COVENTRY CULTURAL STRATEGY 2017-2027

COVENTRY CULTURAL STRATEGY 2017-2027 CONTENTS

FOREWORD 4

EXECUTIVE SUMMARY 7

PART A: VISION AND PRINCIPLES WHAT DOES THIS CULTURAL STRATEGY AIM TO DO? 8 WHAT DOES CULTURE MEAN TO COVENTRY? 13 VISION THE CONSULTATION PROCESS 14 PRINCIPLES DRIVING THE BY 2027 COVENTRY CULTURAL STRATEGY 16 BASELINE CULTURAL AND WILL BE A CULTURALLY HERITAGE CAPACITY ANALYSIS 20 ATTRACTIVE, VIBRANT CAPITAL PROJECTS 40 CULTURAL TOURISM 42 AND PROSPEROUS CITY ASSESSMENT OF STRENGTHS, TO LIVE IN, WORK IN OPPORTUNITIES, OBSTACLES AND RISKS 44 AND ENJOY.

PART B: FIVE GOALS AND SEVEN THE CITY IS A DYNAMIC PLACE OF BIG IDEAS FOR CULTURAL GROWTH 2027 GOALS 47 INVENTION, CULTURAL DIVERSITY 2017-2027 GOALS IN ACTION 48 AND YOUTHFUL AMBITION AND IS SEVEN BIG IDEAS 54 PROUD TO BE A LEADING CITY OF 1 COVENTRY THE PLACE PARTNERSHIP 54 CULTURE IN MODERN BRITAIN. 2 CREATIVE PRODUCTION HUBS 56 3 THE CITY IS THE FESTIVAL 58 4 SEVEN YEARS YOUNGER 61 5 THE NATION IN COVENTRY 62 6 DIVERSE CITY 64 7 GETTING COVENTRY MOVING 66 CONCLUSION AND NEXT STEPS 68 REFERENCES 69

WRITING TEAM With support from Professor Jonothan Neelands Data Science Lab, University of Te-Anne Robles and Sarah Wall Andrew Dixon University of Warwick Culture Creativity Place Dr Vishalakshi Roy Website design University of Warwick Simon Harper University of Warwick Dr Geoff Willcocks Coventry University 2 3 COVCULTURE.COM COVENTRY CULTURAL STRATEGY 2017-2027 FOREWORD The City Council is fully behind This strategy is a really important This cultural strategy is an I’m delighted that Warwick is the Cultural Strategy and its document for our city – it gives important milestone in the strengthening our commitment to vision for Coventry. us the foundations that will cultural advancement of the our region by supporting Coventry allow us to build the future city and provides a crucial in developing its cultural strategy It will help us become a growth and sustainability of our roadmap for our growth and and through our continued culturally attractive, vibrant and cultural assets. development. The fact that it has commitment to contributing to the prosperous city for everyone been produced by a partnership implementation through the five who lives, works and studies It has been developed with involving both universities key goals and big ideas. here – and a leading city of the help of local people and and the City Council is also culture in a modern Britain. organisations, so it’s packed The cultural strategy will provide deeply significant, signalling Culture and the arts make full of things that are important a robust foundation, underpinned the collective desire of our places special - they reflect a to our residents and the future by the research provided by both organisations to work together shared history and heritage, hopes of our creative and institutions for Coventry City for the benefit of the whole city. and unite communities. They cultural groups. It is also a Council’s vision for 2027 which have an important role to play in ‘living document’ which will be The earliest institution in can only be stronger by coming supporting the future economic responsive in embracing new Coventry University’s evolution together to support our city and success of Coventry and we ideas, people and technologies was the Coventry School of will in turn benefit the city, partners will build on that valuable across its ten-year life. Design, founded in 1843. Since and of course the huge range of contribution as our city grows. this time, creativity has been a key independent arts organisations This approach creates a powerful component of our work and our and groups across the city. Our continued commitment document with a powerful plan. mission and as we look forward to working in partnership will It is important that as an institution, we recognise the vital importance ensure not only that the arts and we use our expertise and research of creativity to our city – to its cultural activity play their part to support and improve the lives economy, its communities and its in the growth of our city but Councillor Linda Bigham of communities in our local area landscape. This strategy not only also that though the delivery of ’s Cabinet as well as our global outreach and Member for Community Development offers the city direction, but also the Five Goals and Seven Big activities. Many of our staff and highlights its cultural, creative Ideas that underpin this strategy, students, present and future will and artistic potential. everyone can feel the benefits of benefit from this vision across their a thriving cultural sector. lifetimes by having more vibrant, Coventry is rich in culture and rich, cultural hubs in our city. this document will help keep I look forward to seeing this us focused so we make sure vision coming to fruition over that every single person who Councillor George Duggins the coming years. lives here can access arts and Professor John Latham Leader, Coventry City Council Vice-Chancellor and CEO, education in the city in whatever Coventry University form suits them.

Professor Stuart Croft Vice-Chancellor and President, I want to say a particular congratulations and thanks to the City Council. We know that local authorities University of Warwick and government have been under enormous pressure in terms of funding over the last few years and where a council like Coventry City Council is remaining committed to the value and the power of arts and culture in difficult times, it is hugely appreciated and will be a great reward to the community.

Sir Peter Bazalgette, Chair ITV plc, Chair Arts Council 2012 - 2017

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EXECUTIVE SUMMARY The development of this strategy has been funded by Coventry City Council and (ACE) with support from both the University of Warwick and Coventry University and is based on an extensive consultation process. The strategy will continue to evolve over the ten-year journey towards achieving its vision.

It’s important that this strategy remains into a recognised centre of national flexible and consultative in order to stay significance for its heritage and fresh and embrace new ideas, people contemporary culture. These changes and technologies. There will be an on- are based on the current cultural, going research and evaluation process economic and political landscape; being to regularly inform the implementation responsive to changing circumstances of the strategy. will keep the strategy live.

The strategy sets out a ten-year vision Cities that take culture seriously for the cultural life of Coventry. The recognise that investments in culture vision builds on the existing heritage have a wide range of other benefits and culture of Coventry and in Part B, which are both social and economic. proposes five key goals for cultural A successful strategy needs to be growth in the city and 'Seven Big Ideas' distinctive, ambitious and based on a for transforming the cultural life of the partnership that has a commitment and city. The strategy also identifies some relevance to both the people and place of the incremental changes that will, of Coventry. over a decade, transform Coventry

COVENTRY FIVE KEY CULTURAL GOALS LIFELONG HEALTH & ECONOMIC STRATEGY PARTNERSHIP LEARNING DIVERSITY WELLBEING GROWTH

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PART A: VISION AND PRINCIPLES WHAT DOES THIS CULTURAL STRATEGY AIM TO DO? The cultural strategy aims to recognise and expand the opportunities that exist for A FOCUS ON PARTNERSHIPS residents and visitors to engage with, experience and enjoy the arts and heritage AND ACTION IN THE CITY, that surround them in all of their variety. Coventry has a proud city-wide culture of HAS BROUGHT TOGETHER welcome and a reputation for being a place of peace and reconciliation. THE CITY COUNCIL, THE UNIVERSITIES, PROFESSIONAL AND COMMUNITY CULTURAL It is resilient and has adapted over transformational milestone in a ten-year ORGANISATIONS AND THE history to many profound changes in journey towards a longer term cultural PRIVATE SECTOR, ALL OF its industrial and social landscape. It ambition. But, the ambitions presented WHOM HAVE AN INTEREST IN has a positive culture of reinvention in the strategy are not dependent on a THE CULTURAL GROWTH OF and rediscovery. The cultural strategy is successful bid. The process of bidding forward looking, contributing to a city has already been transformational THE CITY. that is prepared to face the challenges and the energy, enthusiasm and IN AN AGE OF AUSTERITY of the future and build on its proud ambition of Coventry will be carried THESE NEW PARTNERSHIPS WILL heritage and collective values. forward through the implementation MAXIMISE THE RESOURCES AND of the strategy. New partnerships, and INVESTMENT NECESSARY FOR The strategy is designed to maximise extensive consultations and workshops CULTURAL GROWTH. the new partnerships that have come with residents, artists and cultural together to support the city’s bid organisations have established an on- to be UK City of Culture in 2021. going public dialogue about the future This important initiative could be a of cultural growth in Coventry. The cultural strategy calls for new partnerships between the city’s leading cultural organisations and the many community groups that offer POPULATION GROWTH (MID-2014 VS. MID-2015)1 neighbourhood cultural activity. This strong partnership approach will lead to new and radical opportunities to GE G H IN Coventry is the 9th RA RO WT CO share resources and costs, and to VE W O VE fastest growing local A T R N H G T develop new arts projects that R authority in England. I N Y combine their artistic strengths.

E

N While the population

G

L growth can be

0 A 2 The partnership approach will make N attributed to

D several factors, the sure that there is clear signposting for main reason for cultural activities in the city so that all the rise (75.0%) is residents and visitors can be aware of net international immigration. This what’s happening and where. A better is partly due to connected and signposted cultural life the increase in the will lead to more choices for people number of overseas of all generations and backgrounds to students attending local universities. participate across the city. It will also attract visitors to share in Coventry’s cultural wealth and energy.

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8000 6000 Due to Increase in international population immigration COVENTRY CULTURAL STRATEGY 2017-2027

The time is right for Coventry to recognises that any necessary reductions “I like to think of Coventry as a maximise its cultural and heritage in budgets for local culture and heritage living, breathing tapestry that resources to provide social, economic can also negatively impact on longer shifts and moves, being at the and educational benefits for the city. term social and economic objectives.7 Coventry has a vital role to play in the The Council understands that the cultural cutting edge of what is new new Combined Authority vitality of the city is important to its while appreciating what has and an enriched cultural life will identity, aspirations and quality of life. gone before. A tapestry made strengthen both the city and region. up of diverse citizens that have The cultural strategy sets out goals and chosen to come to Coventry or The strategy draws on and expands the ambitions for the city, but these cannot to stay in Coventry where our key goals and recommendations of the be achieved by the City Council working reputation is known throughout Warwick Commission report Enriching on its own and from within its own Britain: culture, creativity and growth.2 resources. Future growth will depend the world, where we appreciate The recently published 2016 Culture on a more co-ordinated investment plan difference and where our White Paper from the Department of that includes the universities, community different cultures provide bright Culture, Media and Sport (DCMS)3 action groups, volunteers, trusts, the individual threads that are still stresses the importance of public commercial sector and national funding part of our living tapestry.” investment in culture beyond as agencies such as Arts Council England a key strategy for regional growth, pride (ACE), Historic England and the Heritage Coventry City councillor and prosperity. Lottery Fund (HLF). The partnership approach to the City of Culture 2021 bid The Coventry and Local has demonstrated the willingness of a Enterprise Partnership (LEP) has wide variety of UK stakeholders to work identified Culture and Tourism as a together for the good of the city and priority4 and private sector networks such a strong and clear cultural strategy will as the Business Improvement District and attract new private and public investment Chamber of Commerce have embraced in its cultural infrastructure and vitality. the new energy around culture in Coventry. A recent study of businesses Participating in cultural activities in the city shows strong support and increases levels of health and wellbeing ambition for cultural and creative growth and brings people of different from the private sector.5 backgrounds together.8 Coventry is a richly diverse city; a focus on sharing in The combined assets and strengths of cultural events will encourage interaction the city give Coventry the opportunity between communities and new to lead a national agenda of inclusive understandings of the creative power growth through building a cultural life of diversity in the city. that is for all, that is sustainable and which contributes to other important social, educational and economic objectives. By making culture a strategic priority, Coventry will be well-placed to benefit from public and private funding THE AMBITION OF THE STRATEGY and to model the impact of culture WILL ALSO BE STRENGTHENED BY THE on the prosperity, ambitions and the INCLUSION OF CULTURAL ACTIVITIES IN wellbeing of a city and its region. OTHER KEY SOCIAL, ECONOMIC, HEALTH AND EDUCATIONAL STRATEGIES AND Despite severe reductions in grant-in- INITIATIVES SO THAT ENGAGEMENT WITH aid from central government and with CULTURE BECOMES A KEY THEME IN ALL increasing pressure on its resources,6 THE WORK THAT THE CITY PLANS FOR the City Council remains committed to FUTURE GROWTH AND WELLBEING. playing its part in supporting cultural growth in a period of austerity and

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WHAT DOES CULTURE MEAN TO COVENTRY?

The strategy covers the future of the city’s contemporary cultural and heritage assets. It aims to be inclusive of the many different ways and places in which residents use their leisure time and express themselves for a variety of purposes.

