People, culture, place The role of culture in placemaking

Case studies Cover photo: A new mural at One NK featuring members of the community

Credit: North Kesteven District Council Contents

Forewords 3

Culture and placemaking 5

Councils and placemaking 6

Case study themes and summary 7

Success factors 9

Case studies 10

Barnsley 10 12 Cambridge 14 Leeds 16 Margate 18 North Kesteven 20 Oxford 22 Staffordshire 24 Stoke-on-Trent 26 Suffolk 28

The role of culture in placemaking 2 Forewords

“It is good people who make Against a backdrop of reduced funding, this is not easy and requires locally developed good places.” approaches, rather than a centrally led – Anna Sewell, Black Beauty initiative. The landmark Culture White Paper 2016 puts councils at the heart of leading I am delighted to introduce this joint local action, but the truth is that many of us publication with cCLOA on how councils are are already on that journey. using culture to create a sense of shared identity and purpose in their areas, and to This publication contains 10 case studies tackle their big issues of the day. where officer and political leadership has combined to develop innovative practice Our councils are founded in our communities, by using cultural activities to bring about and our communities are founded on their positive changes to their places. Whether heritage, traditions and industries. At times, that is economic renewal in Margate, tackling this connection with our cultural and historic homelessness in Oxford or revitalising civic past may have faltered, but more and more pride in Blackpool and Barnsley, these we are realising the need to retain these examples reveal how each community can links as we develop new economies, new draw on its cultural and historic strengths relationships with our surroundings, and as to tackle modern issues. our communities evolve. The principles in these case studies can The world around us is changing, and be applied anywhere, and I hope they will councils are central to helping our inspire you to explore new possibilities with communities adapt and move forward to be your own communities. even stronger, healthier and more diverse. We are shifting away from our former Councillor Ian Stephens role as providers of cultural services and Chairman, LGA Culture, thinking more fundamentally about how our Tourism and Sport Board communities operate, interact and develop. In short, we are placemaking.

3 The role of culture in placemaking In a recent radio interview, the chef Rick Stein individual artist to the largest employers and talked about the beguiling nature of places the public at large. Drawing on the collective off the beaten track and meeting the people knowledge of their own staff and that of who live there. He said: “When anyone loves a their partners, councils can oversee this place that they are from, it makes you look at vision, planning and delivery. They can create it differently.” the conditions for innovation by providing leadership, direction and a platform for new Great placemaking makes people feel a voices and ideas. They can influence almost renewed love, passion and pride for their every aspect of how a place works, making ‘place’. It draws on the combined assets of sure that projects happen and partnerships heritage, people, buildings and landscape bear fruit. to create places for people to fall in love with. Culture holds up a mirror to our tired As different places jostle in an increasingly streets, squares, buildings and civic spaces competitive marketplace for new investment, and asks us to look again at what makes them visitor spend and prospective employers, special. It gives people the opportunity to councils are becoming ever more imaginative connect their individual stories with collective in how they make local areas that people want narratives, helping to make their place feel to live in, work in, do business in and visit. like home. Culture provides people with ways to explore, celebrate and create shared Polly Hamilton Vice-chair, the Chief Cultural & Leisure experiences. It brings depth and meaning to Officers Association c( CLOA) people’s experience of a place, highlighting the extraordinary in the ordinary.

Councils are uniquely placed to facilitate and drive placemaking activity. They can bring a broad range of different partners together, from the smallest community group or an

The role of culture in placemaking 4 Culture and placemaking

In recent years, there has been a ‘Placemaking’ in the context of this report growing recognition of the importance relates to the role of arts, culture and heritage of cultural activity in the lives of people, in helping to shape the places where we communities and places. There is now live. Every community has its own cultural a clear acknowledgement of the social identity – a shared history, infrastructure and and economic value of the cultural sector, traditions. As the white paper said: “What alongside the intrinsic value of cultural activity is local and unique has a special value and as an enriching experience. The Culture should be supported and encouraged.” White Paper1, published by the Department Cultural identity is strongly tied in with a for Culture, Media and Sport (DCMS) in 2016, person’s sense of engagement, belonging, acknowledged the role played by cultural understanding and appreciation of their activity in an individual’s physical and mental ‘place’. Placemaking capitalises on a health, education and life chances, as well community’s unique assets, inspiration and as in driving local economic growth and potential with the intention of creating public community cohesion. spaces, places, events and activities that promote people’s health, happiness and wellbeing.

A late night art shopping event at the Old Fire Station Credit: Oxford City Council

