Decorations contract budget for the erection and dismantle of the lights from 2022 onwards. The additional cost to the contract will be £148.84 per unit with a 5% increase for each year after, as this is part of the contract that LCC were awarded in 2020 to erect and remove the Council’s Christmas decorations / trees.

3.7 LCC have informed the Council they have a ‘window’ of availability in July to undertake this work but after which they are not able to guarantee the necessary works would be completed in time for the switch on.

4. Alternative Options considered and Reasons for Rejection

4.1 Not adding to the display in 2021. This would leave numerous townships without any street lighting column Christmas lights.

4.2 Adding supplementary lights in the townships which had new displays installed in 2020 (Great Harwood, Oswaldtwistle, Baxenden, Accrington) is deemed not necessary, as those areas have already been enhanced by new LED lights.

5. Consultations

5.1 Leader of the Council & Cllr Cox

6. Implications

Financial implications (including £39,000 will be requested as an underspend any future financial commitments bid to support the purchase of 50 new for the Council) Christmas rope lights, including all associated electrical alterations & testing required at the top of the street lighting

Page 2 of 3 Page 70 columns, plus erection & removal of these displays in 2021.

An increase in the Christmas Lighting revenue budget of £7,442 will be required from 2022, then +5% increase each year thereafter, as per the contract with LCC.

As all the original Christmas lights are now LED’s, there is sufficient funding in the budget to cover the additional electricity cost for an additional 50 lights. Legal and human rights N/A implications

Assessment of risk Not approving the additional lights could mean LCC not having sufficient time to undertake all the necessary electrical works on the street lighting columns in time for the 2021 switch on. Equality and diversity implications Attached A Customer First Analysis should be completed in relation to policy decisions and should be attached as an appendix to the report.

7. Local Government (Access to Information) Act 1985: List of Background Papers

7.1 Cabinet Report dated 22nd September 2020 https://democracy.hyndburnbc.gov.uk/ieListDocuments.aspx?CId=133&MId=2573&Ver =4

If the report is public, insert the following paragraph. If the report is exempt, contact Member Services for advice.

8. Freedom of Information

8.1 The report does not contain exempt information under the Local Government Act 1972, Schedule 12A and all information can be disclosed under the Freedom of Information Act 2000.

Page 3 of 3 Page 71 This page is intentionally left blank UNCLASSIFIED

Customer First Analysis 1. Purpose What are you trying to achieve with the policy / service / function? Providing street lighting column Christmas lights to areas of the Borough that current do not have any, will benefit communities by making our townships centres more attractive and hopefully increase footfall, therefore supporting the local economy, which benefits all residents and businesses.

Who defines and manages it? Hyndburn Council

Who do you intend to benefit from it and how? The additional lights will predominantly benefit the residents and businesses within Altham, Clayton, Rishton and Huncoat but will be visible to everyone traveling through these areas.

What could prevent people from getting the most out of the policy / service / function? Not having the lights across all of the townships within the Borough

How will you get your customers involved in the analysis and how will you tell people about it? The lights are part of the Council’s annual ‘Christmas Lights Switch-on / Display’ promoted and led in many townships by local Councillors and community groups.

2. Evidence The lights, whilst new to the Townships of Altham, Clayton, Rishton and Huncoat, they are simply an extension to the wider Christmas Lights display across the Borough that are erected each year.

3. Impact Are some people benefiting more – or less - than others? No, the lights are visible to all. However, there could be a suggestion the lights are only available for celebrating a Christian festival as they are only erected for the months of December / January.

If so, why might this be? The proposed lights can be appreciated by all residents and is in line with the Council’s objectives to support the health and wellbeing of residents across the Borough.

4. Actions

If the evidence suggests that the policy / service / function benefits a particular group – or disadvantages another - is there a justifiable reason for this and if so, what is it? Like all other Council’s across the Country, Hyndburn Borough Council has provided Christmas Lights / Tree displays for many years and whilst the additional lights are only erected during December & January, work on upgrading the Clock Tower lighting in Great Harwood last year now allows this to be illuminated in recognition / to celebrate over 30 different occasions throughout the year. All residents and businesses will benefit from the areas looking more attractive and increasing footfall into our township centres.

