Cornwall's Creative Manifesto. Manifesto Awenek Kernow

Cornwall's Creative Manifesto. Manifesto Awenek Kernow.

The future of the UK's leading rural creative economy

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MANIFESTO DESIGN This has been formatted in-house to move it away from a plain Word document. We are working with a Cornish design company to create a final version that will reflect Cornwall’s creativity. CONTENTS

Foreword: Cornwall's Creative Essence Leading from the Edge 1 Cornwall's Creative Economy: Our extensive ecology 2 Our 10 Key Manifesto Actions and Commitments 4 Our in-built benefits 6 The philosophy of our rural creative economy 7 Expanding our indicators 8 Our Creative Ambitions for Cornwall 9 Our Ambitions for our Communities 10 Our Ambitions for Evolving our Ways of Working 13 Our Ambitions for our Creative Talents 14 Our Ambitions for our Inclusivity and Sustainability 16 Our creative pledges for our Cornwall 19 2020-2025 upcoming investments 21 Cornwall Council strategic frameworks to enable our work 22 CORNWALL'S CREATIVE ESSENCE LEADING FROM THE EDGE FOREWORD

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Julian German Leader

1 CORNWALL'S CREATIVE ECONOMY: Our extensive ecology

Cornwall’s Creative Manifesto will lay to rest any previous confusion about the linkages, or separation, between the cultural and creative sectors, industries and economies. For us, our Cornish creative and cultural working ecology, and its pool of opportunity, is all interlinked and co-dependent. And as we face the future, it is this that makes us competitively advantageous.

We welcome all of the creative industries into the fold, including creative businesses that support and drive income in non-creative sectors. And we recognise the talent, and the crucial skills and impact that every single individual across the creative and cultural industries provides to our collective success.

The breadth and depth, as well as the diverse nature, of our creative ecology, and its membership is spread right across the 3563 square kilometres of Cornwall’s eclectic geography and landscapes.

Our creative ecology includes everything from tiny multi-purpose venues to more than 70 museums. It includes thousands of people who work across our vibrant local events and renowned festival sector to medium sized digital businesses, in demand across the globe. It takes in mobile and micro libraries as well our phenomenal archive at Kresen Kernow.

This ecology grows continually and exponentially. Talented graduates from Falmouth University often chose to stay and either set-up, or work within, creative endeavours. Imaginative Cornish people of all ages set-up new enterprises daily. And our creative and business support bodies provide vital insights, information and help for creative businesses seeking relocation opportunities.

Collectively, it is all the artists, all the entrepreneurs, all the designers and all the makers, inventors and creators who, drive our economy ever-forward.

That collective input means that as we enter a period of transition and of new challenges, in Cornwall our creativity will enable us to navigate and evolve during this time. Our creative sector, and the subsequent economic value, is growing faster than any other sector - at twice the rate of the UK economy. Our creative industries are the third largest employer in our region and the most likely source of future high growth companies and higher value jobs.

2 That collective input means that as we enter a period of transition and of new challenges, in Cornwall our creativity will enable us to navigate and evolve during this time. Our creative sector, and the subsequent economic value, is growing faster than any other sector - at twice the rate of the UK economy. Our creative industries are the third largest employer in our region and the most likely source of future high growth companies and higher value jobs.

Alongside our colleagues at the Cornwall and Isles of Scilly Local Enterprise Partnership, we take the lead in raising our region’s profile, and our success, not just across the UK, but in the global creative economy.

Collectively, we want to further inspire disruption and innovation and create new opportunities for meaningful growth, whilst sustaining and supporting our solid foundations, at company level, but vitally, at an individual level too.

We want to meet the needs of the audiences and communities of the future, ensuring Cornwall is a destination of choice for creative businesses, creative endeavours and therefore of creative and cultural social and economic success.

As part of our ongoing Creative Manifesto work, we will clearly define all elements, and inclusions in the Cornish creative economy, allowing all of our individuals, organisations and businesses to understand and self-identify, establish, and celebrate their natural membership within our pivotal sector.