1 www.gov.uk/government/publications/culture-white-paper

5 The role of culture in placemaking Councils and placemaking

The public sector, voluntary and community The Local Government Association (LGA), the sector and businesses all play an important Chief Cultural & Leisure Officers Association part in placemaking. Local government (cCLOA) and Arts Council are remains the largest funder of culture and is working together to capture some of this good most attuned to local needs. Councils are practice. This publication brings together 10 well placed to lead local action to achieve case studies demonstrating innovation and outcomes around culture and placemaking – success in placemaking activities. Together, helping people to identify with, understand, they show how the arts and culture can be appreciate, engage with and feel a sense of used to improve a wide range of measurable ‘belonging’ to their place. outcomes, from education and wellbeing to economic growth and community cohesion. Major change is underway as councils seek to transform the provision of cultural activity, The aim of this publication is to share working closely with their communities and best practice and help decision-makers partners. Against a backdrop of reduced (officers and councillors with an interest funding, councils are taking a strong lead on in, or responsibility for, cultural services) activities that reach beyond their traditional better understand their role in championing role as cultural service providers. The Culture the placemaking agenda. With the Culture White Paper called for “more local leaders to White Paper putting such a strong focus on grasp the potential of culture to achieve their placemaking, and with national initiatives vision for their community, and to put culture such as the Great Place Scheme being at the forefront of their strategies.” Councils launched to embed arts, culture and heritage are rising to this challenge by leading in local plans and decision-making, there has placemaking efforts and finding innovative never been a better time for councils to lead ways that use cultural activity to deliver key local action that builds on the contribution outcomes around: of the arts, culture and heritage in creating prosperous, healthier, stronger and happier • tackling disadvantage and social isolation communities. • raising levels of aspiration and educational attainment • local economic growth, job creation and training • creating stronger, more cohesive communities • improving people’s health and wellbeing.

The role of culture in placemaking 6 Case study themes and summary

The case studies featured here highlight just a Economic growth and regeneration fraction of the work going on across England Margate provides a good example of urban to embed the role of culture in placemaking. regeneration which is sympathetic to the They reflect a range of different types of history of a place while creating a better council, location and themes. During the future for its people. Historic England, Thanet course of 2017, further case studies will be District Council and others have been working added to the LGA website: www.local.gov.uk. to ensure that the rich heritage of Margate’s The case studies featured in this publication historic town centre plays a significant role in can be broadly categorised as follows: its restoration. Improvements to shops, public spaces and buildings have created a more • learning, engagement and belonging attractive and vibrant area for people to live in, • economic growth and regeneration work in and visit and strengthened the local economy. • stronger communities • cultural planning, strategy and Stronger communities infrastructure Culture can be used to create stronger and more cohesive communities, either by • local talent development. bringing different people together with a Learning, engagement and belonging shared mission or through work to engage Many places are using cultural activity to help specific groups in the community.Stoke- people learn more about their local area. on-Trent City Council worked with the local This can enhance people’s sense of pride, ceramics industry on a series of events belonging and engagement and address based around sharing food and making clay symptoms such as disadvantage, social objects. This bought residents together in an isolation, low aspirations and poor community area of urban renewal, creating opportunities cohesion. Barnsley Council created a new for conversations about the needs of this museum and archives discovery centre within changing community and the future of their its town hall. In a city with historically low levels place. of cultural engagement, this award-winning Cultural planning, strategy and project has achieved high levels of interest and infrastructure engagement from the local community. A good example of placemaking through In Staffordshire, a five-year programme cultural planning comes from Leeds, where of events is taking place to mark the First the city council has used a co-production World War centennial. As well as taking a model to develop its new cultural strategy. lead in the commemorations, Staffordshire The strategy places culture at the heart of all County Council has been supporting other policy-making for Leeds, from highways to organisations and community groups to planning and community cohesion, with the deliver projects and events, with the aim aim of creating more prosperous, healthier, of reaching as many local communities stronger and happier communities. as possible. Staffordshire is using digital platforms to share stories across the county through a dedicated website.

7 The role of culture in placemaking Cambridge City Council adopted a new arts distinct local heritage and have helped to root plan in 2015 which set out a more strategic the centres’ place in their local communities. and enabling role for the council. The first The designs include bespoke mosaics made partnership developed under this plan has a by local people and murals featuring images focus on children and young people and aims of real leisure centre users. to ensure that every child and young person can confidently construct their own cultural Local talent development life, drawing on and feeling connected to the Some of the projects directly involve creative whole of their city, whatever their background. professionals within their own communities. Council brought 128 local Cultural infrastructure residents together with seven local artists to Cultural infrastructure includes all the create a resource of pop-up museums which elements which together enable delivery are now used in community locations. As well of culture: people, technology, cultural as making the borough’s historic collections collections and buildings. A new visitor more accessible, the participants discovered attraction is being built in Suffolk, a a renewed pride in their town and have partnership between Suffolk County become champions for local history. Council’s Record Office and the University of Suffolk, to house the county’s archives In Oxford, an innovative social enterprise collection. While it is being built, a programme provides training for homeless people within a of public activity and engagement will use popular public arts venue. ‘Arts at the Old Fire historic maps as a tool for exploring local Station’ provides professional development heritage with community groups and schools. of local artists through advice, subsidy, networks and promotion. Within the same North Kesteven District Council put venue, homeless people can take part in community engagement through art at the work experience and training and receive free heart of its work to refurbish two leisure tickets to performances. centres. The results celebrate the area’s

Visitors enjoying Experience Barnsley Credit: Barnsley Council

The role of culture in placemaking 8 Success factors

Effective placemaking cannot be done by • a project steering group which includes councils alone, and strong partnership representatives from key organisations and working is a feature of all the case studies target audiences; co-production models featured here. Councils are working used where possible successfully with the wider public sector, • engendering pride and interest in a place voluntary and community sector and in order to raise the confidence and businesses. Their role includes leading aspirations of its people local action, galvanising the partners to work together, supporting efforts to attract • attracting investment into the cultural sector external funding and assessing the needs of to achieve outcomes related to health communities. (physical and mental), the local economy (jobs and training) or quality of life This report showcases a range of different approaches to placemaking. However, they all • bringing people together for cultural share a number of ‘success factors’. These experiences as a way of achieving other include: outcomes, such as community cohesion or education • effective community engagement at every • ensuring that there are champions for a stage, including reaching out to groups project within the local council (councillors/ of people seen as disengaged from senior managers) and in partner mainstream cultural activity organisations • strong partnership – public, private and • using success to unlock further funding community organisations working together, opportunities and form new partnerships. combining their resources, knowledge and expertise

