Cultural Strategy Business Plan 221206.Doc This Business Plan Is a Draft and Is Still Subject to Alteration

This Business Plan is a draft and is still subject to alteration. This plan is not scheduled for completion until March 2007 Appendix 1 Cultural Strategy, Strategic Marketing, Events and Visitor Services. Cultural Services Chief Executive’s Department Draft Business Plan 2007/08-2009/10 1 H:\CommitteeServices\O&S REPORTS\SocStrat\Jan 07\Appendix 1 Cultural Strategy Business Plan 221206.doc This Business Plan is a draft and is still subject to alteration. This plan is not scheduled for completion until March 2007 Part One: Context: Introduction from the Strategic Director, Eamonn Boylan, and Lead Executive Member, Councillor Mark Hackett Manchester has a proud history of creativity and innovation. Essential to our ambition to become a world-class city is the priority to deliver high quality cultural services that directly contribute to the economic success of the city and enable people to reach their full potential. Cultural activities, sports, parks and open spaces enrich local neighbourhoods, provide opportunities for individuals to participate, to acquire skills, and to build good relationships with each other. The successful delivery of the priorities of the city’s Cultural Strategy has been largely achieved by strong partnership working with the public, private and voluntary sectors as part of the Manchester Cultural Partnership. The development of brand Manchester—the original modern city—and a vibrant calendar of city centre and community-based events enhances the reputation of the city, attracts increasing numbers of visitors, creating wealth and employment opportunities, positioning Manchester as a modern European city—a cultural destination. The Cultural Services Division comprises Libraries and Theatres, City Galleries, Sport and Leisure Services, Cultural Strategy, Strategic Marketing and Events and Visitor Services. Over the past 12 months, with the appointment of the Assistant Chief Executive responsible for Cultural Services, one of the key objectives has been to achieve greater collaboration and integration across these services. With a combined budget in excess of £35M and a workforce exceeding 1200, these services play a significant role in the delivery of Manchester’s Community Strategy. Cultural Services were inspected by the Audit Commission early in 2006 and were judged to be Good with Promising prospects for improvement. Separate Business Plans have been prepared for Libraries and Theatres, City Galleries and Leisure Services. This Business Plan documents the service and budget objectives for the Cultural Strategy Team, Strategic Marketing, Events and Visitor Services Service Overview Cultural Strategy Main Functions and Aims The Cultural Strategy Team (CST) provides a centralised focus for the implementation and development of Manchester’s Cultural Strategy, facilitating the work of the Cultural Partnership. The work is directed towards the twin goals of increasing participation in culture by the people of Manchester, and visioning culture as a means to improve the profile of the City to attract people to visit, live, work and learn in Manchester. As such, the work delivers directly to the three spines of the Community Strategy. 2 H:\CommitteeServices\O&S REPORTS\SocStrat\Jan 07\Appendix 1 Cultural Strategy Business Plan 221206.doc This Business Plan is a draft and is still subject to alteration. This plan is not scheduled for completion until March 2007 CST is a significant resource, unique to Manchester, which coordinates cultural delivery across the city by strengthening external partnerships across the whole remit of culture. At the same time, CST contributes to cross-departmental working to optimise the benefits of cultural activity within the service delivery departments of Leisure, City Galleries and Library and Information Services and by working alongside Marketing and Events. Increasingly Culture is recognised as a tool to deliver corporate priorities within the Children’s Plan, Economic, Crime and Disorder, and Health priorities. NRF investment has enabled activity that delivers direct impact at community and ward level. CST sits within the Cultural Services directorate and also works closely with service departments in the Regeneration division of the Chief Executive’s department. The Head of Cultural Strategy reports to the Assistant Chief Executive: Culture. CST is both a strategic and a service delivery team, working with internal and external partners seeking to maximise opportunities and benefits, share best practice and enable new projects and policies to be developed. In April 2005, the structure of the Team was reviewed to consolidate the work of the Cultural Partnership and to re- position the Team in line with corporate priorities including: the Strategic Regeneration Frameworks with associated area coordination and ward planning agendas; the priorities of the Children’s Plan area focused working; the service improvement agenda; and increasing responsibilities, for example responsibility for the Council’s cultural revenue clients and the extension of feasibility work for cultural capital projects. CST has now been restructured into three sub-teams, covering the three strategic areas of Policy and Performance Management, Cultural Regeneration, and Strategic Capital Projects. Principal Functions (as defined in the Project Mandate for the Service Improvement Project) Policy and Performance Team • Lead responsibility for Cultural Partnership functions within the LSP. • Coordination of local and regional data collection within context of Cultural Strategy performance indicator schedule to meet needs of LPSA II target, CPA and MIP. • Completion of cultural audit to ward level with the Corporate Improvement GIS approach. • Act as local lead on research partnership to instigate research and evaluation for: quantifiable economic and social impacts; structured anecdote; and measures for validating partnership working. • Development of Toolkit to measure Impact. Development of Communications Strategy, including the annual Cultural Strategy Action Plan, reports and advocacy materials. • Monitoring and evaluation framework, in particular for NRF, to deadline and budget. Exploration and testing of new finance and funding models for benefit of the cultural sector. 3 H:\CommitteeServices\O&S REPORTS\SocStrat\Jan 07\Appendix 1 Cultural Strategy Business Plan 221206.doc This Business Plan is a draft and is still subject to alteration. This plan is not scheduled for completion until March 2007 Regeneration Team • LPSA II Culture Target – Culture integrated to Regeneration strategic frameworks. Delivery of culture programme in regeneration area wards: • CS Action Plan for 2005-06 integrated to Regeneration Areas through the Cultural Regeneration Officers and communications across CS action plan partners and local area delivery. • Coordinate new Public Arts Strategy through the Strategic Regeneration Framework plans. • Development of cultural projects across thematic partnerships with a focus on children and young people, older people, and Health: ▫ Partnership to establish a Culture and Health Strategy ▫ Implementation of the Youth Arts Strategy ▫ Training through feasibility projects to enable practitioners to deliver in regeneration areas and raise awareness of potential of cultural cross-delivery approaches • Develop community cohesion and participation through local festivals. • Develop mechanisms for community participation in the International Festival through existing networks, i.e. MYAN, CDAG, Culture Pool, etc. • Ensure NRF and Revenue projects deliver at local level to community engagement/cohesion targets and the CS. Strategic Projects Team Identify and secure significant capital and feasibility resources to ensure their delivery within the aims and objectives of the Cultural Strategy. • Design and implement systems for the assessment of business cases, marketing strategies and funding proposals on behalf of internal and external partners in the delivery of sustainable and innovative cultural projects. • Development and promotion of a shared priorities strategic framework with the Heritage Lottery Fund, English Heritage and Government Office Northwest in order to optimise investment in heritage. • Review of governance/lease arrangements for Council owned organisations and buildings used for Cultural Activities Disseminate intelligence and monitoring of all major cultural capital projects to inform the Gateway Process and identify priorities for the Capital Programme. 4 H:\CommitteeServices\O&S REPORTS\SocStrat\Jan 07\Appendix 1 Cultural Strategy Business Plan 221206.doc This Business Plan is a draft and is still subject to alteration. This plan is not scheduled for completion until March 2007 Indicators The Cultural Strategy has seven overall Key Performance Indicators: • CS.A - Number of Visits to Cultural & Recreational Facilities • CS.B - Percentage of Residents Using Cultural & Recreational Facilities • CS.C - Satisfaction Levels of Those Using Cultural & Recreational Facilities • CS.D - Number of Visits by Education Groups • CS.E - Number of Employment Opportunities in Culture • CS.F - Number of Overnight Visits to Manchester • CS.G - Tourism Contribution to the Economy All seven indicators have over performed for both 03/04 and 04/05 in many cases achieving 2007 targets already. Work is in process to reset baselines and new stretch targets to run in line with the Manchester Community Strategy timeline. Particular growth areas have been number of visits by education groups and

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