3 OUR 10 KEY MANIFESTO ACTIONS AND COMMITMENTS

Alongside our values of advocacy, collaboration and innovation, and our detailed stated Ambitions, we have created ten key Creative Manifesto Actions that we will all sign up to, and support, from 2020 – 2025.

We will launch our Creative Manifesto and supporting campaign, encouraging 1 and acknowledging all creative economy players to understand their vital role within the sector, and We will raise awareness of the wide extent of the sector itself, encouraging individuals, organisations and businesses to ‘self-identify’ themselves as key players, inviting them to be involved in our collective ongoing work.

Through enquiry we will support research to define and promote Cornwall’s distinctiveness and influence, and its continual leadership as a rural creative 2 economy. We will refresh, and deepen, our qualitative and quantitative evidence base and by creating a social impact framework we will measure, and prove, our continual impact and UK-wide competitive prowess in delivery across this specific sector in different, and powerfully effective, new ways. Collectively, these elements will provide new insights and measurements of our growth criteria, and inform future strategic decisions to maximise the impact of our work, and the opportunities for our sector.

We will commit to our four Key Ambitions and continue to monitor, recognise and 3 celebrate our collective achievements across these commitments on an annual basis.

We will continue to support the development, creation and programming of our established and emerging creative hubs across Cornwall. Places for creative 4 inspiration, productivity, collaboration and the sharing of practice and ideas. A well-connected network of these creative hubs will ensure Cornwall’s creative economy will be a powerful force.

We will continue to build on and utilise our unique positioning of our Culture Memorandum of Understanding with our co-partners to maximise the impact of 5 all possible opportunities within this strategic agreement.

4 OUR 10 KEY MANIFESTO ACTIONS AND COMMITMENTS

We will work directly with all of our Cornwall Council, and related organisational colleagues, to ensure they understand the vital role of Cornwall’s creative 6 economy, and of the cross-sector and cross-agenda pivotal part that the sector plays in a healthy and successful Cornwall, now and in the future. We will continually encourage and create new and inspiring ‘spaces’ and ways to debate and devise, evolving and identifying new ways of working. We will explore the potential of a sector led network to enable new effective methods to organise ourselves, continually galvanising a new shared, collective voice, vision and set of SMART targets.

We will use the Creative Manifesto to directly engage with politicians, Ministers, key advisors, and organisational leaders and influencers across the UK, and 7 beyond, to ensure that our role as the leading UK rural creative economy is clear and understood. We will continually communicate with them to ensure they are aware of our ambitious route of new measurement metrics and systems and to make them aware of the work they can do to support our continued ambitions of ongoing success.

We will commit to an ongoing celebration of, our heritage, our stories, our landscape and our language. Collectively, these give Cornwall our unique 8 identity and our invaluable cultural DNA. We must continue to draw upon them to enrich the lives of people living, working and visiting Cornwall.

We will continue to engage partners, organisations and individuals to open up 9 and maximise potential funding routes and strategic support to further our creative economy ambitions.

We will use our innate talent to continue to push from the edge. Through this, we will provide opportunities for reflection and hope, and find creative solutions, 10 tangible projects and new multi-platformed and extended delivery mechanisms that prove our key objective – that Cornwall is the UK’s leading rural creative economy.

5 L E A D I N G + R U R A L + C R E A T I V E + E C O N O M Y = C O R N W A L L : O U R I N - B U I L T B E N E F I T S

We haven’t taken position as the UK’s leading rural creative economy lightly. We take our position in consolidating that role, and our future work to drive that position, extremely seriously. And we are ready for it. Over the next five years, via our Creative Manifesto actions, we will define not only what a UK ‘rural creative economy’ is – but what it can be.

In line with Arts Council England’s 10 year Let’s Create strategy we are prepared to play a key part in the shared mission to build ‘a country transformed by culture.’ We join Sir Nicholas Serota and his team in recognising how creativity and culture brings us all together, and how these vital qualities can make us happier and healthier. We join Arts Council England as the key rural region dedicated to exciting, inspiring and delighting – continually collectively enriching our lives, concurrently driving economic and social ‘wealth.’

