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Milton Keynes Heritage, Museums and Archives Strategy, 2014 – 2023

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Milton Keynes Heritage, Museums and Archives Strategy, 2014 – 2023 ANNEX B Milton Keynes Heritage, Museums and Archives Strategy, 2014 – 2023 ‘Aerial view of Milton Keynes twenty years into the future’, Helmut Jacoby for MK Development Corporation, 1974 Milton Keynes Council, March 2014 Heritage, Museums and Archives Strategy 2014 - 2023 CONTENTS 1 Introduction and Long Term Vision 1.1 Cultural vision 1.2 Strategic position 1.3 Challenges 1.4 Promise 2 Strategic Priorities 2.1 Strategic Priority 1: Enhance identity a Aim A: People b Aim B: Place 2.2 Strategic Priority 2: Increase opportunities a Aim C: Community b Aim D Learning 2.3 Strategic Priority 3: Actively Celebrate a Aim E: Events b Aim F: Communications 3 Delivery 3.1 Delivery Plan 2014 - 2023 3.2 Sector Leadership 3.3 Annual Review Reporting and Scrutiny 4 Appendices 4.1 HMAS Delivery Plan, 2014 - 2023 4.2 HMAS Public Responses, January 2014 4.3 Connected Communities Event Report, October 2013 Photos produced courtesy of MK Council and its partners and not to be reproduced without permission. MK Council thanks the following partners for the use of these photos depicting their venues and/or collections: Bletchley Park, Centre for Buckinghamshire Studies, Living Archive, MK CDC, MK Heritage Association, MK Museum, Parks Trust MK, Simon Meddings Associates. 1. INTRODUCTION AND LONG-TERM VISION The Milton Keynes Heritage, Museums and Archives Strategy (HMAS) 2014 – 2023 and its accompanying documents set out the vision, plan, major programmes and projects that have been identified by stakeholder engagement as strategically vital for the future of Milton Keynes, the needs of its growing number of ‘citizens’ and its reputation amongst ever-increasing visitors. Building on the success of the first ever strategy in 2008 – 2013, which brought together 35 partners of all areas,i the new strategy will continue to transform heritage activity, delivery and infrastructure to establish by 2023 a World Class City. As a designed ‘New Town’ and regional centre with international aspirations, this strategy will recognise the distinctive blend of old and new, urban and rural and commercial and community that makes Milton Keynes truly unique. Milton Keynes Council (MKC) is the owner of this strategy but, as with the previous strategy, for successful delivery partners in the heritage, voluntary and private sectors are essential. It is fortunate that Milton Keynes has established heritage organisations that have led the sector forwards over the past forty years and in the last five years the strategy has been to develop leadership, capacity and expertise within those specialist partnerships, promoting their work of international significance in areas of collections, events and volunteering activity to necessitate step-change. Following a long tradition of partnership working across Milton Keynes by the MK CASE STUDY 1: YOUNG HERITAGE HUNTERS ii The MKHA works with its members, local schools, Heritage Association (MKHA), this vehicle, Heritage Lottery Fund, Milton Keynes Council, supporting grassroots heritage, continues Living Archive and other partners to run a Young to thrive and grow with 60+ members Heritage Hunters Programme to engage children across Milton Keynes, Bedfordshire, with their heritage through collections, sites visits Buckinghamshire and Northamptonshire, and exploration. This provides research, analytical, spatial development and IT skills and a mirroring the more recent South East greater understanding of and interest in their Midlands Local Enterprise Partnership heritage. Their work is professionally curated and (SEMLEP) development to bind the region exhibited in Discover Milton Keynes Showcases together in common interest and focusing across Milton Keynes and they get to experience on economic development, transport an evening launch event with VIP guests. networks and distinctive cultural identity. In April 2011, five independent museum and archive partnersiii with significant collections and public delivery, agreed to form a consortium joint programme under the MK Collection brand. Although in its early stages, this partnership already accounts for 200,000+ annual public visits to their venues and by working together, a ‘critical mass’ of resource, supplemented by the Council and external funding, will deliver the heritage impact desired to help put ‘MK’ on the international destination map and work with the greatest number and range of communities within the borough. Page 3 of 12 2008 – 2013 saw £15 Million of funding secured to develop infrastructure, collections and activity, particularly around archives and museums venues, with implementation to continue during the new strategy. More work is needed to secure Milton