9 The role of culture in placemaking Case studies

Barnsley The total cost was £4.4 million, funded by the Heritage Lottery Fund (£2.6 million), European Regional Development Fund (£1.5 million) and Effective community engagement Barnsley Council (£300,000). Support from has been key to the success of other partners and the community was also a new museum which celebrates critical. Barnsley’s past, present and future. Impact of the project Barnsley’s communities have historically had ‘Experience Barnsley’ is a museum and low engagement with cultural activity but there archives discovery centre designed to share were high levels of interest, engagement the stories of Barnsley and its people and and direct contribution to this project. More create a sense of belonging through local than 15,000 people took part in events and history. Barnsley’s communities worked with roadshows. A genuine sense of having been councillors, officers and other partners for ‘created’ by the people of Barnsley emerged eight years to create the museum, which is well before the museum opened. In 2014, located in the historic town hall. A new town Barnsley Council won the Local Government square has also been created. Chronicle (LGC) award for community Barnsley has faced major challenges over involvement. recent decades – in particular the demise of coalmining, which had sustained the Sue Thiedeman, Head of Culture and Visitor borough for generations. Barnsley Council’s Economy, said: “Local people really wanted regeneration consultation revealed a clear this and were passionate about it. There demand for a local museum. There was strong was strong political support to do something political support, which was key during the which would clearly be a great source of local negotiations with funders in terms of building pride. The learning from the project, building relationships at the right level. key relationships and creating confidence has been pivotal in Barnsley’s improvement The project aimed to: journey.”

• inspire and motivate future generations Footfall has exceeded expectations, with • have a positive impact on the lives of 150,000 visitors in the first year and around communities 75,000 a year since, compared to a projection of 50,000. Evaluation and surveys have • provide a place for all generations to spend demonstrated success in delivering on the time together initial aims. Many visitors say the museum has • create a facility that would act as a made them proud of their town or inspired showcase for Barnsley. by its stories; 96 per cent of those surveyed said they would return and 67 per cent were planning to visit other cultural venues.

The role of culture in placemaking 10 Looking to the future Key learning points Creating the museum within the town hall • Getting the right people around the table is has led to a closer relationship between critical, backed by strong leadership and the council and community. The project has political support to make things happen. highlighted the value and impact of culture in • Effective community engagement should changing people’s lives and driving economic be in place from the start, and this includes improvement. As a result, the culture and reaching out to communities seen as visitor economy service is now valued more disengaged from cultural activity. highly within the council, both through investment and encouragement to develop • Activities that engender pride and interest new ways of working. Visitor economy in a place can help to raise the confidence partners across the borough are working and aspirations of its people. more closely together and taking forward a For further information contact: joint approach to developing the visitor offer. Sue Thiedeman The challenge of delivering the museum Head of Culture and Visitor Economy, service with reduced resources remains, but Barnsley Council a strong programme of engagement activities Email: [email protected] and exhibitions is maintaining interest. There is also greater engagement with the archive service: Barnsley’s archives are now the busiest in South Yorkshire with over 25,000 visitors each year.

Visitors enjoying Experience Barnsley Credit: Barnsley Council

11 The role of culture in placemaking Blackpool centre and museums, had back-room tours, met curators and saw conservators at work. Each group then worked with an artist In Blackpool, 128 local residents to design and create a pop-up museum worked with professional artists based on one aspect of Blackpool’s history, to create the Blackpool Treasure supported by the local history librarian. Trove, a heritage resource Impact of the project of seven pop-up museums. The biggest impact is that the project helped to influence the development of a This two-year project was created by permanent Museum for Blackpool, which is Blackpool Council and the Blackpool now underway. It also made a huge difference Volunteer Centre and supported by the to the way the participants felt about their Heritage Lottery Fund, which provided town. At the publicity events they talked £65,000. It bought together local people, avidly and knowledgably about Blackpool historical artefacts and artists with two with a new passion and pride. In turn, they main aims: to engender a greater sense of have encouraged others to learn about and pride in Blackpool and its place as the world’s appreciate their local history. Participants first mass seaside resort, and to make contributed 3,055 hours to the project the borough’s historic collections (509 days). Twenty heritage volunteers got more accessible. involved in the project, contributing a further 1,122 hours.