This includes health, wellbeing, and in the community and will give education and lifestyle choices. There children, young people and others the is a wide range of publicly funded and creative skills to problem solve, express commercially popular arts and heritage themselves and develop their in the city. This includes: galleries and self-esteem and confidence. museums; heritage buildings and spaces; libraries and community arts The presence of two universities and groups; parks and open spaces; theatre; major high-tech industries alongside digital arts; film; dance; popular and Coventry’s proximity to the digital classical music; Asian, African and creative cluster in , East European arts; festivals and other makes the city well placed to develop community events. its creative industries potential by extending opportunities for Through the consultation process young people and developing the INVESTMENT we have learnt that for many people technological and creative skills of the IN CULTURE sports, lifestyle, food, faith and heritage- next workforce in the city. The city will based activities are an important part develop creative quarters that combine THROUGH of their cultural lives. The architecture workspaces and cultural venues to SUPPORTING of Coventry has also been identified accommodate growth in the local MUSEUMS, as a key aspect of its cultural DNA. This creative industries and enhance the LIBRARIES AND strategy recognises the value of these appeal of the city. OTHER CULTURAL important activities and looks at how the RESOURCES HAS arts and heritage in the city can connect The city’s new cultural strategy will BEEN SHOWN TO and extend the choices residents have to complement the successful Coventry HAVE POSITIVE lead more culturally-fulfilling lives. Sports Strategy 2014-2024, and ECONOMIC contribute to the West Midlands OUTCOMES Cultural activity is essential to a well- Combined Authority’s key objective to FOR TOURISM rounded education both in school increase physical activity in the region.11 AND LOCAL 10 BUSINESSES. POPULATION BY ETHNICITY AND COUNTRY OF ORIGIN (SELECTED, 2011)9 THE TOURISM AND DAY-VISITOR 2.6% POTENTIAL OF in England 1.8% in England

THE CITY HAS 4 8 y % r y t . r NOT YET BEEN 8 t n n e e B v % v l o o a 66.6% C c C REALISED AND k n In in A i Coventry residents di ts fri nts INCREASING an residen can reside classed as VISITORS AND c o White British d THEIR ECONOMIC m n 5% p la in England

a g 6 SPEND TO THE s r n e e . i E r d 9 t n s n CITY IS ONE OF i t u t n o % e o of d c i n b C es a THE STRATEGY’S 7 o oventry's r e 9 % rn rop .8 in u GOALS. other E

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THE CONSULTATION PROCESS

Over the past two years there has been a number of consultation events that have reached over 500 people and organisations who are actively interested in the future of culture in the city. These include artists, young and older people, youth services, charities and support service providers. The results of the consultation process produced new ideas for cultural growth that have been incorporated into the strategy. The strategy will be kept alive and fresh by regular evaluation and on-going consultation with residents and their representative organisations.

THE CONSULTATION PROCESS HAS INCLUDED:

Structured primary research carried sessions where an open call for out with households in Coventry. delegates was made. Two further A household survey in summer meetings have taken place with 2016 generated over 2,000 responses Coventry’s Youth Forum and Children to questions related to their cultural Plan Group preferences. In addition, individual A film capturing aspirations and one-to-one consultations took voices heard through the place with a range of interested consultation process stakeholders as a precursor to developing the draft strategy Social media and mobile video feeds from young people (240 responses) Secondary research was carried out into resident demographics, Blogs from a writer, musician, digital educational attainment, community artist, young actor, cultural producer groups and their activities, creative and property developer and cultural industries Research on demographics, A steering group of key cultural audiences and household leaders in the city engagement

Meetings with artists, councillors, A 12-month study on the potential community activists, businesses of increasing cultural tourism (circa and universities. The meetings 2,000 responses to date) and were closely documented to inform audiences of cultural venues to the development of the principles the city underpinning the strategy An in-depth analysis of audiences and Over 12 hours of cultural strategy the potential to increase attendance workshops and 20 hours of in arts events workshops linked to Coventry 2021 Extensive research into the cultures, (including two strategy specific people and neighbourhoods that consultation workshops – May 2016 make up the city at Coventry Transport Museum and June 2016 at Coventry University). An audit of the existing cultural and These partners have been consulted heritage resources in the city through two structured consultation

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The goals and ambitions for the strategy that follow are underpinned by a set of PRINCIPLES DRIVING THE principles, which have evolved out of the consultation process. The strategy's key CULTURAL STRATEGY themes reflect Coventry’s unique identity and cultural needs:

THE CONSULTATION PROCESS SHOWED 1. Cultural growth must be inclusive of Opportunities to learn and develop THAT THERE IS A STRONG COMMITMENT AND the different needs and aspirations of through the arts must reflect the AGREEMENT ACROSS THE CITY FOR A CULTURAL the residents. Access to the arts must needs of all generations. There must STRATEGY THAT: be for all and not prevented by costs be talent pipelines in place to ensure or location. that the next generation of artists and IS INCLUSIVE creatives realises its potential and is IS ACCESSIBLE TO ALL AGES, CULTURES, 2. The focus must be on encouraging representative of the city’s population. COMMUNITIES AND ABILITIES greater participation across the cultural landscape so that more people create 5. A ten-year strategy must consider how REFLECTS THE RICH DIVERSITY OF THE CITY and share in the city’s cultural offer. to build a future legacy over time that BUILDS ON THE HERITAGE AND VALUES is sustainable and flexible to withstand OF THE CITY 3. Unlocking the rich cultural diversity fluctuations in levels of public of the city will be a hallmark of the investment and new technologies. PROVIDES EDUCATION AND WELLBEING strategy. Diversity is key to developing a living tapestry of the many cultural 6. Cultural growth in the city must boost IS SUSTAINABLE AND CONTRIBUTES groups who have made the city the tourism and creative economy and POSITIVELY TO THE LOCAL ECONOMY their home. Diversity will be key to contribute to skills training and growth HAS THE VISION TO BUILD COVENTRY’S Coventry’s success as a centre for in the service industries. It must also REPUTATION AS A VISITOR DESTINATION cultural and creative industries. encourage public and private capital investment in its built environment 4. Lifelong learning is at the heart of and landscape. the city’s cultural future. Children and young people of all abilities should have access to the arts and culture in school and in their communities.

LANGUAGES SPOKEN IN COVENTRY12

COVENTRY COVENTRY OVER OVER

1LANGUAGES00 ENGLAND 27 1LANGUAGES00SPOKEN 27 ENGLAND SPOKEN 1 “It’s important that this 1 strategy is meaningful to our young people who are going to be residents, innovators, owners of business in ten years’ time and it will have the biggest impact on their lives.”

Local councillor and Primary school children who speak 9% of households do not have any community leader English as an additional language members whose first language is English

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CHILDHOOD DEPRIVATION13 IN THE CITY: 1 IN 4 CHILDREN LIVING IN COVENTRY ARE LIVING IN RELATIVE POVERTY

Longford Holbrooks Bablake Henley

Radford Foleshill

Upper Stoke Sherbourne Woodlands Wyken Whoberley St. Michael’s Lower Stoke

Westwood Earlsdon Binley & Cheylesmore

Wainbody

12 16 20 24 28 32 36 40 44

% of children in poverty (Oct-Dec 2015, after housing costs)

The extent of deprivation varies significantly across wards. While 1 in 4 children residing in the city are living in relative poverty, ten of WEST Coventry’s wards are in the bottom COVENTRY ENGLAND MIDLANDS 20% of all wards in England. Two wards are in the top 20%. 18.5% 16.1% 10% (Earlsdon and Wainbody.) % of residents living in neighbourhoods amongst the 10% most deprived in England

DEMOGRAPHIC SEGMENTATION14

Acorn is a demographic ACORN CATEGORIES COVENTRY UK segmentation of the UK’s population based on a range of Affluent achievers 11.7% 22.7% demographic, behavioural, and Rising prosperity 9.4% attitudinal indicators. Data sources 1.4% used include both commercial Comfortable communities 27.6% 26.7% and official data such as age of residents, ethnicity profiles, Financially stretched 32.4% 22.4% benefits data and housing and Urban adversity 26.4% 17.9% rental information. Not private households 0.5% 0.9% Photo credit Nicola Young Nicola Photo credit

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Earned Coventry City National and income 44% 56% Council local sources In Kind

Other COVENTRY CULTURAL STRATEGY 2017-2027

BASELINE CULTURAL AND HERITAGE TURNOVER OF CULTURAL ORGANISATIONS18 CAPACITY ANALYSIS OF 308 ARTS AND CULTURAL NON-NPO 15% ORGANISATIONS IN THE CITY The cultural strategy is founded on a current audit of the cultural, heritage and public ONLY 15% ARE PROFESSIONAL arts assets that exist in the city. The 'Seven Big Ideas', detailed in Part B, build on this audit and propose new developments which, taken together, will contribute to the 2027 AND THE REMAINING 85% NPO Vision. Both universities have worked together on providing a baseline survey of the city ARE COMMUNITY AND 85% } 19 including professional and amateur/community organisations. AMATEUR GROUPS.

CULTURAL ASSETS There are three National Portfolio Crucially, NPOs are funded to work This sample includes a number of community engagement work by arts 28% OF THE Organisations (NPOs) in the city with children and young people and professional arts organisations that rely organisations in a city that pioneered SAMPLE OF ARTS (organisations that receive regular three/ on this basis , with nine NPOs, on short-term project funding from Theatre-in-Education (TIE). AND CULTURAL four year ACE funding) and one Major has a much greater capacity to engage ACE, Heritage Lottery Fund (HLF) and ORGANISATIONS Partnership Museum (MPM) and arts children and young people with public investment from the city and The smaller organisations and individual IS MADE UP OF organisation, Culture Coventry, which professional arts organisations despite other sources (TIE). artists need space and resources to delivers the MPM in partnership with having a similar sized population. plan further ahead. There is a need for DANCE GROUPS Living Museum. More work could be done to develop the There is a significant and lively capacity building and the opportunity for AND DANCE ALSO city’s arts organisations to a level where community and an independent individual mentoring and development. ACCOUNTS FOR In comparison, a city of a similar size they are able to achieve NPO status. professional artistic and cultural life in the They are what makes Coventry’s cultural 69% OF GROUPS like Leicester has nine NPOs and city. Community groups are fairly evenly programme distinctive. DEDICATED TO , a larger regional city has Coventry has benefited from the Arts spread across the city. YOUTH WORK AND 30. A critical mass of NPOs brings with Council England, Museums and Schools There is strength in street theatre in the 68% OF ETHNIC it a recognition of high quality cultural programme; a four-year programme There is both a resilience and fragility city. Imagineer Productions, who curate HERITAGE ARTS practice, stability of funding and the funded through the Department in the independent artistic and cultural the Festival of Imagineers, has produced AND CULTURAL opportunity to forward plan a cultural of Education as a response to key sector. Many survive by exporting large scale works such as Godiva Awakes. GROUPS.20 programme for the city. recommendations from the Henley their work and time outside the city Highly Sprung Performance Company THERE IS A REAL Review16. Delivered by Culture Coventry or by working on a project-by-project have established a strong base in OPPORTUNITY 15 in partnership with the V&A Museum, basis. These smaller organisations and Coventry with national touring of theatre NUMBER OF NPOs TO BUILD ON RELATIVE TO POPULATION the programme has seen more than 650 individual artists are key to the vitality, and award-winning street pieces as well schools and over 26,500 pupils visit the vision and creativity of Coventry’s cultural as workshops and education work. THE SUCCESS AND Herbert Art Gallery & Museum, Coventry life. They continue a strong tradition of ENTHUSIASM FOR Transport Museum and the Lunt Roman DANCE IN THE CITY. Coventry3 9 Fort on at least two occasions since the Leicester programme began in 2012.

The NPOs represent 85% of the economic turnover of not-for-profit “My ambition is to recognise cultural organisations in the city and Coventry as a destination 30 44% of their funding comes from earned Birmingham income. They remain vulnerable to – as somewhere I would fluctuations in public investment from chose to come as opposed national and local sources which to somewhere I live. A place provide 56% of their funding.17 where people come for work but stay because of its culture. INCOME OF CULTURAL ORGANISATIONS18 Culture is about feelings and ACE Funding not just of activities.” Donations Local university staff Earned Coventry City National and income 44% 56% Council local sources In Kind

Other

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NON-NPO 15%

NPO 85% } COVENTRY CULTURAL STRATEGY 2017-2027

Photo credit M Batchelor

TO GROW ITS CULTURAL INFRASTRUCTURE, COVENTRY NEEDS TO INVEST IN BUILDING THE TRACK RECORD OF BOTH EXISTING PRODUCERS AND VENUES SUCH AS THE CATHEDRAL AND EMERGING NEW COMPANIES AND FESTIVALS.