Name: Steve Riley - Executive Director (Environment)

Service Area: Environmental Services Dated: 06/07/2021

If applicable, please attach copy of – or website link to - the cabinet report for reference. Don’t forget to return your written record to HR.

1 of 1 Page 73 This page is intentionally left blank Agenda Item 10.

REPORT TO: Cabinet

DATE: 14 July 2021

PORTFOLIO: Munsif Dad - Education, Leisure and Arts

REPORT AUTHOR: Steve Riley – Executive Director (Environment)

TITLE OF REPORT: Hyndburn Arts Strategy.

EXEMPT REPORT Options Not applicable (Local Government Act 1972, Schedule 12A)

KEY DECISION: No If yes, date of publication:

1. Purpose of Report

1.1 To obtain Cabinet approval for the development of a Hyndburn Arts Strategy.

2. Recommendations

2.1 That Cabinet approves the proposal from Hyndburn Arts Limited to develop a 10 year Hyndburn Arts Strategy at the cost of £5,000 and that this is met from the Economic Development fund already set aside by the Council.

3. Reasons for Recommendations and Background

3.1 The Council has not had a formal Arts Strategy for over 15 years, which whilst not a legal requirement, the lack of such a long term strategic plan may be a disadvantage when trying to attract external grant funding, which for example could be used to support the Council’s levelling Up Funding bid, which is due to be submitted in the Autumn

3.2 Hyndburn Arts Ltd has approached the Council offering to develop a long term Arts Strategy for the Borough (see attached introduction letter, quotation and proposal brief).

3.3 Hyndburn Arts Ltd, have recognised the limited timescales of developing the strategy in time for the Council’s Levelling Up Fund bid and have indicated that a draft version will be available within four weeks of a signed agreement.

3.4 The Chief Executive of the Leisure Trust is aware of the proposal by Hyndburn Arts Ltd and made contact with their Creative Director to discuss how other local Arts & Culture partners/stakeholders may be able to support the proposed work and will also be making contact with the Arts Council to enquire if they can offer any support/financial assistance to develop the strategy.

Page 75 4. Alternative Options considered and Reasons for Rejection

4.1 The Council is not required to have an Arts Strategy but not having could restrict the Council when considering external funding opportunities such as the Government’s levelling Up Fund.

5. Consultations

5.1 Leader of the Council and Portfolio Holder.

6. Implications

Financial implications (including The report proposes productions costs for the any future financial commitments Strategy through Hyndburn Arts Ltd is £5,000 for the Council) and will be met from £150k Economic Recovery Budget set aside by the Council.

Legal and human rights A standard contractual agreement would be implications required between the Council and Hyndburn Arts Limited.

There are no human rights implications for this report.

Assessment of risk N/A for this report

Equality and diversity implications N/A for this report A Customer First Analysis should be completed in relation to policy decisions and should be attached as an appendix to the report.

7. Local Government (Access to Information) Act 1985: List of Background Papers

7.1 Copies of documents included in this list must be open to inspection and, in the case of reports to Cabinet, must be published on the website.

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Quotation 9th June 2021

Miles/David Thank you for meeting with me last week. Following the discussion I have given considerable thought to the suggestions that you made. I believe that public art should feature heavily in the Levelling Up Fund application. To have a strong public art proposal, I believe it is essential to first demonstrate the need for it via a comprehensive Arts Strategy.

I propose that this is developed immediately to feed into the Levelling Up fund bid. This strategy will need to have buy-in from community leaders, artists and Hyndburn Borough Council Councillors, Cabinet and Officers

I propose writing the Arts Strategy outlined in the enclosed proposal. This proposal contains methodology and scope of the strategy. It will also ‘naturally’ lead to a desire for public arts as part of the Levelling Up Fund bid and it will also include a proposal for the delivery phase of any Arts programme in Hyndburn moving forward.

I am aware that speed is of the essence so will guarantee that the first draft will be available within four weeks of agreement. This is to ensure that it is ready for inclusion in the Levelling Up Fund bid.

I look forward to talking to you about this again.