The idea came about through conversations The council now has a resource of seven at the Community Heritage Steering Group, pop-up museums which have given a focus which includes representatives from the to community heritage events and are used council, Volunteer Centre and the community. in venues such as schools, shopping centres, The project built on the basic principles of day care centres, community groups and at the council’s community heritage programme: heritage open days. By late 2016, more than to get more people involved in heritage and 12,000 people had seen at least one pop-up increase knowledge about Blackpool’s history. museum. Other outcomes have included:

Many local residents know little about • increased participation in heritage activities Blackpool’s major role in the development of the traditional seaside holiday, and this • the participants learnt new skills and had project provided a way to challenge negative fun while learning perceptions and enable people to discover • new volunteers joined the community something to be proud about in their town. heritage programme Councillor Gillian Campbell, Blackpool • existing volunteers developed new skills. Council’s Deputy Leader, said: “Blackpool’s low level of educational attainment has had a Looking to the future direct impact on the feeling of self-worth of The council is now working towards a many residents, leading to lack of aspiration permanent Museum for Blackpool, a £26 and ambition. Projects like this, which million project supported by the Heritage highlight the positive aspects of Blackpool Lottery Fund. This will build on learning and combine learning and fun, are really from the Blackpool Treasure Trove and will important.” be designed as a dynamic and celebratory space filled with artefacts, film, music and The project was publicised in the community performance. and a taster event was held. People who decided to get involved were divided into seven groups, each with a mix of ages and backgrounds. They visited the local history

The role of culture in placemaking 12 Key learning points For further information contact: • Pop-up museums can engage new audiences with local heritage; areas with a Heather Morrow permanent museum site can use pop-ups Head of Heritage, Blackpool Council to provide outreach opportunities. Email: [email protected] • It can take time to build relationships and trust with community groups. • When working with creative artists it is important to assess their ability to work with different groups of people as well as the quality of their work.

Local children interacting with the pop-up museums which together make up the Blackpool Treasure Trove. Credit: Blackpool Council

13 The role of culture in placemaking Cambridge In another initiative, primary school pupils are exploring local history through guided walks. These walking trips are followed up ‘My Cambridge’ aims to ensure that with opportunities for their families to visit the every young person growing up in city centre and share the artistic outcomes and around Cambridge can benefit of the project at a central church. There are promising early signs that this relatively from its world-class cultural assets. simple intervention is building a greater sense of connection to place and enabling children Cambridge is famous for its rich cultural to take a lead and learn about the available assets and is seen as a highly successful cultural offer. place. However, for some young people growing up in parts of the city, this is not ‘My Cambridge’ is seen as a vital part of recognised as part of ‘their’ Cambridge. The placemaking for Cambridge: by actively latest social mobility index demonstrated that working to engage every young person locations such as Cambridge, despite having with the city in which they live, the council very good overall outcomes for children and intends to reduce the gap between success/ young people, can be challenging places for growth and disadvantage/isolation. Councillor those in low-income households. Richard Johnson, Executive Councillor for Communities, said: “Partnership working ‘My Cambridge’ is a cultural educational is a powerful tool for bringing the collective partnership aiming to ensure that every young resources of a place to bear on big issues. person benefits from these cultural assets. Our role is very much as a catalyst and I It brings together Cambridge City Council, would recommend this approach to any local Cambridgeshire County Council, cultural authority, even if you do not have specialist providers, schools and other partners. The cultural staff in-house.” high-level outcome is to ensure that every child and young person can confidently Looking to the future construct their own cultural life, drawing The team is now working on tools for in- on and feeling connected to the whole of depth qualitative studies and large-scale their city. evidence gathering – not only to improve practice, but to put in place the quality of Impact of the project evidence required to show whether cultural Cambridge City Council adopted a new Arts engagement does have a positive impact on Plan in 2015, which set out a more strategic outcomes. They are also looking at how to and enabling role for the council. Partnership develop the existing library card into a card is a key delivery mechanism in the new plan, that supports wider cultural engagement, and a partnership for children and young enabling card holders to track their cultural people was identified as a priority. This led activity, collect points and receive incentives. to the ‘My Cambridge’ partnership, which This will give providers a clearer picture had an initial focus on gathering evidence to of who is, and is not, engaging with their understand the problem and the partners’ activities and will help policymakers to link shared territory. Delivery has now begun with a detailed picture of cultural engagement to some simple interventions identified through specific objectives. that process. For example, University of Cambridge Museums are working with four schools to embed Arts Award delivery and increase its take-up across the city.

The role of culture in placemaking 14 Key learning points For further information contact: • The process of building trust and confidence across organisations cannot Jane Wilson be underestimated: moving too quickly, or Culture and Community Manager, not checking that everyone is on board and Cambridge City Council being listened to, risks the integrity of the Email: [email protected] partnership. • Every step must make sense to all the partners and this starts with developing a proper understanding of their shared territory, rather than jumping straight to delivery.

Primary students building a 3D model of Great St Mary’s in situ Credit: Historyworks