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The has international blend of humour, music and visual significance via its history of creating the flair in venues both conventional TIE (Theatre-in-Education) movement. and unconventional across the UK It has been the training ground and and internationally – from the Queen launch pad for many of the city’s other Elizabeth Hall on the South Bank, to organisations – Imagineer Productions Kilkenny Livestock Mart; from a cavernous and EGO Performance were set up by underground car park in Scarborough, to Belgrade alumni. The theatre continues a decommissioned hospital in Coventry to build on this support for emerging and to a giant aluminium whale which local talent through its growing artist swallows up audiences one at a time. development programme, including its Springboard initiative. Its outreach The MPM, Culture Coventry, manages community work and engagement Coventry Transport Museum, Coventry with diverse communities is one of its Archives & Research Centre, the Herbert real strengths. Art Gallery & Museum, the Lunt Roman Fort and the Old Grammar School. Warwick Arts Centre is one of the largest Culture Coventry works in partnership multi-artform venues in the UK and has across the museum, arts and heritage a considerable reputation nationally and sector locally, regionally, nationally and internationally. As a regional creative hub internationally using its collections and it is a commissioner and collaborator, programmes to engage and interact with supporting artists and companies audiences. Its internationally recognised regionally, nationally and internationally and nationally Designated Collection tells and providing a strong leadership role the unique cultural story of Coventry’s across Coventry. It has commissioned and transport heritage. supported many of the city’s agencies including Ludic Rooms, Mercurial Dance The Herbert Art Gallery & Museum and Shop Front Theatre. Alongside its (the Herbert) is a dynamic visual arts performance venues, Warwick Arts space and cultural heritage museum. Its Centre also includes the Mead Gallery, exhibitions are presented in all media; a cinema and a visual arts trail across conceived and developed in-house the university campus. or created in partnership with national venues. Its exhibitions tour nationally Warwick Arts Centre is committed to and internationally and it brings national improving access to arts and culture partners into the city as well as mentoring CULTURAL CAPACITY across the city and delivers inspirational emerging artists through solo or open programmes of creative learning through exhibitions. An accredited vocational An important part of the cultural strategy restricted by recent budget challenges. public events, projects, skills development learning centre, the Herbert’s reputation is to identify and support the spaces The Belgrade has ambitious plans to and research. Its education programme for creative media, outreach and and places where cultural activity takes achieve a 70% earned income target by targets schools in wards with the lowest community work has led to it working with place. The city has seen significant 2020 to offset these challenges. It is a rates of participation in the arts with their partners across Europe and contributing investment in facilities over the past ten production base, a receiving venue, an flagship Boys Dancing project attracting to national and international conferences years including at the Belgrade Theatre, education space and a regular meeting national attention. Warwick Arts Centre’s on the social and community benefits of Coventry Transport Museum, Herbert place. The Belgrade Hub reaches out to reputation offers multiple links and engaging with culture. Art Gallery & Museum and Warwick communities, other cultural organisations connections to UK-wide and international Arts Centre. and young people throughout the city. producers and is developing facilities to The museums offer a platform for music provide a UK-wide centre of excellence in and contemporary performing arts Amongst the NPOs, Belgrade Theatre It has good national links through co- creative digital industries innovation. engaging with groups as diverse as The is a well-managed cultural resource commissioning but fewer international Enemy, Ensemble 1685 and street dance with a loyal audience and a clear links despite its name. The bid for UK City Since 1992, Talking Birds has been groups. The entire road transport holdings artistic policy, although its capacity to of Culture 2021 offers a valuable platform producing thoughtful, playful, resonant, at the Coventry Archive & Research Centre programme innovative work has been to realise its full potential as a producer. mischievous and transformative are designated as a collection of national meditations on people and place. Their importance making it probably the UK’s The Belgrade: Photo credit Nicola Young work is characterised by a distinctive most important road transport archive.

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PARTICIPATION IN ARTS AND CULTURE21 Museums and Galleries respondents

At least 1 in 3 households in Coventry Over half the attenders come from attended at least one cultural event outside Coventry, with museums last year and galleries doing a better job at pulling people in from a wider Wainbody and Earlsdon have the geographical area highest levels of engagement – consistent across performing arts, There are ‘hotspots’ outside museums and galleries, and the Coventry, which include , household survey Leamington Spa, Knowle, Hampton- in-Arden and Foleshill consistently has the lowest levels of engagement

COVENTRY HOUSEHOLD SURVEY (2016) Coventry 33% Other Warwickshire 31% Participation of Coventry residents that take part in one other arts and cultural Other West Midlands 14% activity in addition to going to the cinema or pub, clubs and bars is 67% for adults and 64% for children. Outside West Midlands 22% Around 20% of respondents count the cinema or going to pubs, clubs and bars Over 1/2 the attenders for Performing Arts/Festivals, and 2/3 for museums as their only arts and cultural activity. and galleries are travelling into Coventry from outside the city

AUDIENCE REACH ACROSS WIDER REGION COVENTRY ENGAGEMENT – PERFORMING ARTS/FESTIVALS

Coventry wards – % of Performing Arts bookers Stoke-on-Trent Coventry bookers Nottingham Solihull 1%

St Michael's 3% Stafford Burton upon Trent Loughborough Longford (Coventry) 4%

Henley (Coventry) 4% Telford Leicester Radford 4% Photo credit Stefan Altenburger Photography Zürich Courtesy the artist and Hauser & Wirth Peterborough Sutton Coldfield Hinckley Upper Stoke 4% Birmingham Wyken 6% Solihull COVENTRY Cheylesmore 6% Dorridge Rugby Kenilworth Bromsgrove Lower Stoke 6% Redditch Warwick Daventry Holbrook (Coventry) 4% Cambridge Stratford-upon-Avon Binley and Willenhall 5%

Wainbody 9% Banbury Milton Keynes Earlsdon 9%

Whoberley 8% Coventry Bablake 7% 45% Gloucester

Sherbourne 7% Other Warwickshire 31% Oxford Woodlands (Coventry) 7% Other West Midlands 12% Westwood (Coventry) 6% Outside West Midlands 12% Within a 60 minute drive time of Coventry Sherbourne 7% Within a 45 minute drive time of Coventry Within a 30 minute drive time of Coventry

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Coventry has a range of commercially- Open Theatre Company continues to run city stages or venues from the offer ground-breaking and sustained Empire to Inspire, Drapers Bar and work in cultural engagement for Fargo Box. Just outside the ring road is people with learning disabilities after Tin Music and Arts who promote from successfully running the Shysters Theatre The Coal Vaults at the Canal Basin. The Company for 14 years. Open Theatre Old Grammar School has recently been Company supports Belgrade Theatre and refurbished as a cultural resource and other city organisations to reach out to music venue by Culture Coventry and people with a wide range of disabilities adds a further asset to the range of city and special needs. The City Council will centre venues. Coventry Music Museum continue to develop and expand work is run by passionate volunteers. It is a with cultural organisations which engage treasure of musical history built around with the most vulnerable and challenged the ‘2Tone’ movement but taking in a communities in the city. much wider musical history of the city. The Albany Theatre, located in a mixed The Ricoh Arena and its management are use development on the site of a former a major resource for the city, offering a college, has plans to expand to create suite of well-equipped venues for events adjacent workspace. Run largely by and conferences and a stadium venue volunteers, the space offers a venue for for major rock gigs. amateur and regular professional events, as well as film and cinematic events. Armonico Consort, The Coventry and The Criterion Theatre is another Warwickshire Youth Orchestra and amateur theatre venue located nearby Coventry Music Education Hub also add in Earlsdon. to the capacity, with Armonico Consort delivering participatory projects on Coventry Artspace is an organisation a scale that demonstrates an ability that has historically linked provision of to manage ambitious programmes. artists’ studio space with a community Coventry Music Education Hub reaches arts programme. The organisation is in over 12,000 children and young people transition to being more of an artists' every year.22 commissioning body with supporting residencies and artist networking. Imagineer Productions bring together arts and engineering in their street The city has a large number of Asian theatre, outdoor events and festivals and Irish dance groups with the most with a year-round education and successful winning national awards.23 skills programme.

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The Positive Youth Foundation (PYF) is a “I think Coventry has quite a rich and diverse The City Council’s events budgets have of agency support in the city. However, social enterprise which focuses on the culture already. An ambition of mine would be been reduced in recent years, however, Coventry University is building a new development of young people. Through that all young people regardless of which part large scale public participation events relationship with the British Film Institute building relationships based upon such as Coventry Motofest and the city- (BFI) to address this gap. of the city they come from and whatever their mutual trust and respect, the Foundation centre British Cycling event continue to is able to support young people, social circumstances feel genuinely connected be developed through relationships with The existence of the Coventry particularly those living in challenging to our cultural strategy and our city of culture local or national partners. Ambassadors, a group of post-2012 circumstances, to move forward in their bid. I think that is absolutely achievable by volunteers managed through the lives. Using art as a vehicle for social agencies working together to understand A central plank of the City Council’s social enterprise EnV, is a real asset change, the team has been able to the needs of young people and support and direct provision is the much-loved and could be used more in the city’s develop a wide range of opportunities celebrate young people so that young people Coventry Godiva Festival, currently an cultural events programme. The city for young people to build their personal annual free music festival attracting over should look for appropriate resource resilience as well as raise their aspirations themselves feel like they own the city and its 140,000 visits from a family audience and create opportunities around its 2021 in making positive lifestyle choices. cultural offer.” for a three day event. The Festival has bid to strengthen the commitment to The Changing Trax programme is the Staff member from organisation working with traditionally offered opportunities for volunteering as an additional pathway to Foundation’s response to supporting the young people local musicians to showcase their work careers in the cultural sector. city’s cultural ambitions. across city venues prior to the main weekend through its Godiva Calling The involvement of young people events. The addition of theatre, dance, on boards such as Ego Performance AGE: COVENTRY’S POPULATION24 visual art, circus and spoken word as and Community Arts Centre is to be part of the Coventry 2021 advanced commended and should be expanded Average age of residents Population by age group programme in 2016 has also shown the in the city, so that cultural organisations potential for the Festival to broaden in receipt of public investment who are STUDENT POPULATION its appeal and showcase diverse talent working with young people are required within the city – hosting 270 performers to have youth representation on their 14.3% from 42 acts in 2016. Its audiences are board and are representative of the Coventry genuinely diverse, drawing from a wide audiences they serve. England 9.0% range of communities and across the age spectrum. Developing capacity in the BAME WORKING POPULATION communities may be best tackled More diverse and experienced advisors/ through working with young people 33 40 66.1% practitioners are needed to nurture and agencies such as Positive Youth YEARS YEARS talent in the city. Film and TV appear Foundation as well as with existing COVENTRYENGLAND 63.3% to be under-developed areas in terms employers, not just in the arts.

The flow of overseas students has also contributed to Coventry’s younger age profile.

Fargo Development Trust has platform within communities. This has led programmed various events in the Fargo to the creation of Photographic Archive IT IS ALSO VITAL THAT BAME COMMUNITIES ARE Masterji and Coventry: Photographic exhibitions Fargo Village 2016 Box, market area, Urban Coffee Café Miners (PAM), a new organisation FULLY REPRESENTED AT ALL LEVELS IN CULTURAL and outdoor spaces including Coventry that aims to develop photographic ORGANISATIONS AND THAT THE CITY STRIVES TO Pride Festival, food events and music. archives from the City including that of IDENTIFY, DEVELOP AND SUPPORT POTENTIAL The Imagine Hillfields exhibition by Asian Photographer Masterji, Jaguar BAME ARTISTS, CREATIVES AND ORGANISATIONS. photographer Jason Tilley and social Land Rover and Courtaulds. PAM is a THE AMBITION IS TO INCREASE THE NUMBER historian Ben Kyneswood (developed potentially important bridge between from the Herbert Art Gallery & Museum’s heritage and contemporary culture. OF NATIONAL PORTFOLIO ORGANISATIONS participation in the national 'Imagine IN COVENTRY AND THE CITY’S RICH DIVERSITY project' – a five-year programme of Local promoters include Jazz Coventry WILL PRODUCE THE CREATIVE TALENT AND national university-led research25) was with whom national organisation Jazz PRODUCTION EXPERTISE NEEDED. a powerful example of how cultural UK recently promoted a successful jazz diversity can be given a high quality festival in the city.

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26 ACTIVE PEOPLE SURVEY (2009) Kensington and Chelsea, HEALTH AND LIFESTYLE London (66%, 1st) Adult life expectancy The 2009-2010 Active People Survey, ranked Coventry 250th out of 355 local authorities in terms of participation 82.3 years (female) in arts and culture with two London 83.2 for England boroughs coming 1st (Kensington and th Chelsea) and 355 (Newham) Coventry -9.4 years 1 20 Most Least Newham, deprived deprived London (29%, 355th) areas areas

The impact of the Marmot agenda Existing projects indicate that this is an area +8.7 years (to reduce health inequalities) and where arts and cultural organisations could the emphasis on the need to address make a considerable contribution. Current 78.6 years (male) 79.5 for England the health and wellbeing of the city examples of practice are being delivered indicate that there are opportunities by Belgrade Theatre through their Arts for partnership working across Gymnasium Programme, Culture Coventry arts and health agendas. Evidence through their Creative Bridges programme demonstrates that culture and sports and Dementia engagement projects. The There are significant inequalities in average life expectancies ages for men and women in the most and least deprived areas of the City. can have a significant impact on the Pod (a well-established arts and mental social determinants of health, and that health project run directly by the City participation can: Council with support from the NHS) and via voluntary sector organisations such as promote social interaction and Adult obesity vs. income deprivation Arty Folks. building social networks

alleviate both physical and mental health problems Longford develop life skills, such as Holbrooks 25.7% leadership, teamwork, co-operation, Bablake 19.2% communication and creative thinking 10.3% Henley 26.3% build self-esteem, confidence and Foleshill 34.1% emotional resilience Radford 22.9% Upper raise aspiration, increase personal Stoke Sherbourne 19% choice and control Woodlands 12.5% Wyken Whoberley 13% St. Michael’s increase concentration, helping to Lower 12.8% 11% 22.2% Stoke improve absenteeism, classroom 18.6% Westwood behaviour and educational attainment Earlsdon Binley & Willenhall among children and young people, 17.1% 5.6% Cheylesmore and powers of recall in older people 13.5% 27.2% Wainbody encourage informal, lifelong and 4.9% inter-generational learning

bond communities together and build bridges between people from THERE IS THE OPPORTUNITY FOR THE CITY TO % Obesity levels different backgrounds, strengthening GIVE A NATIONAL LEAD ON THE ARTS ROLE IN

community identity, cohesion and a HEALTH AND WELLBEING INITIATIVES. COVENTRY 17 18 20 22 24 26 28 30 sense of belonging COULD PLAN THE FIRST ARTS AND WELLNESS divert young people away from CENTRE PROGRAMMING FOR ALL ABILITIES WITH PROFESSIONAL AND COMMUNITY ARTS substance misuse and anti-social These figures mask disparities in terms of deprivation; the proportion of obese adults and criminal behaviour INVOLVEMENT, AS WELL AS BRINGING TOGETHER ranges from 17.2% in Wainbody (where the rate of income deprivation is only 4.9%) to HEALTH AND UNIVERSITY EXPERTISE AND 29.9% in Longford (where the same rate is 25.7%). provide volunteering, work experience RESEARCH INTERESTS. and employment opportunities 32 33 COVCULTURE.COM COVENTRY CULTURAL STRATEGY 2017-2027

HEALTH AND LIFESTYLE26

Longford Holbrooks Bablake Henley

Radford Foleshill

Upper Stoke Sherbourne Woodlands Wyken Whoberley St. Michael’s Lower Stoke

Westwood Earlsdon Binley & Cheylesmore Willenhall

Wainbody

26 28 30 32 34 36 38 40

% of children in year 6 who were classified as overweight or obese (2012/13 - 2014/15)

Childhood obesity is a particular problem in Coventry. For the period 2012/13-2014/15, 35.1% of children in Year 6 (ages 10 and 11) were classified as overweight or obese. This is a slightly higher rate of obesity than the national figure (33.4%).