Regards

Gayle Knight Creative Director Hyndburn Arts Ltd

cc. Miles Parkinson, David Welsby

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Quotation 9th June 2021

1. Setting up and managing an Arts Steering Group through the consultation and strategy writing stages, up to and including submission of proposals for the Levelling Up Fund. 2. Writing an Arts Strategy for Hyndburn Borough Council for inclusion in the Levelling Up Fund and for use for any other funding bids within the next five years. Delivery within one month of agreement. 3. Writing a costed proposal for Hyndburn Borough Council for an Arts Delivery plan lasting five years. Delivery within one month of agreement.

Total cost to Hyndburn Borough Council £5,000 + VAT. Terms, payable immediately on handover of the Arts Strategy and Arts Delivery Plan.

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This page is intentionally left blank ARTCOMMUNITYPLACES A strategy proposal for development of the Arts in Hyndburn

Gayle Knight - Hyndburn Arts Ltd

Page 81 CONTENTS

Introduction and Long-Term Vision

Strategic Priorities

Define the Sense of Place

Increase Opportunities

Celebrate

Delivery Plan

Page 82 Identity

Commissioning People Sense of place Arts Heritage development

Cultural Community Infrastructure

Volunteering Learning

• LEA Opportunity •

Active Arts • Audiences Education • Business • Sector

• Cultural Tourism • Engage • Advocacy and and Profile Promote •

• Celebration

• Regional Events • networks

• Sharing Success •

•

RNING

Page 83 INTRODUCTION AND LONG TERM VISION

Arts in Hyndburn, and indeed nationally, to become a cultural destination and a has not been seen as a priority over recent beacon for the Arts in the North West. years. However, prudent financial management at Hyndburn Borough This proposal outlines how this can be Council has enabled reserves to be built achieved in partnership with key within the Council and with the Levelling organisations and agencies. Partners in Up fund there is clearly opportunity to the arts, voluntary, public and private allow the arts to contribute to the sectors are essential to the delivery of an transformational aspirations of the area. ambitious strategy.

This is an opportunity to develop artists in This proposal defines how HAL should communities, arts venues and contribute to the strategic redevelopment commissioned public art as developments of Hyndburn’s major townships over the take place. next ten years through the Arts. It defines networks and pathways for consultation Hyndburn Arts Ltd (HAL) manages a major and lays out terms of engagement with cultural venue within the borough, the the community. Civic Arts Centre and Theatre, so is well placed to develop a strategy for the Arts This proposal and subsequent strategy will and this document outlines the promote and further support the wealth of methodology that HAL would use. practising artists and arts organisations across the Borough that represent many different art forms including dance, visual arts, music, contemporary art, drama, poetry, design, craft, festival, carnival arts, digital media and sculpture.

This would form the basis of a ten year strategy for the arts in Hyndburn which aims to strengthen and diversify to align with growth and ambition and to support the council in securing investment. With bold ideas and strong leadership an ambitious strategy can enable Hyndburn

Page 84 STRATEGIC PRIORITIES

The completed strategy will be divided into three key areas; Sense of Place, Opportunity and Celebration.

Section 1 – Sense of Place and how we define the area, its heritage and existing art provisions. It will look how people from Hyndburn area connect with the Arts both locally and further afield.

Section 2 – Opportunity looking forward. This section will look at aspirations and ambitions for the area and will offer proposals for how the Arts can contribute to regeneration.

Section 3 – Celebration will look beyond the strategy and propose how we ensure the public are engaged and involved throughout the process and beyond.

This proposal defines the methodology that HAL would use to deliver a completed strategy.

Page 85 DEFINE THE SENSE OF PLACE

The first task in developing the strategy would be to pull together a steering group made up of the following people/organisations.

Representatives from ,

Civic Arts Centre and Theatre (Chair)

Hyndburn Leisure Hyndburn Borough Council (cross party Councillor representatives x 2) Hyndburn Borough Council (officers x 2) Community Artists and Arts Organisations (x 4) Business representatives (x 2) Schools and Education (x2) Environmental organisations/Prospects (x2)

The structure of the steering group should also be constructed in such a way that it represents the diversity of the borough. There should be proportional representation from different ethnicities and age/sex of the population should be considered so that the group is representative. Initially the steering group’s role in developing the strategy would be to define its scope, sharing their knowledge and experience of working and living in the area. This would be done via two workshop group sessions led by HAL which would feed into the writing of the strategy. Following completion of the strategy the steering group would participate in the funding bid for the Levelling Up fund and would also explore other funding opportunities on behalf of the Arts in the area. They would rebuild the relationship of Arts Development with Arts Council England, National Lottery and Heritage Lottery amongst other funders. Following a successful bid to the Levelling Up Fund they would then form the basis of a development group which would follow the strategy through to delivery. Sitting every two months their roles at this point would be both advisory and auditory to ensure that proper balances and checks were put into place throughout the development and delivery periods.