15 The role of culture in placemaking Leeds ask all new developments to have a cultural statement detailing the existing culture of a place and how this will be reflected in the new Leeds City Council’s new development, before planning permission is culture strategy was developed granted. through a co-production model, The strategy has been backed by strong involving extensive consultation political and managerial support across with the cultural sector and Leeds City Council. Councillor Judith Blake, Leader and Executive Member for Economy local communities. and Culture, said: “Culture contributes to the economy, health and wellbeing, community It places culture at the heart of all policy- cohesion and to service delivery across making for Leeds – from highways to planning adult social care, children’s services and and community cohesion, with the aim of public health, yet until now it has not been creating more prosperous, healthier, stronger recognised in policy across these areas.” and happier communities. It will act as a framework for policy change, enabling a Looking to the future more innovative, vibrant, cost-effective and Over the next 13 years a rolling programme of collaborative approach to place making. projects will bring together a range of council departments and other partners, pooling The co-production process began with resources and working with communities to more than 200 interviews with cultural deliver new solutions to the city’s challenges. sector representatives over six months. This By starting with the culture of a place and was followed by a year of meetings, focus building health, housing, the economy and groups, presentations and workshops in education around it, the strategy will ensure the community, along with online and social that the unique character of each local area is media activity. This included migrant groups, maintained and celebrated. people with learning disabilities, LGBT forums, ethnic minority communities, business clubs, Leeds has been approached by other areas health and wellbeing service providers, city interested in this model. Leanne Buchan, council teams, faith leaders and the voluntary Principal Officer for Culture and Sport, said: sector. More than 2,000 people took part. “Councils should be prepared for some resistance to the idea, which is essentially Impact of the project about inspiring a change. It takes time to The new culture strategy will begin with a gather support from large cultural sector series of pilots from April 2017. Early work will organisations which are used to a different include ensuring that neighbourhood plans style of culture strategy, and from scrutiny have a stronger focus on cultural activity, and groups and colleagues who may struggle creating a new cultural infrastructure plan to picture what it could look like or want to encompassing community-based venues pre-empt the direction. Moving towards a (allotments, leisure facilities, community co-produced model means letting go of old centres or parks) along with traditional systems, processes and decision-making venues. mechanisms, which takes time.” As an example of how the strategy will work, Key learning points Leeds has a target to create 70,000 new • Invest time and effort into the initial homes. Currently there is no local planning conversations: this will pay dividends guidance to suggest that the existing culture in ensuring the strategy has a broad of a place should be considered in new ownership. housing development. The culture strategy will

The role of culture in placemaking 16 • It can be difficult to find the right people For further information contact: to access community groups. If groups include vulnerable people it may take three Leanne Buchan or four meetings to build trust before you Principal Officer Culture and Sport, can talk about the strategy. Leeds City Council Email: [email protected] • Ensure there are champions for the project at all levels of the council, including councillors and officers.

‘Letters of Leeds’ installation at Leeds Station. Credit: Courtesy of I Like Press

17 The role of culture in placemaking Margate Dalby Square in Cliftonville is another area that has benefitted from investment. Built in the 1870s as hotels and private schools, Historic environment and character and largely unchanged externally, Thanet can play an integral role in the District Council designated the square as a success of a place, and this has conservation area in 2010. A grant scheme was set up (funded 75 per cent/25 per cent been the focus of work by Historic by the Heritage Lottery Fund and the council), England and its partners in Margate. resulting in this area of fine late Victorian townscape undergoing a thorough facelift. As one of England’s earliest and foremost Repairs have been carried out to windows, seaside resorts, Margate was popular with doors and rendered facades, and lost day-trippers and holidaymakers during architectural features reinstated, transforming the 19th and for much of the 20th century. a very rundown area. Empty properties have However, by the 1970s, its fortunes began been brought back into use, including a new to change as people deserted the English multi-generational house. With strong public seaside in favour of low-cost holidays abroad support for this conservation area, the district and the promise of guaranteed sun. By the council has since designated other areas in end of the 20th century, Margate, like many Cliftonville. other resorts, had declined significantly. Lack of investment, poor quality accommodation Research by Historic England into Margate’s and outdated facilities had all contributed to heritage has helped to identify a number this decline. of places that are worth celebrating and protecting through listing, such as the In 1999, an action plan for Margate’s historic seawater baths at the Cliftonville Lido and town centre was developed to address the Nayland Rock seaside shelter. This would some of these issues. Since then, Thanet preserve important historic buildings of value District Council, Historic England and other to the community and visitors. Others, such as partners have been working to make sure the Scenic Railway and Dreamland Cinema, Margate’s rich and impressive heritage have had their listings upgraded to Grade II*. plays a significant role in its regeneration. The Margate Old Town Heritage Initiative, The cultural outcomes achieved by this and which attracted funding of £1.2 million other partnership work in Margate include: from the Heritage Lottery Fund, has helped • major local attractions opening or re- to transform some previously neglected opening buildings within Margate’s Old Town area into attractive, desirable properties. • a 32 per cent growth in the number of businesses working in arts, culture and the Impact of the project creative industries across Thanet (2008- At the turn of the millennium this area was 2013) in freefall with two-thirds of its shops lying • a 71 per cent increase in the number of empty. Today it is a characterful place of artists’ studios. narrow streets and historic buildings with very high occupancy rates. Many of the Key learning points shop fronts have been renewed to historic • Improving the historic environment and patterns and the public realm improved. This character of a place can raise the quality has made a significant difference to the local of life for people who live there and attract economy, attracting new shops, restaurants new businesses. and businesses, and has made the Old • Success should be publicised: a clear Town a more vibrant and appealing place for shift in national and local media coverage people live in, work in and visit.

The role of culture in placemaking 18 of Margate has been noted, which now For further information contact: focuses more on regeneration and vibrancy than on decline and loss. Owain Lloyd-James Head of Development Research, • Research and the designation of Historic England conservation areas and listed structures Email: owain.lloyd-james@historicengland. can lead to local heritage being better org.uk understood and managed by all partners, including the community.