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HERITAGE ASSETS The city has an impressive number of the UK’s post-war reconstruction and heritage assets including listed buildings, hope. It houses a significant collection museums, archaeological finds and parks of art and has over the years been a but only ranks 205th overall of 325 local venue to many commissions, events and authorities surveyed in the Heritage performances. Both the ruins and the Index England.27 The ranking is low for ‘new’ cathedral offer iconic venues and historic built environment and higher for it is currently developing a reputation as museums, archives and artefacts and 95th a safe and accessible space for cultural for landscape and natural heritage.28 programming. The Cathedral will celebrate its centennial in 2018. There is no doubt that there is under- developed potential for the City Council St Mary’s Guildhall is also found in the to make its medieval and post-war city’s historic Cathedral Quarter. Dating historical built environment more visible back to the 14th Century, the Guildhall and valued. The Heritage Index England stands as a monument to the power indicates that Coventry scores very well and wealth of medieval Coventry. With when it comes to activities related to magnificent interiors, collections of museums, parks, archives and artefacts. armour, historic furniture, artworks and The modernist architecture of the city internationally important tapestries, is another major asset, recently the Guildhall offers a window into celebrated in a major publication by Coventry’s glorious past and is an Historic England.29 historic venue with potential for greater profile with visitors and extended The creation of Culture Coventry as an cultural programming. independent Charitable Trust to manage the city’s museums and art gallery has Developments such as Fargo Village seen a transformation of Coventry and Charterhouse have potential to Transport Museum and has the potential transform the heritage offer of the city. to do likewise with the Herbert Art Charterhouse, a 700-year-old Carthusian Our consultation highlighted the Coventry sits surrounded by Gallery & Museum. The Trust’s Board, monastery, could become an ambitious affection that many people hold for Warwickshire with major attractions working in partnership with the city, has heritage park with plans for a walking Coventry Market and there were calls such as Warwick Castle, the Royal ambitious plans to transform the Herbert and cycling route that reveals the city’s for its development to have cultural Shakespeare Company (RSC), into the city’s cultural and heritage hub, hidden River Sherbourne and creates spaces planned around it, given the Shakespeare Birthplace Trust, and the signposting visitors to Coventry’s cultural, an outdoor corridor and public art trail central importance of food to the canal network. The city is just 10 minutes creative and heritage opportunities and connecting the city to the countryside. diverse ethnic cultures of the city. by train from Birmingham International attractions. Plans for the development of Historic Coventry has an ambitious Better use of car parks, subways, places airport, 20 minutes from the centre of a creative arts and performance centre programme to reveal and animate other of worship, public squares, streets and Birmingham and less than an hour by at the Herbert could help it to build medieval property and sites within the the ring road as arts venues were also mainline train from London. 75% of the a sustainable future while providing city. Culture Coventry’s recent restoration suggested in consultation. national population live within 2 hours of much needed performance, rehearsal of the Grade Ⅰ listed but derelict 14th the city.30 and creative production spaces within Century Old Grammar School, and its Coombe Abbey – although just outside the city centre. The Trust contributes to management by Coventry Transport the local authority boundary – is another The City Council has a destination Coventry’s night time economy through Museum, is an example of what can important asset for cultural activity team within its Place Directorate and Herbert Lates. be achieved in Coventry through and has recently won awards for its is exploring options for destination cultural, civic, charitable and community management, conservation, education management of the city as well as Coventry Cathedral is one of the partnerships. The War Memorial Park, and visitor experience strengths. As well working with partners at Destination most important assets of the city. It Coombe Country Park and city centre as providing a beautiful landscape for Management Organisations (DMOs) has an international role in peace and open spaces such as Broadgate, outdoor enjoyment for the city it is also including Shakespeare’s England and reconciliation. It is one of the most Millennium Place and University becoming a major tourist attraction and Marketing Birmingham. important modern buildings in the UK Square are some of the city’s most holds a Trip Advisor Certificate and is a living architectural symbol of used cultural assets. of Excellence.

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PUBLIC ART The University of Warwick has an extensive collection of public art in its grounds with a significant number of leading contemporary UK and international artists.

Work along the canal trail could benefit from the new partnership between Arts Council England and the Canal and River Trust.31

The potential exists to create trails in the city, which could also help with tourism and city orientation. The proposals for the Richard II Loop using old railway lines to create cycle and walking routes, offer a chance to develop a coherent programme of art commissioning32 – potentially working with partners such as Sustrans. COVENTRY IS A CITY THAT HAS EMBRACED There is national good practice and a PUBLIC ART FOR SEVEN CENTURIES. THE manifesto for public art developed by CATHEDRAL HAS A WORLD-CLASS COLLECTION arts organisation BEAM33, which could OF PUBLIC ART AND CONTINUES TO EMBRACE provide a basis for a plan in Coventry. Text-based work, lighting and digital THE ROLE OF ARTISTS IN ITS WORK. HERITAGE commissions have the potential to ATTRACTIONS SUCH AS CHARTERHOUSE WITH improve or add to the quality of public ITS 700-YEAR-OLD MURALS AND ST MARY’S realm and safety and enjoyment of GUILDHALL WITH ITS STAINED GLASS WINDOWS; public spaces. HISTORIC TAPESTRIES AND CARVINGS ARE ALSO PART OF THE CITY’S ASSETS. The opportunity exists to have a coherent policy and commitment to the commissioning and upkeep of public art drawing upon the expertise of a range of partners. 38 39 COVCULTURE.COM COVENTRY CULTURAL STRATEGY 2017-2027

Historic Coventry have begun their and strategic locations in the city CAPITAL PROJECTS ambition to safeguard and secure the (e.g. Canal Basin). heritage assets of the medieval city for Warwick Arts Centre is of national significance as an Arts Council England client and has the next 1,000 years. Tin Music and Arts – development of plans to expand its gallery, digital film facilities and learning programme, generating a The Coal Vaults as a sustainable music sustainable future and additional skills, jobs and tourism for the Centre and conference Drapers Hall – proposals to develop venue growing local talent by inspiring business of the city. Located at the heart of The University of Warwick it will become a a music education hub in an historic and nurturing artists, writers, technical creative and digital hub where collaboration and innovation can be explored. property adjacent to the Cathedral, support professionals, promoters and St Mary’s Guildhall and the Herbert Art audiences across music genres and a Gallery & Museum. wide range of art forms.

THE CITY HAS SEEN SIGNIFICANT RECENT INVESTMENT IN THE Shop Front Theatre – long-term plans The consultation on the strategy BELGRADE THEATRE, COVENTRY TRANSPORT MUSEUM AND to relocate and grow Coventry’s unique highlighted a strong demand for Shop Front Theatre as a sustainable base dedicated dance space in the city. THE HERBERT ART GALLERY & MUSEUM. LINKED TO WORK for the growth of creative talent and the Coventry is the only major city in the UK WITH THE COVENTRY & WARWICKSHIRE LOCAL ENTERPRISE development of city centre animation not to have such a centre and yet it has PARTNERSHIP (LEP), THERE IS AN EXCITING RANGE OF EXISTING and festival activity. over 102 dance groups and both Further CAPITAL ASPIRATIONS, WHICH HAVE THE POTENTIAL TO MAKE Education and Higher Education courses A SIGNIFICANT CONTRIBUTION TOWARDS THE 2027 VISION. Creative Industries Hub – potential in dance. A dance hub shared by the development of creative industries to different communities of the city offers build a critical mass of employment one of the best routes to engaging the and business start-ups in vacant spaces diversity of the city. Charterhouse forms part of a larger Cathedral – proposals to remodel the vision for the riverside and a new visitor access and interpretation of Coventry The Belgrade: Photo credit Robert Day route to connect the visitor attraction Cathedral as an attraction and world-class of the 700-year-old Carthusian Priory cultural venue in the heart of the city. with Gosford Green and Fargo Village. It is a transformational project with EGO Performance – proposals to significant job creation, skills and tourism develop a youth-led arts centre of benefits. It also offers a new outdoor national significance close to the event space for the city. Coventry Transport Museum either in existing premises or in new facilities. These two projects are part of the Coventry ten-year vision for a cultural Albany Theatre – proposals to secure and tourism investment programme creative workspace and improved that is designed to reposition Coventry, audience facilities supporting an ‘Arts through a sustainable capital plan, as a for Life’ agenda, linked to private sector leading City of Culture. development of the wider site.

Other pipeline projects under Belgrade Theatre – working with partners consideration include: to research sustainable cultural and tourism facilities around Belgrade Plaza. Daimler Production Hub – a creative industries growth hub combining art Herbert Art Gallery & Museum – Culture and design, developed around existing Coventry is exploring proposals to facilities currently housing theatre, dance extend the gallery and museum, creating and festival producers. an improved heritage interpretation, space for national exhibitions and a city “Coventry is a city that knows how to reinvent Fargo Village – further development of centre conference facility. itself, values diversity and believes in the creative workspace and cultural space in marriage of the traditional and modern.” Far Gosford Street. Local councillor at the consultation workshop

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CULTURAL TOURISM TOURISM RESEARCH HEADLINES36

UK visitor market The City Council has conducted regular economic evaluation of the tourism sector and have been linked to this strategy it has been taking a more in-depth look at its visitor profile and to Coventry awareness of its visitor offer with a view to growing, in particular, the leisure market from both day and staying visitors in domestic and international visitor segments. 2 are first-time 20 visitors Tourism creates businesses, generates realise its visitor potential. Research revenue, provides jobs and sustains shows external perceptions of a limited retail, hotel and cultural sectors. range of hotel accommodation and of those who have Coventry has a relatively strong business a lack of self-catering facilities. There never visited cite lack 77 of knowledge about tourism market built on local business are significant sites for development Coventry as reason and conferencing from its two leading including the new Friargate development universities of Warwick and Coventry, as a gateway to the city from the railway the Ricoh Arena and the NEC, which is station and further developments at the ENGLAND just 10 minutes from Coventry by train. Ricoh Arena, which already hosts a Hilton The City Council has a destination and Double Tree. 7 business relationships team. The city aims to get a better COVENTRY Coventry has a huge amount to offer understanding of the visitor market but has not fully joined up or realised its and the implications of recent trends, 11 Percentage of visitors who get tourist information tourism potential. It now has ambitions to identify new product and marketing from websites to synergise its cultural and heritage opportunities, and to incorporate such strengths connecting: Belgrade Theatre, opportunities into regional and local Warwick Arts Centre, Shop Front Theatre strategies. A thorough and up-to-date and other independent cultural groups; understanding of visitors is needed to festivals such as Coventry Godiva Festival, provide an evidence base for future Spend The Festival of Imagineers and Motofest; strategy. Early output from this study per visit of staying visitor commercial events at Ricoh Arena; has highlighted that only 28% of the Coventry Transport Museum, Herbert Art UK visitor market has been to Coventry Gallery & Museum, St Mary’s Guildhall, and that 77% of non-visitors cite a lack The Old Grammar School and of course, of knowledge in what Coventry has 70 Coventry Cathedral. to offer. Only 16% of Coventry visitors 22 1 People AYS directly get their information from websites in employed The city’s hotel stock has seen recent advance compared to 78% nationally – Spend by tourism per visit of improvements but needs to grow its highlighting a major deficit in curated day visitor Average stay capacity and improve the range of visitor information and the city’s quality and brands on offer if it is to web presence.35

Our research suggests that 51% of This strategy, linked to emerging work current visitors’ main reason for a visit is towards a destination management 37 A MAJOR AMBITION OF THE STRATEGY IS TO BOOST TOURISM AND THE cultural – to an arts event, exhibition, plan and place partnership, will see the or heritage attraction. However there is creation of a cultural tourism group in CULTURAL ECONOMY OF THE CITY. TOURISM PLAYS AN IMPORTANT ROLE evidence that visitors tend to visit for one the city, measures to improve signage IN COVENTRY’S ECONOMY, CONTRIBUTING £419 MILLION ANNUALLY TO thing – with the Cathedral, the Coventry and listings of events and improved 34 THE CITY’S ECONOMY AND SUPPORTING OVER 10,180 JOBS. Transport Museum or events being the web presence. The city is laying the THE STRATEGY PROPOSES THAT THE CITY WILL ENGAGE WITH ARTS main drivers. Visitors lack awareness foundations to maximise the benefits COUNCIL ENGLAND, HISTORIC ENGLAND, HERITAGE LOTTERY FUND, VISIT of other arts facilities or activity and of work with external agencies such as ENGLAND AND VISIT BRITAIN TO PROMOTE ITS CULTURAL ASSETS. IT therefore do less and spend less than Historic England, Heritage Lottery Fund, WILL BRING TOGETHER CULTURE AND TOURISM EXPERTISE IN THE CITY they might, particularly in the case of Arts Council England and Visit Britain. day visitors. The visitor profile echoes TO DEVELOP IMPROVED PACKAGING, PROVISION OF LISTINGS AND TO the city’s own population – young ADDRESS NEGATIVE PERCEPTIONS OF THE CITY. and diverse.