Keynes still relatively unknown historic environment, protect unique wildlife and biodiversity, parks and open spaces, better utilise transport and communication links and above all to retain the key design approaches, sense of place and local identity felt by all, whether that is within a ‘New Town estate’, historic town or village or modern new development that all come together to make Milton Keynes. Therefore, the new strategy will be a Heritage, Museums and Archives Strategy to recognise the work in each of these separate disciplines. Although more evolutionary than revolutionary, the strategy retains its ambitions for the sector; advocating that Milton Keynes aspires to become a World Class City, working across cultural sectors, strategies, shared themes, objectives and promises, to showcase its distinctive heritage. 1.1 Cultural Vision The Heritage, Museums and Archives Strategy sits within a portfolio of strategies that have been produced to support a wider cultural and sporting offer in Milton Keynes. These strategies include the Arts and Public Art Strategy and the Sports and Active Communities Strategy and they underpin the strategic cultural statement and vision: ‘Culture in Milton Keynes is a term that means different things to different people. We believe that cultural participation is where people of all backgrounds come together with shared interests and passions. Together with the environment in which cultural activities take place, culture includes all the things that define our lives, connect our communities and represent the values we pass on to other generations’. Jointly the strategies will aim to deliver the cultural vision: ‘By 2023 we will be recognised as being world class.’ This strategy will deliver the Heritage Vision; ‘Heritage at the heart of Milton Keynes and a force for social, economic and cultural vitality.’ CASE STUDY 2: BLETCHLEY PARK Now an international name and major success story, it was only five years ago that Bletchley Park still faced an uncertain future. Thanks to a project model of Council and external national funding partners (in this case English Heritage and Heritage Lottery Fund), led by specialist expertise of a third sector independent trust (Bletchley Park Trust), this historic site has been secured for the nation and helped place Milton Keynes firmly in the spotlight as a major visitor destination. This model is now being applied successfully to other major heritage projects to deliver the critical step-change to become an international city. Page 4 of 12 1.2 Strategic Position Heritage has a prominent position within the MKC Corporate Plan under the theme ‘World Class MK’; 'Milton Keynes will be recognised internationally for its distinctive arts and heritage', yet the Plan also offers other areas for heritage to contribute. ‘Living in MK’ emphasises that people will have choice and control, ‘Working in MK’ highlights training to improve skills , ‘Visiting MK’ commits to a strong reputation as a visitor destination and a ‘strong leisure, retail and cultural offer’ and ‘Cleaner, Greener, Safer, Healthier MK’ commits to high quality open, green public space and buildings. All of these commitments can be reflected within this strategy. Additionally, heritage continues to work across the local authority and wider political landscape of Milton Keynes and in key strategic documents such as the Core Strategy, emerging MK Local Plan, Economic Strategy and Health & Well-being Strategy. Heritage is also vital to major external partners like parish councils, the Parks Trust, MK Community Foundation, Community Action MK and the commercial and business sectors to deliver their aspirations for the regional, national and international standing of Milton Keynes. The development and growth of heritage in Milton Keynes has been led by MKC and its heritage delivery partners and underpinned by our national partners the Heritage Lottery Fund, English Heritage, Natural England, Museum, Libraries and Archives Council (until their closure in 2012), The National Archives and since 2012 Arts Council England. This successful model of partnering local authority and external funding with third sector heritage delivery expertise will be a continuing focus in this strategy. 1.3 Challenges The major challenges facing the Heritage, Museums and Archives Strategy over the next ten years can be summarised as follows: Image and Perception – Public consultation has demonstrated that even after the success of the first strategy in raising the profile of heritage, there is still a continuing (mostly external) perception that Milton Keynes is a New Town with little or no heritage. In spite of projects like Heritage Open Days, Bletchley Park and MK Museum, there is still a lot of joint marketing, promotion and profiling required, particularly with the historic environment and the heritage
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