Margate’s beach, the Turner Contemporary gallery and shops. Credit: Historic England Archive, James Davies

19 The role of culture in placemaking North Kesteven are celebrated in the designs; and photographic murals feature local people who use the centre. Community engagement through art and celebrating local heritage More than 300 people were involved in making the Sleaford mosaic, and a group was have been critical to the success of established which continues to contribute a £7 million leisure refurbishment locally-inspired mosaics for the community’s programme in North Kesteven. enjoyment. In North Hykeham, scores of leisure centre users had their images used Two leisure centres in North Kesteven’s largest in the new murals. In both projects, local towns were each in need of modernisation people helped to shape the outcome through and improvement in order to meet customer extensive pubic consultation: for example, expectations, boost participation and improve young people chose the name and themes operational efficiency. From the outset of for the V-Flume water slide, which draws the project there was a strong focus on extensively on the Vulcan Bomber, archive engaging the community through arts and photography and local history. culture. North Kesteven has an established Hundreds of people are now part of the programme of cultural engagement through leisure centres’ stories and futures, and the successful ArtsNK programme of this has created a sense of pride in their outreach, local expression and artistic legacy involvement. The centres are now much (funded by partners including North Kesteven more vibrant, attractive and inviting, fit for District Council and Arts Council England). purpose and distinct destinations in their The district council places a strong focus on own right. Active participation has increased leading placemaking through art and local dramatically, steadying from an initial 162 per history, recognising its role in rooting people cent uplift in Sleaford (283,000 users in the in their communities, strengthening pride, first year post-refurbishment) to a consistent fostering a shared identity and celebrating annual increase of 12.5 per cent over the past local distinctiveness. four years. At North Hykeham, swimming visits Impact of the project are up 68 per cent. Following its refurbishment, Sleaford Leisure Looking to the future Centre now includes a bespoke mosaic North Kesteven District Council has adopted reflecting a 142-year history of swimming at a fresh way of thinking in order to respond to the site. This, together with a new children’s challenging situations by seeking alternative splash zone celebrating the riverside solutions that still deliver excellence. The location and adjacent nature reserve, has original plan for the leisure centres was a helped to root the leisure centre’s place in £6 million demolition and re-build. When the community. New landscaping has made it became clear that this was financially the most of its location, incorporating and unattainable, the council revised its plans, celebrating the river and making it a much working with what it had to achieve an more welcoming place to visit. equivalent end result for half the price. It is The refurbishment plans for the North now applying this ‘fresh-thinking’ approach Kesteven Sports Centre in North Hykeham across other ageing facilities. At the same (which re-opened as ‘One NK’) also had arts time, using the arts as a vehicle for community and culture at their core. The results draw engagement and placemaking is now on the area’s history – for example, Lincoln’s recognised as an essential, rather than a Magna Carta is the theme of the ‘splash desirable, component. zone’; local aviation links and the iconic Vulcan Bomber, which was based nearby,

The role of culture in placemaking 20 Key learning points For further information contact: • Early, thorough and responsive community

engagement has the potential to reap Mike Lock Cultural Services Manager, North Kesteven greater rewards than simple statistical or District Council instructional feedback. Email: [email protected] • In a challenging financial situation, creative solutions and different ways of thinking can be used to reach the required outcomes.

Sleaford Leisure Centre after its refurbishment Credit: North Kesteven District Council

21 The role of culture in placemaking Oxford Impact of the project The Old Fire Station is a popular and vibrant public space. In 2015 it hosted 230 different Oxford’s Old Fire Station is the shows across diverse art forms, selling 9,378 base for an innovative social tickets. Homeless people can work for AOFS enterprise providing training for over a 10-week period for two sessions per week, gaining experience in administration, homeless people within a popular technical theatre skills or customer services. public arts venue. Over the last three years, 31 people have taken part. One recent trainee went on to The centre opened in 2011 as a café, theatre, volunteer as assistant stage manager for a art shop, exhibition space and dance class theatre production and is now applying for venue. It provides training and volunteering paid jobs at local theatres. Another is now opportunities for homeless people in employed as a shop assistant in the venue’s collaboration with the charity Crisis, with the shop. aim of building their confidence and skills. The idea was generated jointly by Crisis and AOFS also supports people to become front- Oxford City Council. The council invested £4 of-house volunteers, enabling them to be part million to redevelop the building and it set up of a team and see shows for free. In 2015, a charity, Arts at the Old Fire Station (AOFS), 31 per cent of the volunteers were Crisis to run the venue. The council provides around members and 173 complimentary theatre £32,000 a year from its culture budget along tickets were taken up. with rent subsidy. AOFS relies on partnerships – primarily The project has strong political support. with Crisis and Oxford City Council but also AOFS survived its first two years thanks to with cultural organisations, universities, the a social investment loan from the Charities voluntary sector and businesses. In the longer Aid Foundation, underwritten by the council, term, using a mainstream public setting rather and rigorous business development. Since than a segregated specialist setting could then, it has attracted investment from Arts prove less expensive and more effective. As Council England and a range of trusts and a small new venture dedicated to delivery, foundations. AOFS is building a case for more upstream funding to help vulnerable people engage in Its mission is to provide: mainstream activity and reduce the need for specialist targeted services down the line. • great art for the public which takes a risk, asks questions and entertains • professional development of local artists through advice, subsidy, networks and promotion • building the confidence and skills of homeless people • a new kind of shared public space which helps to break down barriers in the community.