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ASSESSMENT OF STRENGTHS, OPPORTUNITIES, OBSTACLES AND RISKS

In this section we reflect on what the audits, research and other sources of information tell us about Coventry’s cultural strengths and opportunities and the obstacles and risks to be overcome.

STRENGTHS OPPORTUNITIES Important heritage assets from Use the emergent place partnership medieval times through post-war to co-ordinate growth and investment architecture to the present Join-up cultural, health, citizenship Strong civic values of welcome, peace and community engagement agendas and reconciliation Increase tourism and A rich diversity of cultures, over 100 cultural economy languages38 and 36.6% not of White Use cultural programming and Lack of co-ordinated cultural British ethnicity39 OBSTACLES engagement to tackle inequalities programming across the city 18.5% of residents living in the 10% 7 years younger than national in the city most deprived wards in England44 Low number of schools with Artsmark average40 and city is the 15th largest Leverage the diversity and for quality cultural education offers51 and 9th fastest growing local authority Significant social, economic and youthfulness of the city in England41 health inequalities between wards45 Lack of workspaces and cultural Use the City of Culture 2021 quarter for artists, creatives and Over 300 arts and culture Communities beyond the ring road Trust as a catalyst for long term cultural activity organisations in the city42 isolated from the city centre partnership development Fragility of independent Strong partnership with the Negative external perceptions or lack Maximise the potential of the cultural sector universities, local businesses and of awareness about the city46 Cathedral and its quarter community associations Poor web presence and what’s Reductions in Grant-in-Aid to Rediscover and market modernist on listings Strong youth sector provision City Council47 heritage assets Above national average active Low number of NPOs compared to Pitch for substantial national engagement with heritage including similar cities RISKS investment from ACE, HLF and DCMS parks and open spaces linked to a place-based partnership Low levels of participation in arts Austerity drives down the long-term Dance is a strength across the city activities – 41% against national aspirations of the city Improve marketing and average of 44%48 and significant City Council committed to joined-up communications locally, regionally Fragility of arts sector leads to loss of differences between wards49 policy making and active citizenship43 and nationally key players and talent and energy Low ranking for recognised Successful Music Education Hub Develop access, engagement There isn’t sufficient cultural diversity heritage assets50 and training for children and and reach to be an inclusive and High quality museums with nationally young people Undeveloped tourism and lack sustainable cultural vision regarded and designated collections of hotels LEP identified priority for culture City of Culture momentum is lost if the Two leading universities and tourism Limited marketing and city doesn’t win Vibrant independent cultural sector communications infrastructure Developer interest in culture in the Coventry is marginalised by larger Some visionary individuals in cultural, city including Friargate, Coventry Under-developed night and visions in the West Midlands Region business and political life of the city Telegraph site and Fargo breakfast economy Loss of key individuals and personnel

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PART B: 2027 GOALS

The 2027 goals represent a range of cultural aspirations for the city for the next ten FIVE GOALS years. Each goal reflects the themes and principles from the consultation process and will require action and investment. New initiatives will also emerge to realise the goals step-by-step over the life of the strategy. The universities in partnership with AND SEVEN the City Council will evaluate the city’s success and provide feedback on what needs BIG IDEAS to be done to keep the city on target to achieve the goals by 2027. GOAL 1 PARTNERSHIP A new partnership approach to cultural growth, which ensures access and sustainable FOR CULTURAL funding for a wide range of cultural organisations activities and events across the city. This partnership brings together the City Council, communities, the universities, local businesses and charities, and the professional and amateur cultural sectors to maximise GROWTH resources, infrastructure, innovation and investment.

GOAL 2 LIFELONG LEARNING All children and young people have an entitlement to the arts and digital creativity in schools and in their community which is not limited by family income, location or age. There are opportunities for all generations to learn from and develop through the arts. Talent is recognised, developed and supported through to early careers in the cultural and creative industries and beyond.

GOAL 3 DIVERSITY Communities and individuals are empowered to celebrate and share their heritages, cultures, abilities and identity and participate in the cultural life of the city. Diversity is one of Coventry’s strengths and resources and the city is a place of mutual understanding, celebration and learning. Coventry is a national centre of excellence for diversity in the arts and creative industries.

GOAL 4 HEALTH AND WELLBEING “The fact that Coventry is such a multicultural Arts and culture are core to the health and wellbeing of the city. Participation in and city is not something that’s happened by enjoyment of city-wide professional and community arts programming responds to the needs of all generations and combats isolation and mental health in our most accident, it’s not something that has happened vulnerable communities. Culture makes a major contribution to encouraging healthy in the last ten years, there is a history here. lifestyles and physical activity. We need to understand the diversity of the city and we need to educate people about where this has come from, especially young people who may not realise where this has come from.” GOAL 5 ECONOMIC GROWTH Coventry is a culturally vibrant, attractive and prosperous city that enriches the lives Workshop participant representing cultural diverse and environment for all residents. The city is a major tourist destination for the West community group Midlands and successfully attracts new businesses and investment, particularly in high- tech creative industries, talent development and cultural production.

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2017-2027 GOALS IN ACTION CREATIVE GOAL 1 PARTNERSHIP PRODUCTION Mixed economy investment and The strategy sets out the Seven Big Ideas that will make Coventry a great cultural city. HUBS access to additional sources of funding Each of these ideas has been mapped here to show their potential to contribute to the develops hubs as social enterprises with five goals and make the principles of the strategy a reality. COVENTRY university and industry input. WILL EXPAND THE CREATIVE The city grows the capacity and range of WORKSPACE independent professional arts producers. FOR ARTISTS An increase in the number of National PLACE GOAL 1 PARTNERSHIP AND DEVELOP Portfolio Organisations with sustainable PARTNERSHIP A new independent cultural partnership business plans. maximises resources, reduces costs and CREATION SPACES COVENTRY WILL FOR PRODUCTION, ESTABLISH A NEW attracts investment. It builds relationships GOAL 2 LIFELONG LEARNING and networks between culture, civic life, REHEARSAL AND INDEPENDENT New creative hubs are also spaces for business and education. The institutional INCUBATOR CULTURAL PLACE creative education, work experience partners engage more fully in the city ACTIVITY. and apprenticeships, offering pipelines PARTNERSHIP and with its residents. and pathways to success. Venues, TO SUPPORT digital culture hubs, and youth talent GOAL 2 LIFELONG LEARNING CULTURAL opportunities are digitally connected Access to universities and commercial GROWTH AND and signposted. OPPORTUNITIES IN resources and expertise provides: THE CITY. lifelong learning including sector training GOAL 3 DIVERSITY and apprenticeships; volunteering A re-imagined library service provides and mentoring; opportunities to build local digital hubs and cultural spaces. sustainable cultural capacity and Maximising the cultural production programming in the city. resources of radio, TV and new media facilities in the city and region. GOAL 3 DIVERSITY A well-signposted, digitally enhanced GOAL 4 HEALTH AND and accessible cultural programme WELLBEING encourages wider participation and Sports centres, libraries and other attendance in a broad range of community centres host and signpost cultural events. arts programmes targeted on health and wellbeing. A new hub for GOAL 4 HEALTH AND professional and community arts and WELLBEING wellness is established. Arts and culture embedded in sports, health and wellbeing strategic GOAL 5 ECONOMIC GROWTH initiatives. Targeted uses of partnership Production hubs and creative quarters resources and expertise, including provide spaces for cultural activity, research, to positively contribute to making and learning and attract private the Marmot City objectives of investment, new start-ups and talent. reducing health inequalities.

GOAL 5 ECONOMIC GROWTH Improved environment and cultural life attracts new businesses and graduates and increases the tourist economy. Maximising the cultural and heritage assets of the city through events and promotion provides a feel-good factor and enhances the confidence of the city as a cultural destination.

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GOAL 1 PARTNERSHIP GOAL 3 DIVERSITY CITY IS A A co-ordinated and strategic Encouraging, broadcasting and FESTIVAL approach to programming, facilitating a broad range of COVENTRY local and large scale city-based marketing and signposting WILL BUILD arts and culture. Private participatory cultural events A LIVELIER sponsorship for flagship including heritage arts, GOAL 1 PARTNERSHIP outdoor events the whole city food and lifestyles. URBAN Partnership approach increases the can create and enjoy together. CULTURE influence and reach of Coventry as a Greater use of enhanced GOAL 4 HEALTH AND BASED ON major cultural destination and attracts WELLBEING city centre architecture, AN ANNUAL national and international events. Telling the stories of Coventry heritage assets, parks and CALENDAR OF Partnerships with major national through the arts and voices neighbourhood public EVENTS THAT institutions position Coventry as a key of its diverse communities spaces for performances and ATTRACTS venue for events and exhibitions. uncovers the creative potential showcasing the city. VISITORS AND in the city for all to share in. GOAL 2 LIFELONG LEARNING GROWS THE GOAL 2 LIFELONG LEARNING Focus on youth talent and mentoring GOAL 5 ECONOMIC Broadening opportunities for DAY AND produces next generation of professional GROWTH children, young people and NIGHT TIME and community artists and producers older generations to engage Inter-cultural events promote ECONOMY. feeding national and international talent with multiple arts forms as both social cohesion, curiosity and pipelines in a wide range of arts including audience and participants. understanding. Building a digital arts. Development of inter-cultural livelier urban culture grows GOAL 3 DIVERSITY awareness and appreciation night and day time economy. Investment in diverse arts and of diverse global art forms and Neighbourhood diversity culture gains national reputation cultural expressions. celebrated in city marketing and as a driver for tourism. and attracts minority arts exhibitions, events and conferences.

GOAL 4 HEALTH AND WELLBEING Establishing a new hub for arts and 7 YEARS GOAL 1 PARTNERSHIP and cultures. The city builds on its wellness to attract and bring together YOUNGER Partnership mapping of youth strengths in music and dance. artists, health practitioners and engagement and opportunities academics to provide a national lead COVENTRY to identify gaps and cold spots. GOAL 4 HEALTH AND in arts and wellness. WELLBEING WILL BECOME Universities, Culture Coventry Arts and cultural interventions NATION IN A LEADER IN and cultural organisations to GOAL 5 ECONOMIC GROWTH engage with and raise awareness COVENTRY Status and drive as competitor for UK YOUTH ARTS co-deliver youth-oriented of key health priorities for the City of Culture 2021 brings national AND TALENT cultural services. COVENTRY young including obesity, mental recognition boosts civic pride and DEVELOPMENT WILL POSITION GOAL 2 LIFELONG LEARNING health and teenage pregnancy. transforms perceptions of the city. AND YOUNG ITSELF AS A Co-ordinated cultural programme Inclusive arts and wellness Draws in public and private investment CULTURAL CITY OF PEOPLE WILL offering and promoting affordable programming is co-ordinated to and increases tourism economy. BE DIRECTLY ensure that children of all abilities NATIONAL AND out-of-school opportunities High profile events and exhibitions and backgrounds can access INTERNATIONAL INVOLVED IN and family-friendly cultural attract new visitor markets to the city. THE DELIVERY calendar to encourage and benefit. IMPORTANCE. OF CULTURAL inter-generational participation. GOAL 5 ECONOMIC GROWTH PROGRAMMES. GOAL 3 DIVERSITY A focus on inclusive youth arts; All children and young people a new inter-cultural dance focus have access to cultural education and support for local community and events including new digital arts groups. Showcasing talent arts and showcasing diverse talent raises civic pride in the young.