People

HAL would conduct a survey of people engaged in the Arts in Hyndburn. This survey would consider demographics/ages/cultures. It would look at how people engage with the arts and also what they interpret the ‘Arts’ to mean. It would look at how different sectors of the community engage with the arts both locally and further afield.

We would use data gathered from a number of sources to determine arts engagement within the area, including but exclusive to the following -

• Audience figures from Civic Arts Centre and Theatre, Haworth Art Gallery and , Mercer Hall • Arts Council England reports • Lancashire County Council demographics • Community surveys on social media and questionnaires in public places i.e. town centres.

Page 86 Identity

Speaking to stakeholders and the steering group HAL would determine the identity of the area and the people. We would look at the different identities of each township and how that individuality can link into a coherent strategy.

We would conduct town centre surveys in all of the townships talking with the people of the borough to define the identity/identities of each area. We would also question people on their link to Accrington as the primary township.

Heritage/Places

Accrington is known for the Accrington Pals and Accrington Stanley football team. It is also known for the Tiffany Glass at the Haworth Art Gallery.

But there are many more heritage aspects that can be explored in regards to the Arts Strategy. HAL would undertake a review of all heritage aspects including famous musicians, performers, politicians, all heritage buildings/sites including the coke ovens and canal and significant historical events in the area. We would look at all the different townships to see what they had to offer in terms of heritage. An audit of all heritage opportunities would be completed as part of the strategy.

This section of the strategy would also review the borough’s relationship with public art and any need for temporary and permanent public art.

Cultural Infrastructure

One of the key cultural venues, Accrington Town Hall, in Hyndburn is in the heart of Accrington. Others lie in outlying townships; the Civic Arts Centre and Theatre in Oswaldtwistle, Mercer Hall in Great Harwood, Haworth Art Gallery in Baxenden amongst others. We would document the activities they have to offer and investigate ideas of culture trails linking these venues together with trails (both actual and virtual) to encourage cultural tourism. Whilst it is undoubtedly essential that the Levelling Up Fund bid focusses on Accrington, it is also essential to ensure that the other 7 townships are represented, both in the steering group and in the delivery stages and have ‘buy in’ to support the bid.

Cultural trails could link to the centre in many ways, public art (temporary and permanent installations), walking trails and virtual trails.

There are a surprising number of professional drama and dance companies based in the area, teaching performance skills primarily to young people but also touring around the country. We would include all of them and investigate ways that they can be supported and developed. Similarly there are many amateur drama groups, event based groups (i.e. Carnivals etc) and art classes. These too will be documented and ways of incorporating them into the strategy will be investigated.

To support the creative economy, we will investigate ways of supporting small businesses that are involved in both commercial and community arts. The strategy will make proposals regarding promotion and collaborative working.

Arts Development

It is many years since Hyndburn had an Arts Development Officer and the completed strategy will define where arts development might sit within the borough.

Page 87 Commissioning

Within the strategy will be a coherent plan for commissioning of art in the borough. There will be budgets for delivering public art as part of the funding and for a community programme which engages people with the art. The strategy will explore new mediums for art to ensure that it is a robust strategy for the 21st century.

If Levelling Up funding is achieved the steering group will reconvene meet regularly, throughout any delivery phases and will be a part of the commissioning process to ensure there is buy in with any proposed pieces.

The steering group will develop the artist briefs to ensure there was a coherent message being delivered around the borough and that any public art had support.

INCREASE OPPORTUNITIES

Community

A successful Arts programme needs successful community engagement, in particular when the public purse is involved in public art. The strategy will propose ways of working with and engaging the community. Alongside the development of any public art will be the need to work with small groups and local people to encourage advocacy. The most successful public art programme in East Lancashire over recent years was the Panopticon project, this had the sister project of LAND running alongside it that engaged with the local community and created celebratory activity and events that supported the public art. Without the sister project it may not have succeeded.