Within this mission, we also recognise that our Cornish ‘rurality’ traditionally comes with its challenges. However, for the majority of our creative economy members, and our population at large, the benefits of our rural setting far outweigh the difficulties. These advantages include:

A deeply-rooted, creative and cultural ecology with significant numbers of creative practitioners, artists, innovators and cultural and digital leaders inhabiting, and working from, Cornwall. A well-established creative and cultural ecology including museums, archives and libraries; venues; community and professionally organisations and activity; a bespoke creative business support programme; and active higher education partners. An ecology that is predominately made up of freelancers and micro businesses, vital in our dispersed rural creative economy. A dispersed rural population geographically, with the benefit of a defined and continually developing set of workspaces, venues and hubs. Our stories, our language and the evidence of our history, all of which gift us with a competitive edge in a global market and a limitless source of inspiration for creativity and enrichment. A unique Culture Memorandum of Understanding with the key cultural and creative organisations that recognises and commits to strategically working together to provide future funding and crucial support to the ongoing successful development of our vital sector. A strong cultural offer for visitors who return year-on-year to discover, experience, enjoy, gain from and be inspired by our cultural and creative backdrop. A strong national and international presence through our UNESCO Cornish Mining World Heritage Site status and our connection with the Celtic Nations as a designated Minority Status. Critical partnerships with our Higher Education Institutions: University of Exeter, Plymouth University and Cornwall’s own Falmouth University. 6 M A S T E R I N G O U R M I N D S E T T H E P H I L O S O P H Y O F O U R R U R A L C R E A T I V E E C O N O M Y

We believe that a pioneering element of our leadership in this area lies in our ability to identify, understand and highlight the intangible psychology, and the human characteristics that make up, motivate and drive a continually evolving rural creative economy.

Cornwall’s Creative Manifesto, its ambitions and its vision, have been ‘road-tested’ amongst 160+ of those driving forces; people from all of the sectors within our local, rural creative economy.

This engagement process, alongside Cornwall Council’s future visioning and sustainability strategies, provides a set of clear indicators of a ‘philosophy’, or a different mindset, which pumps throughout the veins and brains of those within our creative sector.

As was the case with creative pioneers Bernard Leach (the ‘Father of British studio pottery’) and Barbara Hepworth (the leading sculptural figure in the colony of artists who resided in St Ives after the Second World War), our landscape, our unique language, our environment and our distinctive cultural history - and its undeniable influence - form a critical backdrop for year-round creative inspiration for all our colleagues.

A different psychology, and attitude towards work, life and creativity, and risk-taking, is most definitely present. Our residents’ driving motivations are therefore different to urban creatives, but, without a doubt, our ambitions are no smaller.

Particularly as we collectively head into the challenges of COVID, Brexit and the climate emergency, we believe our cultural DNA, and our distinctive creative mindset can provide a critical reference point and become a source for answers and action for a lifestyle, and a future that we want to define.

This attitude, and innate culture of collaboration, provides Cornwall with a cutting-edge distinctiveness, and competitive advantage as we enter an unsettling period. And it will be this that will continue to attract the 21st century creatives of all kinds: digital, immersive, makers, curators, performers, design, venues making sure they can thrive, and contribute to our rural economic success. 7 R E D E F I N I N G G R O W T H : E X P A N D I N G O U R I N D I C A T O R S

A critical part of any creative or cultural vision or improvement strategy is naturally to encourage growth. And our reputation for fast growth already precedes us.

At this landmark moment, we commit to defining our ambition to continually protect and consolidate, as well as sustainably grow, our Cornish creative sector.

This Creative Manifesto commits to playing a wider role to play in fostering the economic, social and environmental resilience of our creative economy, as well as pioneering, supporting and driving critical growth.

We have redefined a set of meaningful growth metrics. These also deliver on a number of cross-cutting Cornwall Council agendas, as well as being critical elements and success factors that we, and our creative economy colleagues, envision in the social and environmental wellbeing and diverse fabric of our creative Cornish society.

These growth indicators are in addition to our natural ambition for growth in numbers of jobs, in turnover and in the average salaries, for those working within our creative economy.