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GOAL 1 PARTNERSHIP DIVERSE CITY A strategic partnership of agencies representing and giving COVENTRY WILL voice to the diversity of the city. Collaborating in the creation of SHOWCASE inclusive programmes and securing cross-community ownership THE DIVERSITY of the cultural dynamic of the city. Universities providing spaces, OF THE CITY expertise and educational and research support. AND ITS TALENT GOAL 2 LIFELONG LEARNING AND SUPPORT A New focus on dance across the city encourages engagement PROGRAMME THAT in a wide range of new and traditional dance. Access to cultural ENCOURAGES education developed through schools and other centres of PARTICIPATION learning including opportunities to engage with a wide range of AND COMMUNITY multicultural experiences. COHESION GOAL 3 DIVERSITY THROUGH A Co-ordinated cultural programme is representative of the city’s WIDE VARIETY diversity. There is increased participation, and ownership in local OF CULTURAL and city-wide events. Neighbourhood cultural events co-created ACTIVITY. with regional and national arts organisations.

GOAL 4 HEALTH AND WELLBEING Local sports hubs programming includes dance and arts related activities for all ages and abilities. Community based and led arts projects bring generations and cultures together for social interaction and creative production.

The city welcomes and develops national and international deaf and disabled professional artists as part of its programming.

GOAL 5 ECONOMIC GROWTH The UK City of Culture bid process emphasises diversity and GETTING GOAL 1 PARTNERSHIP events. Cultural strategy inclusion leading to new levels of civic pride and social cohesion COVENTRY The universities bring their supports a wide range of health and boosts neighbourhood economies. The city develops its MOVING expertise in dance, sport, health and citizenship initiatives. international cultural links and visitor markets. and administration. Cultural COVENTRY activities are embedded in GOAL 4 HEALTH AND WELLBEING WILL FOCUS ON sports, health and other A lively and regular programme PROMOTING civic strategies. DANCE, PHYSICAL of neighbourhood cultural ACTIVITY AND GOAL 2 LIFELONG LEARNING activity in centres and open ACTIVE LIFESTYLES New facilities for dance and a spaces combats isolation and enhances emotional as well as TO SUPPORT THE connected programme of dance physical wellbeing. HEALTH AND and physical theatre encourage healthy lifestyles through artistic WELLBEING OF GOAL 5 ECONOMIC GROWTH expression and engagement. THE CITY. City-based cultural and heritage GOAL 3 DIVERSITY trails encourage movement Neighbourhood and city-wide around the city and encourage focus on creating new cultural day visits and tourism. walks, trails, carnivals and festivals and other outdoor

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Coventry City of Culture Trust is a charity. A key to the partnership will be the It has provided a neutral and trusted expertise of the University of Warwick space to attract new cultural partners and Coventry University in research, SEVEN and funding. The Trust will provide a evaluation and the role of Coventry and new financial model of cash and in kind Warwickshire Champions in promoting support for a city-based partnership. culture across sectors. There must also BIG IDEAS be a joined up approach in the delivery In time it could provide the basis for the of policies and services to include culture The Seven Big Ideas are at the heart of bringing the cultural strategy to the ACE and HLF to commit funds for place- as a part of the response to a wide range city. They represent achievable targets that will bring life and substance to the based working and capacity building of issues including deprivation, mental strategy’s principles and goals. Under each idea the strategy proposes examples of infrastructure. Capacity building and health, social cohesion, wellbeing and of the steps that could be taken. the strengthening of the professional healthy lifestyles. cultural sector will be priority for a range of partners.

COVENTRY THE PLACE PARTNERSHIP SUMMARY ACTIONS: Coventry will establish a new independent cultural place Next steps towards achieving the Co-ordinating listings, marketing and partnership to support cultural growth and opportunities objective might include but are not the promotion of the cultural tourism 1 in the city. limited to: assets of the city Establishing a partnership vehicle, Maximising the collective based on the City of Culture 2021 promotion of heritage and cultural The process of bidding for UK City of Widespread engagement of Trust, for attracting inward investment assets including Historic Coventry, Culture 2021 is already joining up the city the two universities – including and funding, maximising resources Culture Coventry, the Cathedral and and delivering significant added value business development support and and co-ordinating partnership activity other partners to the sector with the creation of the international collaboration that reflects the needs and diversity of Leveraging the potential of the Coventry City of Culture Trust. The Trust is the city Business engagement and investment joint university input to city an independent body with representation in the city’s cultural growth Developing a talent growth fund to place-making through the creation from the City Council, the universities, the support the next generation of cultural of a joint University Coventry private sector and leading cultural and Improved media profile and producers and educators in the city Creative Exchange heritage organisations. positioning Co-ordinating partnership work Building on the strengths and New partnerships – locally, regionally around cultural equality and diversity cultural attraction for visitors of The strategy sees the trust as a prototype and nationally vehicle to drive the ambitions of a civic the city’s museums, archives and Joining up fundraising support partnership approach to culture in the Establishing a new narrative of architectural assets and bidding for major projects city. A partnership approach will access reinvention and ambition and strong and delivering themed cross-city A partnership capital plan to develop more funding routes for culture and themes for programming the city programming on an annual basis the cultural capital of the city working ensure that resources are maximised and Making Coventry more ‘visible’ with the LEP, ACE and heritage costs of maintenance and delivery are regionally and nationally funding agencies reduced. Some benefits to date include: Improved networking across the city Co-ordinated research and evaluation with cultural, heritage, business and across the city community groups and agencies Joining up the cultural sector and Building capacity in the cultural THE CITY HAS A VERY STRONG BASIS FOR A PLACE PARTNERSHIP the beginnings of collaborative sector and mentoring a new EMBRACING THE CITY COUNCIL, CULTURAL SECTOR, TWO programming generation of producers, UNIVERSITIES, PRIVATE SECTOR AND OTHERS SUCH AS Establishing a dialogue between programmers and creative artists HISTORIC COVENTRY. stakeholders and communities THE PROCESS OF BIDDING FOR UK CITY OF CULTURE 2021 HAS DEVELOPED A TEAM THAT CAN SUPPORT LONGER-TERM CULTURAL PROGRAMMING AND COLLABORATIVE INVESTMENT IN THE CITY.

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CREATIVE PRODUCTION HUBS Coventry will expand the creative workspace for artists and develop creation spaces for production, rehearsal 2 and incubator activity.

Coventry doesn’t yet have a critical mass brings together artists, engineers and of creative workspace. The spaces the technologists to make new art. The focus SUMMARY ACTIONS: city currently has are dispersed across a on engineering and technology has Next steps towards achieving the range of sites (e.g. Coventry Artspace, the potential to attract investment from objective might include but are not Canal Basin, Institute for Creative regional industries and skills training. limited to: Enterprise at Coventry University (ICE), Daimler building, Fargo Village). Few of The Canal Basin has one of the greatest Supporting local industries with the these sites have the critical mass to be densities of cultural businesses in the development of a creative industries scalable or independently sustainable. city but has limited accessibility. The growth hub combining art and design, The strategy recommends a plan to be area could be developed and linked developed around existing facilities created for improved workspaces and to across the ring road to other cultural currently housing theatre, dance and consider a series of zones for: quarters around Belgrade Theatre, festival producers EGO Performance and Coventry Artists incubator workspace Provide creative workspaces and Transport Museum. improved audience facilities which Creative production hub support an ‘Arts for Life’ agenda Digital industries growth The mapping of cultural spaces offers to ensure that the most vulnerable interesting opportunities to create and challenged residents have City animators links or quarters – there is an outer ring access to meaningful arts and Local and accessible cultural and road cluster of the Canal Basin, Electric heritage engagement digital hubs Wharf, Daimler, ICE, Fargo and the Albany Theatre and an inner city cluster Developing Coventry as a centre for The Daimler Building could provide a of heritage and events spaces. EGO professional and community creation basis for a production centre combining Performance, The Pod, Belgrade Theatre, and enjoyment of dance art, engineering, technology and Theatre Absolute, Coventry University, Improving lighting and accessibility to street arts. The centre already houses Fab Lab, Drapers, Fargo Village and the Canal Basin and encouraging new Imagineer Productions, Highly Sprung Inspire are growing a greater city centre occupancies by creatives and artists and other part-time users and fits with presence combined with the Cathedral, the creative focus of Electric Wharf. Developing new cultural tourism the Herbert Art Gallery & Museum and This could become a building that assets including hotels and visitor Coventry Transport Museum. information resources through digital and virtual signposting

Universities to develop graduate incubator space

THERE ARE PLANS TO DEVELOP CHARTERHOUSE AS A MAJOR HERITAGE CENTRE AND GREEN SPACE WHICH CONNECTS TO THE FAR GOSFORD CREATIVE QUARTER ALONG A NEW RIVER SHERBOURNE CORRIDOR. THIS CORRIDOR IS PLANNED AS A HOME FOR CREATIVE BUSINESSES AND WORK SPACES AND COULD LEAD TO A MAJOR NEW CULTURAL AND CREATIVE QUARTER ATTRACTING CREATIVES FROM BEYOND COVENTRY.

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Photo credit POD Photo credit POD Photo credit COVCULTURE.COM COVENTRY CULTURAL STRATEGY 2017-2027

THE CITY IS THE FESTIVAL Coventry will build a livelier urban culture based on an annual calendar of events that attracts visitors and grows 3 the day and night time economy.

The city has a major issue to address with spaces as galleries, temporary venues the night time economy. Various factors and well-lit urban gateways. The city has encourage a ‘drive in drive out’ mentality a fine collection of public art and there is and the city needs to encourage dwell a real opportunity to add to this through time in the city. Venues and events, new developments including Friargate large and small, can be attractors to and the market redevelopment. the city centre. The 'City is the Festival' is a concept to Herbert Lates, Drapers film nights, use the very fabric of the modern and Cathedral special events and the Fargo historic city as an events space. As part of niche festivals have shown how evening public realm there is the potential for an activity drives visitors. Tourism research artist-led lighting and signage strategy SUMMARY ACTIONS: has shown the draw of our festivals52 that could bring visitors to the city. and social media heat-mapping Next steps towards achieving the Winning UK City of Culture and demonstrates pockets of activity – Spon objective might include but are not bidding for other national events Street, Far Gosford Street, Millennium limited to: and conferences Place and Belgrade Plaza included. Art trails – temporary commissions Pop up spaces – shop-front venues, New restaurants in the city centre have and trails to attract people to look at showcasing talent in city centre and added life and food is an important the considerable art and architecture neighbourhood locations part of our diverse cultures. There is an of the city appetite for street performances and A Shop Front Festival Heritage Trails – to inspire people artistic activity, markets and food to Broadgate (‘Godiva Square’)/ with the medieval story of Coventry enhance a visit to the city. This applies to Cathedral quarter spectacles that linking the medieval collections at the areas such as Foleshill Road – potentially enhance the night time economy ‘a golden mile’ of food to rival Leicester’s Herbert to the extant architecture Alternative performance sites are Humberstone Gate. Large scale events programme – considered (e.g. car parks as annual calendar of events over a cultural venues) Large events like the Christmas lights three-year period switch-on bring in thousands of people Strengthening existing community- A 365 day calendar and ‘what’s on’ but the city needs a critical mass of based festivals with a particular regular commercial events. The city All roads lead to …. A series of emphasis on celebrating the diversity also needs to recognise the potential ‘years of’ – or focused celebrations of the city (e.g. Melas, PRIDE) and benefit of venues beyond the ring – e.g. Cathedral 100, Year of Youth, Building capacity of the Cathedral as a road as well as in the city centre. Modernism and the city year-round cultural venue Warwick Arts Centre, Tin Music and Arts, A biennial plan to host major public Albany Theatre and Ricoh Arena are celebrations reflecting the identity, prime examples. diversity and confidence of the city

The Ricoh Arena, in particular, has shown the potential of large-scale events and A cultural programme consortium will be established to plan two and three years concerts. These can be used to drive ahead and to drive forward city-wide projects. This will be led by the Place Partnership more city centre benefit by fringe events, and involve a more formalised grouping from local cultural networks such as Friday marketing and hotel packaging. The 13th and CW8. city’s architecture, old and modern, is one of our defining features. More can be made of our subways and pedestrian

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SEVEN YEARS YOUNGER Coventry will become a leader in youth arts and talent development and young people will be directly involved in the 4 delivery of cultural programmes.

Coventry is seven years younger than SUMMARY ACTIONS: the England average age.53 Therefore a focus on youth engagement through Next steps towards achieving the culture will be key to the success of objective might include but are not the strategy. The strategy must address limited to: issues of talent and access to culture Providing accessible digital for marginalised young people information about all of the alongside initiatives that will encourage organisations that work with graduate retention and talent pipelines. children and young people, what Some wards have over 40% of children they offer and what safeguards living in poverty and with limited access they have in place and at what cost. to facilities.54 The information should include opportunities for talent to access We have many cultural organisations and progression routes through to agencies in the field such as Belgrade advanced levels of training Youth Theatre, Positive Youth Foundation, Shoot Festival, EGO Performance, Establishing a new cultural education Coventry Music Education Hub, Tin hub to expand on the music hub Music and Arts, Young Imagineers, and to include digital and other arts Sprungsters, Notables, Grapevine, Irish popular in the city dance groups, Coventry and Warwick Strengthening the Cultural Education THE STRATEGY MUST ENGAGE University programmes and student Partnership already in place and WITH ALL GENERATIONS, societies. The city also has networks of increase the number of schools with BUT CHILDREN AND schools, leisure centres and community Artsmark status and the delivery of YOUNG PEOPLE SHOULD facilities. The Coventry Music Education Arts Awards particularly, the accessible Hub reaches 12,000 children and young HAVE MEANINGFUL Arts developed by Culture Coventry OPPORTUNITIES AND A VOICE people across the city and is recognised IN CULTURAL PLANNING. as a national leader.55 Creating a new dance partnership to respond to the demand and to THEY SHOULD EXPERIENCE Many young people now access their bring together different dance forms HIGH QUALITY ARTS AND culture on the streets, digitally on in the city CULTURE AS AUDIENCE phones, on tablets and in their homes. As Aspiring to create a national MEMBERS, PARTICIPANTS, well as traditional opportunities, culture reputation for excellence through a CREATORS AND LEADERS. needs to be accessible and engaging Youth Digital Arts hub IT IS A YOUNG CITY AND to young people across different media, Supporting a new Cultures of THE YOUNG SHOULD BE virtual and physical. Coventry can Coventry Youth Orchestra that is SUPPORTED TO SHAPE THE develop a new generation of young inclusive of the cultures of the city CITY’S CULTURAL FUTURE. programmers and producers and grow access through youth support agencies, training providers and education services to target hard-to-reach young people.