Learning

Arts can bring about learning opportunities about the environment, climate change, pollution amongst other key local priorities. The Arts Strategy, with support from the steering group and Hyndburn Borough Council will identify ways that the Arts can feed into other key strategies.

Arts Education

Young people are often the most engaged with the arts at all levels. The Arts Strategy will identify routes to working with young people through schools.

Active Audiences

Audiences that are shared between venues/activities. We have to work collectively across the borough. The strategy will define how the organisations would work through the delivery stages and would define how links and trails are developed to encourage movement of arts audiences.

Business Sector

Business buy in is essential. Many town councils include a 1% for Art in the 106 monies. The steering group would continue to work with HBC to put forward proposals.

Volunteering

Creating regular opportunities and training by using Arts as a method of upskilling volunteers would be identified.

Page 88 CELEBRATE

Events

Key to a successful programme is engaging with the community. Events can be on many different scales from the very small to large scale public events. These are ways of celebrating any work that is delivered. Events can send positive messages to the public and can show how public spaces can be used effectively.

Delivering temporary arts experiences as well as celebrating permanent public art create a coherent and positive message to the population. An events strategy can support regeneration in its own right by identifying ways in which events can create interest in an area. It can be a means of bringing footfall to townships and supporting the regeneration agenda.

Cultural Tourism

Bold public art can bring cultural tourism into an area. There are many examples where public art has become shorthand for an area. One of the strongest locally is the Singing Ringing Tree which is now a by-word for Burnley. Others include the Angel of the North and Another Place, both by Anthony Gormley and both shorthand for the towns in which they reside. An image of any of these sculptures immediately tells you which area of the country you are talking about.

But it has to be bold and ambitious as failed public art can also define the area. This is why the steering group, strategy and subsequent delivery has got to be managed by an organisation with both knowledge of the area and the creative ambition to build world leading public art.

The pandemic has also shown us that we need to develop new ways of working. An Arts Strategy must also include the value of virtual and online experiences. These experiences can draw in cultural tourism from around the world.

Regional Networks

Working across Pennine Lancashire, HAL is already part of a number of Arts consortiums that are also identifying ways of bringing funds into the area. The Arts Strategy will identify these and encourage involvement and support in all arts development programmes including such initiatives as the Festival of Britain activities scheduled for 2022.

Engage and Promote

At various stages through the writing of the strategy and through the development of the Arts programme there will be opportunities to engage directly with the public. Each opportunity will be used as a promotional tool to encourage further public support and enthusiasm for an Arts Strategy.

Advocacy and Profile

All stakeholders need to be on board and by that I also mean employees of the council and other local stakeholders from the community and business worlds. This is why it is essential to select members of the steering group who have the same bold ambition and the same desire to encourage a strong programme for the Arts. Community leaders are essential to develop the programme but also to ensure there is buy in from all sectors.

Page 89 Sharing Success

It is one thing to do things but in this day and age we need the media onside. The Arts Strategy will draw on knowledge and experience and identify opportunities for promoting the arts, not only within the borough but nationally.

A media strategy would be incorporated within the Arts Strategy.

Page 90 DELIVERY PLAN

The strategy will include a comprehensive delivery plan focusing on the priorities outlined in this document and investigated throughout the writing process.

It would identify key stakeholders, outcomes and specific project outputs. Working with the steering group it would define projects and outputs as short, medium or long term ambitions.

SENSE OF PLACE

Programme Stakeholders Outcomes Projects/Outputs Short Medium Long People Identity Heritage Cultural Infrastructure Arts Development Commissioning

INCREASE OPPORTUNITY

Programme Stakeholders Outcomes Projects/Outputs Short Medium Long Community Learning Arts Education Active Audiences Business Sector Volunteering

Page 91 CELEBRATION

Programme Stakeholders Outcomes Projects/Outputs Short Medium Long Events Cultural Tourism Regional Networks Engage & Promote Advocacy & Profile Sharing success

Page 92 FINALLY

Also included in the delivery of the strategy would be a fully costed delivery plan based on identified projects and targets.

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