The role of culture in placemaking 22 Looking to the future Key learning points The partners are seeing more people become • The project’s strengths include its focus homeless due to funding cuts and changes on commercial business development, its to the welfare system. Over the coming ability to attract partners with resources/ years AOFS will enhance its engagement of expertise and a strong, inclusive vision. homeless people through a new participation • The work is highly replicable, but cohabiting coordinator (with Big Lottery funding). It with an experienced homelessness charity will develop evaluation methodology using gives AOFS a distinct advantage over most storytelling to evidence impact and will look cultural organisations. for ways to share its learning. For further information contact: Councillor Bob Price, Leader of Oxford City

Council, said: “When considering developing Peter McQuitty services for homeless people and/or creating Corporate Lead – Culture and the Arts, Oxford public space for culture or sport, other City Council councils could look at how they can bring Email: [email protected] these seemingly unconnected activities together under one roof to support each Jeremy Spafford other’s mission.” Director, Arts at the Old Fire Station (AOFS) Email: [email protected]

The Old Fire Station in Oxford Credit: Oxford City Council

23 The role of culture in placemaking Staffordshire the number of attendees and also by how many organisations have produced a book, exhibition or event focused on the Great War Staffordshire’s Great War and their local place. commemorations are bringing Individual projects have included: the momentous events of this period to life through events, • Opening access to the records of Staffordshire’s Great War Local Military and exhibitions and activities. Appeal Tribunals: about 15,000 records will be accessible online. In 2012, Staffordshire County Council secured £80,000 from Arts Council England to scope • An exhibition of artworks reflecting on the plans, survey local people and develop a Great War, touring Staffordshire’s museums. strategy for its First World War centennial • An exhibition looking at how war changed commemorations. Work began with a strategy the lives of people living at a local stately outlining the work streams and project legacy, home, created by Staffordshire County and the council also set up a cross-party Museum Service. steering group to deliver the outcomes. The • ‘Chase Through Time’: working with Historic survey of local people showed particular England and local volunteers, this £96,000 interest in the Cannock Chase area, which project will involve creating a 3D map has war cemeteries and hosted the Great War and historic research at Cannock Chase, camps, training men for the trenches. People helping to tell its hidden story. were also interested in learning about the impact of the war on their own communities. Among the project’s success factors are: As well as taking a leading role in the • Getting up-front funding for the initial commemorations, Staffordshire County research, which informed the strategy and Council has been supporting other programme and was used to support other organisations and community groups to funding bids. deliver their own projects and events. A key challenge has been how to maximise • The creation of a dedicated officer post opportunities for engagement, involvement to coordinate the council’s activity and and learning across the county. support local groups to develop their own events. Impact of the project A programme of events is running from • Regular conferences across the county for 2014-19. By 2016, over 80 projects, events, local groups to showcase their work and exhibitions and activities had been delivered learn about county initiatives and funding across Staffordshire. There has been a clear opportunities. focus on seeking external funding, with more • Strong branding, a website and use of than £500,000 received, and on reaching as social media to promote the centennial has many local communities as possible. Just worked really well. There is a dedicated under 200,000 people were involved in the 67 website: www.staffordshiregreatwar.com events and projects delivered up to February 2016, including 26 different organisations Councillor Gill Heath, Cabinet Member and local groups. The Centennial Strategy for Communities and the Environment at has achieved its aims of getting more Staffordshire County Council, said: “The people involved in local history, as shown by Great War Centennial has provided a real

The role of culture in placemaking 24 opportunity for local communities to find • There were challenges in getting coverage out about how their place was affected across the county so that certain areas did by the war. They have used the council’s not dominate. collections, services and expertise to help • Community groups need a lot of them commemorate their own Great War encouragement to bid for funding – many experiences and have enthusiastically are put off by the application process. supported our own projects, so that a real partnership has emerged.” For further information contact:

Key learning points Joanna Terry • Bidding for a single larger and longer Head of Archives and Heritage, project could have offered more Staffordshire County Council consistency over the centennial but may not Email: [email protected] have produced the same variety of events.

‘Home Front’ in Staffordshire during the First World War Credit: Staffordshire County Council

25 The role of culture in placemaking Stoke-on-Trent people to explore personal stories, cultural identities, ceramic heritage and relationship to place through the making and sharing of food Stoke-on-Trent is world-famous for and through designing and making ceramic its pottery, and a creative project objects together. using clay has helped to build a Impact of the project cohesive community in a newly The project created a space for people to get regenerated part of the city. together, eat, talk and make ceramic items – and, through these activities, to explore how The ‘Community Maker’ project focused on the community could develop. The communal the Portland Street area of Hanley, where 33 meals provided a neutral, relaxed space houses have been refurbished and sold for for conversations on issues such as what £1 each as part of a long-term process of makes a strong community, what resources social renewal and urban regeneration led and support the community would need to by Stoke-on-Trent City Council. This housing develop, and what was already intervention aimed to ‘change the rhythm’ of there to be celebrated. the area and support the development of a ‘Community Maker’ has contributed to the happier and healthier community. creation of an active community group ‘Community Maker’ formed part of the cultural of residents eager to play their part in its sector’s response to placemaking for the renaissance. Participants said it had a area, bringing long-term residents together positive impact on their perception of the with new arrivals to build an active and area, its heritage and people. In total, 256 engaged community. It began when a local residents took part in activities including artist (and £1 home owner), Anna Francis, walks, ceramic workshops and meals. approached British Ceramics Biennial (BCB) Feedback from participants included: “It was with the idea. BCB’s community engagement wonderful to see so many people getting programme acts as a catalyst for positive involved, as well as lots of young people who social change through cultural activity in brought some great ideas,” and “I enjoyed Stoke-on-Trent, a city with some of the lowest meeting useful people to help our growing cultural participation rates in England at 34 community.” per cent. The idea was to work with local