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SUMMARY ACTIONS:

THE NATION IN COVENTRY Next steps towards achieving the Promoting the national importance Coventry will position itself as a cultural city of national objective might include but are not of Coventry Transport Museum which and international importance. limited to: tells Coventry’s story as the birthplace of the British Road Transport Industry 5 Continue to nurture existing relationships with key national Annual residency for leading artists bodies and work towards developing focusing on the architecture and Coventry was a pioneer for city twinning working with national partners and practical relationships with key heritage assets of the city and has 26 civic relationships around the is currently developing exhibitions in national agencies including the likes world. The Cathedral, through its peace partnership with the Courtauld Attracting dance and other of Nesta, Historic England, Creative and reconciliation work and through the Gallery, National Portrait Gallery and the performing art industry conferences England and Arts Council England Community of the Cross of Nails, has British Museum. to the city e.g. One Dance UK and over 90 international connections and Building the capacity to bid for and People Dancing access national funding in-depth relationships with Dresden and Both Coventry University and the Developing national partners for the Volgograd. Coventry will partner with University of Warwick are used regularly Place partnership/City of Culture Trust Herbert and Mead Galleries Kiel in 2017 to seal a relationship dating as national cultural conference venues bids to host major national events from 1947. The universities have major and the city could build on this to international footprints and Coventry position itself as a welcome host for The Nation in Coventry – A residency artists have forged relationships abroad. national and international conferences. each year by a national/international However, whilst several organisations Winning UK City of Culture would help company, held in the city mentioned ad-hoc international work this process. Developing broadcast relationships – there are few sustained international and BBC stages and BBC the Place European cultural collaborations other Targeting Coventry as a central space than at Warwick Arts Centre. There has for cultural conferencing been limited cultural engagement and creative exchange with the 26 twin cities. A special relationship with the Royal Shakespeare Company – our national International partnerships could engage neighbour – to develop access for all with the natural links to the diversity of to high quality professional arts works the Coventry population and of artists Working with the BBC locally, and in the city. India, China and Poland offer regionally (The Space and Academy) particular potential. Given Coventry’s to attract and establish joint events proud record of welcoming refugees the city could develop links to national Building closer cultural links and and international cultural work covering exchanges with the 26 twinned cities issues of migration and sanctuary. Leveraging the iconic status of the Coventry was once the capital of Cathedral and its surroundings as a England. Imagine if it housed the sought-after national/international Gallery, the Globe Theatre, the National performance site Portrait Gallery, The London Jazz Festival and the O2 arena events. Well maybe it can.

Warwick Arts Centre is already a significant production hub and could be the equivalent of the LIFT Festival COVENTRY IS WELL POSITIONED AS A SHOWCASE FOR THE or Manchester International Festival NATION – WITH 40 MILLION PEOPLE WITHIN TWO HOURS 56 working with national producers. The TRAVEL TIME. THE CITY WILL WORK TO DEVELOP A PLAN Herbert Art Gallery & Museum is already TO MAKE COVENTRY A CITY OF CHOICE FOR NATIONAL COLLECTIONS, EVENTS AND PRODUCTIONS.

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DIVERSE CITY Coventry will showcase the diversity of the city and its talent and support a programme that encourages participation 6 and attendance in a wide variety of cultural activity.

The rich diversity of the population of Performance, Highly Sprung Productions Coventry is a key cultural strength and and Talking Birds have worked with provides a platform for a wide range of disabled groups such as Grapevine new and traditional forms of expression and disabled artists. Culture Coventry’s that are representative of the people Creative Bridges programme specifically and their neighbourhoods. The strategy works to support young people with embraces diversity in its widest sense learning disabilities into creative industry and proposes a cultural future in which careers. Coventry Transport Museum is The city has hosted a number of Melas Leveraging the role of artists all generations, all heritages and all one of only three UK-registered Makaton at the Belgrade, Coventry Transport in leading peace and abilities have a voice and presence in Friendly Museums. Museum and Ricoh Arena, and Romanian reconciliation initiatives dance artists have emerged from the cultural life of the city. It is important Marketing and programming the graduate programmes. The ambition to that there is diversity amongst audiences, This work has often been low profile and Coventry Godiva Festival as a stage address diversity in the city will require artists and board members of our needs to be given greater prominence in for the city’s diversity of ages, cultures proactive and professional interventions biggest cultural organisations. the city. The city has been at the national and abilities forefront of welcoming refugees and supporting residencies, building capacity Co-creation and engagement The recent 2016 exhibition of Masterji’s integrating communities. The cultural and engaging with agencies such as the programmes with BAME residents photographs, the Herbert Art Gallery’s strategy will build on this distinctive Coventry Refugee and Migrant Centre from all our main cultural producers 2016 participation in the Black Artist & feature of the city. who promote festivals such the refugee Modernism Movements project leading week celebration in the park. Coventry Showcase and nurture the work of to the Gavin Jantje’s exhibition, and the Faith and ethnicity have a strong should be the touchstone for the Arts deaf and disabled artists at local, telling of the story of Ira , the influence on cultural choices and Council England’s challenge to reach national and international level ex-slave who ran Coventry’s theatre in preferences in the city. There is a proud more BAME diverse communities. A neighbourhood-level BAME the 1840’s are excellent examples of tradition of faith-based and secular Coventry could also be a place to pilot focused Arts Council England’s the power and appeal of the stories and cultural activity including music, dance new initiatives and test new solutions for ‘Creative People and Places’ project voices of Coventry’s communities. and food events and the strategy engagement of different cultures. proposes a major focus on developing Curating a photographic archive of Traum, an electrifying 2016 dance work the cultural arts of expression and talents diversity and working class lives in by Theatre Absolute and the Romanian of the African, Asian, European and SUMMARY ACTIONS: urban Britain artists Marius Mates and Dimitar Goranov wider international residents of the city Next steps towards achieving the Programming neighbourhood food showcases the talents of the European and showcasing these so that they can objective might include but are not festivals that attract people from communities in the city. The Herbert be enjoyed across the city and region. limited to: across the city and region Art Gallery & Museum has a history of A truly inclusive and diverse cultural Creating a Cultures of Coventry Youth intergeneration work with new and older strategy will also celebrate the different Establish a refugee arts festival during Orchestra and dance company that is communities including specific projects inter-generational cultural preferences to refugee week with the Polish, South Asian and ensure that both young and old from all inclusive of the cultures of the city National residencies – by international Asian communities. cultures are represented. Prioritising for the first five years artists from cultures represented in the professional development of the city The city has a proud tradition of artistic The strategy’s cultural audit highlights a BAME, non-UK heritage artists to work with and for people with learning limited number of formally constituted Celebrating the voices and stories of build capacity within Coventry’s disabilities and also has the opportunity or funded groups within the city’s ethnic the city through neighbourhood and diverse communities to become a beacon for professional communities.57 There is an active branch city-wide story-telling projects using deaf and disabled artists. Several of the of BOPA, an African cultural association, performance, music, film and other city’s cultural organisations such as EGO and several local dance groups. digital media

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dance. Dance is a strength of Coventry SUMMARY ACTIONS: GETTING COVENTRY MOVING University with a centre for dance research and could work well alongside Next steps towards achieving the Coventry will focus on promoting dance, physical activity the inspirational dance programming objective might include but are not and active lifestyles to support the health and emotional of Warwick Arts Centre. The strategy limited to: wellbeing of the city. proposes that the city consider the 7 Increasing dance and physical cultural possibility of a new dance centre and activity as a key priority in health and federation, which brings all the various related strategies Coventry has major health challenges deprivation and childhood obesity. dance organisations in the city together. and is seeking to tackle health This means that children from the Working with schools, community groups Feasibility work to explore the inequalities through the Marmot Cities poorest backgrounds are the most likely and ethnic communities, the strategy potential for a dedicated dance centre 58 63 proposes the working up of a project agenda. There is increasing evidence to be obese. Working with health commissioners based on dance to get Coventry moving. that arts interventions including using to produce artist-led interventions in There is evidence that dance is the most museums and galleries as venues Projects such as The POD have expertise mental health treatments and other popular form of exercise after football can alleviate a wide range of physical in arts and mental health and do health education priorities and cognitive conditions including valuable work through the visual arts. and a focus on dance will help get obesity, dementia and depression.59 Herbert Media within Culture Coventry the city moving for people of all ages Establishing walking trails and cultural 64 The strategy recommends a close has a European reputation for its creative and abilities. and heritage walks in the wards and working relationship between the media and visual arts training for the city centre cultural sector, health providers and young people with learning disabilities The strategy will embrace and celebrate Supporting artists in developing public health strategies to maximise the and difficulties. The West Midlands the food of our different cultures. There is targeted health education projects opportunities for the social prescription Combined Authority has established a great affection for Coventry Market. The with children and young people and of arts interventions for a wide range of priority for physical activity. Coventry will city has the opportunity to enhance the older residents conditions and health-related issues. contribute to this through the arts and food offer for visitors but also to make Developing the Richard II loop as heritage activities as well as sport and the market a meeting place and tackle an exciting pedestrian ring-road On the surface, health and wellbeing physical activity. isolation through cultural engagement. with cultural attractions that appeal may not appear to be a major problem across generations in Coventry relative to England. Life The city has a strong sports tradition and Public commissioning (an initiative expectancy at birth in Coventry is slightly historic association with the bicycle. The supported by Arts Council England) is Making greater use of parks and open lower than in England as a whole – for link between cycling and the arts will be being pushed, based on the notion of spaces for regular dance and physical males it is 78.6 years (vs. 79.5 years in developed as a theme through to 2021. integrating arts and culture into services activities with a cultural twist England) while for females it is 82.3 such as those focusing on health and Work with Public Health colleagues years (vs. 83.2).60 However, what is more Coventry is a walkable city. The wellbeing. This means that greater and local NHS commissioners on worrying is the wide inequality gap, as a plans for architecture, heritage and a emphasis is put on preventing harm projects that will alleviate isolated and man from the most deprived area is likely pedestrianised city centre and other trails and reducing the need of residents 65 emotionally-challenged residents of to die 9.4 years earlier than one from the will seek to move people around the for more acute services. In terms of all ages least deprived area. The difference for a city. The proposed Richard II loop would older people, it is found that arts and woman is 8.7 years.61 provide a new walking and cycling route cultural activity can foster resilience Developing a centre for innovative connecting a number of cultural quarters and independence. Such activities practice in arts and mental health also contribute to mental health and Childhood obesity is a particular in the city. Historic Coventry has visionary Themed outdoor arts events which wellbeing outcomes, especially when it problem in Coventry. In 2013/14 one plans to create a walking equivalent focus on a specific need like child comes to preventive and community care in four Coventry children in Reception of the ring road, which could become obesity and encourage healthy and instances where medication is not a class (ages 4 and 5) at primary school are a new set of cultural lungs for the city lifestyles in a fun and engaging way 66 overweight or obese and one in three and uses public art as an attraction. The viable alternative. children in Year 6 (aged 10 and 11) are cultural sector could usefully learn from overweight or obese.62 This is a slightly sports models to drive healthy living and higher rate of obesity than either the lifestyle change through physical and regional or national average. Childhood mental cultural activity. THERE IS INCREASING EVIDENCE THAT PARTICIPATING IN THE ARTS obesity doesn’t affect all of society AND VARIOUS CULTURAL ACTIVITIES CAN MAKE A SIGNIFICANT equally, it is affected by the conditions Whilst there are many public and private IMPACT ON PEOPLE’S HEALTH AND WELLBEING, AS WELL AS THEIR in which people are born and grow. gyms, Coventry has over 102 dance There is a strong relationship between organisations and no major centre for PERCEPTIONS OF AND INTERACTIONS WITH THEIR NEIGHBOURS.

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CONCLUSION AND REFERENCES NEXT STEPS 1 Coventry’s Population Estimate, Insight Team, Coventry City 11 Coventry City Council (2014) Coventry Sports Strategy The strategy will continue to evolve over Council, June 2016 2014-2024. Available from: http://covsport.org.uk/about-us/ downloads/coventry-sports-strategy-report. the ten-year journey towards achieving 2 http://www2.warwick.ac.uk/research/warwickcommission/ its vision. futureculture/finalreport/warwick_commission_report_ https://westmidlandscombinedauthority.org.uk/news/ 2015.pdf physical-activity-is-at-the-heart-of-new-vision-for-the-wmca/.

It’s important that this strategy remains 3 DCMS (2016) Culture White Paper. Available from: https:// 12 Data on primary school children available from: Inspection of flexible and consultative in order to stay www.gov.uk/government/publications/culture-white-paper. Services for Children in Need of Help and Protection, Children fresh and embrace new ideas, people Looked After and Care Leavers, Ofsted, 2014. Data on 4 http://www.cwlep.com/priorities-plans and technologies. There will be an on- number of languages spoken and English as a first language 5  going research and evaluation process to Creative Coventry Business Survey 2016, Stephen Roper, from Coventry Joint Strategic Needs Assessment 2016. Dawn Eubanks, Tamara Friedrich, WBS regularly inform the implementation of 13 Index of Multiple Deprivation 2015 – The English Indices 6  the strategy. There has been an overall decline in local spending and of Deprivation 2015: Summary for Coventry, Coventry City investment on arts, cultural and recreation activities in Council website Coventry over the last few years. Local authority spending The five key goals for cultural growth in Data on childhood poverty available from: http://www. (including archives, culture and heritage recreation and endchildpoverty.org.uk/poverty-in-your-area-2016/. the city alongside incremental changes sport, open spaces, tourism and library services) dropped identified within this report, will over from £20,322,000 in 2012/13 to £18,930,000 in 2014/15. 14 Acorn profile report from Coventry City Council. Acorn is a a decade transform Coventry into a ACE investment also declined from £3,195.655.60 to demographic segmentation of the UK’s population based recognised centre of national significance £2,672,327.44. The reduction in lottery spending (including on a range of demographic, behavioural, and attitudinal arts, heritage and sports) is even more pronounced as it indicators. Data sources used include both commercial for its heritage and contemporary dipped from £6,483,460 in 2012 to £2,752,375 in 2015. and official data such as age of residents, ethnicity profiles, culture. The five key goals will form benefits data and housing and rental information. the framework for biennial evaluation, See: Harvey, A. (2016) Funding Arts and Culture in A Time of Austerity. London: New Local Government Network. 15 Population figures based on mid-year estimates. See: measuring the progress around the Available from: http://www.artscouncil.org.uk/sites/default/ https://www.ons.gov.uk/peoplepopulationandcommunity/ transformational Seven Big Ideas for files/download-file/Funding%20Arts%20and%20Culture%20 populationandmigration/populationestimates/datasets/ transforming the cultural life of the city. in%20a%20time%20of%20Austerity%20%28Adrian%20 populationestimatesforukenglandandwalesscotlandand Harvey%29.pdf northernireland

These changes are based on the http://www.coventry.gov.uk/news/article/1501/council_ 16 https://www.gov.uk/government/uploads/system/uploads/ current cultural, economic and political budget_looks_to_protect_services attachment_data/file/260726/Cultural_Education_report.pdf landscape; being responsive to changing https://www.gov.uk/government/collections/local-authority- 17 Willcocks G. (2016) Coventry Cultural Survey 2016; circumstances will keep the strategy revenue-expenditure-and-financing Coventry University live. The partnership of Coventry http://www.artscouncil.org.uk/governance/spending 18 Willcocks G. (2016) Coventry Cultural Survey 2016; City Council, Warwick and Coventry 7  Coventry University universities will continue to evaluate See: Coventry City Council (2015) Coventry City Council’s Reduction in Grants to External Organisation: Findings 19 Willcocks G. (2016) Coventry Cultural Survey 2016; and develop the strategy in line with the from Public Consultation. Warwick Arts Centre Core Grant. Coventry University recommendations in this report. Available from: www.coventry.gov.uk/download/.../warwick_ 20 Willcocks G. (2016) Coventry Cultural Survey 2016; The ongoing updates and progress will arts_centre_consultation_findings.pdf. Coventry University be published on the Coventry cultural 8 See: Bagwell, S., Bull, D., Joy, I. & Svistak, M. (2014) 21 Audience Mapping for Coventry 2021, Indigo, strategy website covculture.com Opportunities for Alignment: Arts and Cultural November 2016 Organisations and Public Sector Commission. London: New Philanthropy Capital. The relevant questions from the Coventry Household Survey 2016 are as follows: Slay, J. (2016) The Art of Commissioning: How Commissioners Can Release the Potential of the Arts and Cultural Sector. (i) Have you attended any of the following cultural events London: New Economic Foundation. (museums and galleries; pubs, clubs and bars; live events; live music; theatre; cinema; activities organised by arts- Ings, J, Crane, N. & Cameron, M. (2012) Be Creative, Be Well: based community groups; faith-based cultural activities) in Arts, Wellbeing, and Local Communities, London: Arts Coventry at least three times in the past 12 months? Council England. (ii) If you have children (18 years or younger) in your 9 Census 2011, ONS. Aside from the , the household, have they attended any of the following group classified as ‘born in other European countries’ cultural events (same list as above) in Coventry at least excludes the Channel Islands and the Isle of Man. three times in the past 12 months? 10 Ecorys (2014) Local Economic Impacts from Cultural Sector Figures given only count residents who participate in at least Investments: A Report to the Department for Culture, Media one other arts and cultural activity in addition to going to the and Sport. Birmingham: Ecorys. cinema or pubs, clubs and bars.

68 69 Photo credit M Batchelor Photo credit COVCULTURE.COM COVENTRY CULTURAL STRATEGY 2017-2027

REFERENCES

The Active People survey shows the percentage of adults in 35 NGIS Tourism profile research October 2016. 53 Coventry City Council (2016) Coventry’s Population Estimate the local authority who have either attended an arts event or 2015. Available from: http://www.coventry.gov.uk/download/ 36 NGIS Tourism profile research October 2016 participated in an arts activity at least three times in the past downloads/id/16849/coventrys_population_estimate_2015.pdf. 12 months. Only attendance or participation for leisure are 37 NGIS Tourism profile research October 2016 54 http://www.coventry.gov.uk/info/195/facts_about_ considered. See: http://www.artscouncil.org.uk/participating- 38 Ofsted (2014) Coventry City Council Inspection of Services coventry/2435/population_and_demographics/3 and-attending/active-lives-survey for Children in Need of Help and Protection, Children Looked 55 Willcocks G. (2016) Coventry Cultural Survey 2016; 22 Willcocks G. (2016) Coventry Cultural Survey 2016; After and Care Leaver. Available from: Coventry University Coventry University https://reports.ofsted.gov.uk/sites/default/files/documents/ local_authority_reports/coventry/051_Single%20 56 http://www.cwlep.com/sites/default/files/business_ 23 Willcocks G. (2016) Coventry Cultural Survey 2016; inspection%20of%20LA%20children's%20services%20 guide_2014-16.pdf Coventry University and%20review%20of%20the%20LSCB%20as%20pdf.pdf. 57 Willcocks G. (2016) Coventry Cultural Survey 2016; 24 Coventry’s Population Estimate, Insight Team, Coventry City 39 2011 ONS Census Coventry University Council, June 2016 40 The average age of residents in Coventry is 33 years old 58 Public Health England (2015) Marmot Indicators for Local Coventry Headline Statistics, Insight Team, Coventry City while the average age in England is 40. Authorities in England – Coventry. Available from: http:// Council, September 2016 admin.instituteofhealthequity.org/Content/FileManager/ See: Coventry City Council (2016) Coventry’s Population 25 http://www.imaginecommunity.org.uk/ Indicators2015/LocalPDFs/marmot-indicators-for-local- Estimate 2015. Available from: http://www.coventry.gov. authorities-in-england-2015-coventry.pdf. 26 Life expectancy data from Council Plan 2015/16 End of Year uk/download/downloads/id/16849/coventrys_population_ Performance Report, Insight Team, Coventry City Council, estimate_2015.pdf. 59 See: Bagwell, S., Bull, D., Joy, I. & Svistak, M. (2014) July 2016. Opportunities for Alignment: Arts and Cultural Organisations 41 2011 ONS Census and Public Sector Commission. London: New Philanthropy Income deprivation and adult and childhood obesity 42 Willcocks G. (2016) Coventry Cultural Survey 2016; Capital. data from: http://www.localhealth.org.uk/#v=map11;l=en Coventry University ;z=423343,286084,19016,13140. Dodd, J. & Jones, C. (2014) Mind, Body, Spirit: How Museums 43 Coventry City Council (2016) Council Plan 2015/16 End Impact Health and Well-being. Leicester: Research Centre for 27 The Heritage Index ranks how areas make use of their of Year Performance Report. Available from: http://www. Museums and Galleries. Available from: https://www2.le.ac. heritage assets (range of indicators include the number of coventry.gov.uk/downloads/file/21115/. uk/departments/museumstudies/rcmg/publications/mind- listed buildings, museums, archaeological finds and national body-spirit-report. parks) through activities (such as volunteering, the number 44 Coventry City Council (2015) The English Indices of of people visiting museums and number of nights people Deprivation Summary for Coventry. 60 Coventry City Council (2016) Coventry Headline Statistics spend on holiday in a local area). The domains covered Available from: http://www.coventry.gov.uk/ September 2016. Available from: http://www.coventry. by the index are: historical build environment; museums, download/downloads/id/17733/english_indices_of_ gov.uk/downloads/file/20712/headline_statistics_-_ archives and artefacts; industrial heritage; parks and open deprivation_2015_-_coventry_summary.pdf. september_2016. space; landscape and natural heritage; and culture and 45 See: http://www.coventry.gov.uk/downloads/ 61 Coventry City Council (2016) Council Plan 2015/16 End memories. download/2638/census_2011_ward_profiles of Year Performance Report. Available from: http://www. See: https://www.thersa.org/globalassets/pdfs/reports/ coventry.gov.uk/downloads/file/21115/. http://www.coventry.gov.uk/info/175/data_and_ supporting-documents/technical-report---heritage-index.pdf. reports/2053/health_ward_profiles 62 Childhood obesity data from: http://www.localhealth.org.uk/ 28 Coventry ranks 273rd in terms of historic build environment #v=map11;l=en;z=423343,286084,19016,13140. http://www.coventry.gov.uk/downloads/download/2770/ assets and 85th in terms of museums, archives and artefacts. economic_ward_profiles-august_2013 63 Ng Fat L. Children’s body mass index, overweight and See: https://www.thersa.org/action-and-research/rsa- obesity. Chapter 10 in Craig R, Mindell J (eds). Health Survey projects/public-services-and-communities-folder/heritage- 46 Kickstart Baseline (2014) External Perceptions of the City and for England 2014. Health and Social Care Information Centre, and-place/England. the Council. Presentation. Leeds, 2015. http://digital.nhs.uk/catalogue/PUB19295/ 29 Gould, J., and C. Gould (2016) Coventry: The Making of a 47 http://www.coventry.gov.uk/news/article/1501/council_ HSE2014-ch10-child-obe.pdf Modern City 1939-1973. London: Historic England. budget_looks_to_protect_services 64 See http://www.communitydance.org.uk/developing- 30 Coventry’s Ricoh Arena is situated within 2 hours drive of 75% 48 http://www.artscouncil.org.uk/sites/default/files/download- practice/international-conference/keynote- of the country. See: http://www.cwlep.com/sites/default/files/ file/Copy_of_APS_2yr_average_long_list.xls presentations-2014 business_guide_2014-16.pdf 49 Coventry Household Survey 2016 65 Slay, J. (2016) The Art of Commissioning: How Commissioners 31 https://canalrivertrust.org.uk/enjoy-the-waterways/waterway- Can Release the Potential of the Arts and Cultural Sector. 50 See: https://www.thersa.org/action-and-research/rsa- arts London: New Economic Foundation. projects/public-services-and-communities-folder/heritage- 32 Coventry City Council (2016) Charterhouse Heritage Park and and-place/England. 66 Bagwell, S., Bull, D., Joy, I. & Svistak, M. (2014) Opportunities Trail. Available from: www.coventry.gov.uk/councilmeetings. for Alignment: Arts and Cultural Organisations and Public 51 Only 4% of schools in Coventry have Artsmark Awards in Sector Commission. London: New Philanthropy Capital. 33 Beam (2016) A Manifesto for the Public Arts: The Arts, People 2015 (vs. 8% in England). and Place. Available from: http://www.beam.uk.net/wp- See: http://dataportal.artscouncil.org.uk/data-portal. content/uploads/2016/05/160607-MANIFESTO-revised.pdf. html?areacode=E08000026. 34 The Research Solution (2015) Coventry Tourism Economic 52 The 2016 Godiva Festival recorded 148,000 visits. See: http:// Impact Assessment 2013. Available from: http://www. www.godivafestival.com/news/article/31/festival_fever. coventry.gov.uk/download/downloads/id/15995/coventry_ tourism_economic_impact_assessment_2013. 70 71 COVCULTURE.COM THE RICH DIVERSITY OF THE POPULATION OF COVENTRY IS A KEY CULTURAL STRENGTH AND PROVIDES A PLATFORM FOR A WIDE RANGE OF NEW AND TRADITIONAL FORMS OF EXPRESSION

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