‘Community Maker’ project, making tiles to be installed in the Portland Inn community centre Credit: British Ceramics Biennial and Airspace Gallery / Stephanie Ruston

The role of culture in placemaking 26 Looking to the future engage further in their community. Participants expressed a need for a • The need for sustainable business models permanent community space, and in for community buildings is necessitating response Stoke-on-Trent City Council offered a more creative approach: new buildings a disused pub to be used as a multi-use need flexibility built into the plan so they community centre. As a way of involving the can evolve and develop in relation to the community in the design and delivery of this needs, wants and resources of an area. asset, a public arts and cultural programme took place, the Portland Inn Project, with • Community asset mapping is an excellent activities designed to bring people into way to involve people in identifying potential the building and get them involved in the resources in their area and changing views discussion about its future. The evidence of a place. gathered fed into a business plan which For further information contact: demonstrated the sustainability of a creative community centre with social enterprise, Dena Bagi meeting the need for a community space Community Programme Manager, British and creating employment and training Ceramics Biennial opportunities. Email: [email protected]

Key learning points • Using community meals and ‘make’ sessions to bring people together was a great way of creating space for productive, if at times difficult, conversations. • Using an action research approach to involve local people in decision-making tells you if and how something will work and empowers people to take action and

Credit: British Ceramics Biennial and Airspace Gallery / Stephanie Ruston

27 The role of culture in placemaking Suffolk Hard-to-reach groups will help to shape the project. Target audiences include black, Asian and ethnic minority groups, ‘Mapping Suffolk’s Stories’ is a young people, people with a mental health community engagement project diagnosis, rural communities and people helping people to explore their with disabilities. As an example of this work, finding a contact for the Lithuanian community shared history through historic proved difficult. The activity plan officer maps and records. networked with colleagues and made contact with a Lithuanian supplementary school in The project will take place while a new £20 Ipswich. Work is now underway to establish million visitor attraction, The Hold, is built suitable ways of involving this community in Ipswich to house the bulk of Suffolk’s group. archives collection. The Hold will house almost nine miles of material, spanning nine The ability of archive projects to contribute centuries, in state-of-the-art facilities with a towards community identity has been café, exhibition space and teaching spaces. evidenced by research during the project’s This is a partnership between Suffolk County development. Amy Rushton, Suffolk’s Council’s Record Office and the University of Heritage Programme Manager, said: “The Suffolk, with the Heritage Lottery Fund (HLF) ambition is to encourage participation from providing initial support and a development groups across the county, with traditional grant of over £500,000 towards a full grant of archive user groups working alongside new £10.3 million. audiences.” Several Suffolk councillors are While The Hold is being built, Suffolk Record championing the project. Councillor Richard Office will run a programme of activity Smith, Cabinet Member for Finance and highlighting the national and global relevance Heritage, said: “Learning about the shared of its collections. ‘Mapping Suffolk’s Stories’ history of their locality, developing new skills will use historic maps as a starting point for and working towards a common goal will uncovering stories about people, places improve the health, happiness and wellbeing and events. Record Office staff, aided by of participants – a concept which lies at the the university, heritage organisations and heart of placemaking.” teachers, will work with community groups Looking to the future and schools to explore local heritage. The The Hold is expected to attract 36,200 visitors idea of using historic maps came out of a when it opens in 2020, compared with 9,000 series of workshops with the partners around a year in the current location. It will increase developing an activity plan that would engage the role of heritage in supporting education, as many people as possible. training, leisure and lifelong learning and Impact of the project widen the reach of the archives service, for ‘Mapping Suffolk’s Stories’ will enable people example through increased digitisation of to develop new skills, meet new people and material. Robyn Llewellyn, Head of HLF East make discoveries about their community’s of England, said: “Throughout the county history and identity. Groups will share people will be able to get involved in using their work through exhibitions, pop-ups, historic maps to learn about their own local publications and online, and the project will area. Thanks to National Lottery players we culminate with an ‘Archives Fest’ for schools. are delighted to offer our support to this It will act as the template for a new way of partnership project.” working for the Record Office, delivering engagement and education in communities rather than in-house.

The role of culture in placemaking 28 Key learning points • Getting people who do not know each other • A project of this scale needs a good together around a map of familiar places steering group which involves key is a good way to start conversations and representatives, including from the target make new connections. audiences. For further information contact: • Hard-to-reach groups will not always Amy Rushton respond enthusiastically to ‘traditional’ Heritage Programme Manager, Suffolk County local history themes – the key is finding Council something to hook their interest. Email: [email protected]

‘Mapping Suffolk’s Stories’ project. Credit: Suffolk County Council

29 The role of culture in placemaking

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