These are:

Growth in equality, diversity and inclusion with a welcoming and nurturing approach , recognising that each individual is unique, and recognising our individual differences, personally, professionally and ethnically and socio-economically Growth in community involvement amongst our creative sector Growth in funding support for our individuals and organisations Growth in the ‘export’ of our creative services, work and outputs Growth in understanding the wider impact of our creative economy – culturally, socially and environmentally – in particular placeshaping, wellbeing and climate change Growth in the number of job roles within our creative sector Growth in the financial amount our creative industries contribute to the overall Cornish economy Growth in the per capita income per head of population working in the creative sector in Cornwall

Together with these growth indicators we will develop a new social impact framework, so that our success and impact can be continually measured and considered.

8 T H I N K I N G B I G F O R C O R N W A L L : F O U R K E Y A M B I T I O N S W I T H O T H E R S

Our intention is to develop work plans in 2021 in consultation with a wide range of partners and organisations to meet our four key ambitions. The scope of this plan will be dependent on funding available to us and will be based on SMART (specific, measurable, achievable, realistic and timebound) objectives.

OUR STATED AMBITIONS COVER:

1. Our Ambitions for our Communities 2. Our Ambitions for Evolving our Ways of Working 3. Our Ambitions for our Creative Talents 4. Our Ambitions for our Inclusivity & Sustainability

9 1 . O U R A M B I T I O N F O R O U R C O M M U N I T I E S

We want everyone in Cornwall’s communities to have more opportunities to participate in and benefit from culture in the area. We would also like to enable the creative ideas of our communities to have the support they need to flourish and thrive. We will ensure that as many people as possible are able to enjoy and take part in culture and that young people in particular are inspired and supported to realise their ambitions.

Under this ambition, we will focus on the following: P L A C E M A K I N G Culture in the wild: developing our global expertise and reputation from community festivals to high-quality work in exceptional spaces. Ordinalia celebratory events in 2021 – supporting St Just and District Trust CIO and Kneehigh Theatre, plus the Out of the Ordinary Exhibition at Kresen Kernow. Regenerating our towns: consulting on empty shops and old buildings which could be home to artists and creatives, developing town centres’ vitality. Projects such as the Heritage Action Zone in Redruth, and the redevelopment of the Cattle Market in Liskeard are creating mixed use schemes that support creative industries and help bring life back to town centres. Where the retail role of town centres is radically changing, culture and creative industries can provide active new uses for historic buildings and retail units and activity and engagement opportunities to attract residents and visitors. We will work closely with our Towns Deal areas – Penzance, St Ives, Camborne and Truro and with other towns through Cornwall Council’s Vitality Towns Fund to ensure the vitality of our Cornish towns. Cultural Programming: encouraging towns and villages to develop a programme of events and activities amongst community facilities. Working with key partners such as Feast and C365 to support and spot opportunities for the programming of year-round cultural calendar of community events in all parts of Cornwall. This will form part of the work that CLASH - Cornwall’s climate and sustainability hive for the creative sector – is leading on to develop a sustainable cultural tourism offer. Creative new use of community street spaces Recent pedestrianisation of Truro city centre and the healthy streets project in Penzance create new opportunities to use streets as social spaces for performance, social events and spaces for social interaction. Cornwall’s sustainable transport policies support active travel and could create opportunities in other Cornish towns for new social spaces. 10 O U R A M B I T I O N F O R O U R C O M M U N I T I E S

Under this ambition, we will focus on the following (continued): P L A C E M A K I N G

Cornish culture: Full protection of our tangible and intangible cultural assets, including recognition for the Cornish as a national minority under the Framework Convention for the Protection of National Minorities. Further develop the role of the Cornish language as part of modern Cornish culture. The annual FylmK film competition managed by Screen Cornwall creates opportunities for Cornish film makers and by using Kernewek ensures Cornwall’s creative industries are showcased at international festivals such as the Celtic Media Festival. The Cornish National Music Archive is compiling a library of Cornish music in all its forms. Kan Rag Kernow (Song for Cornwall) will develop as a showcase for Cornish musicians along the model of Kernow in the City in London, while giving more support to young musicians to represent Cornwall in international festivals such as Lorient. Working with the Cornish Heritage Trust to develop a cultural centre to provide base support for a range of cultural organisations that operate in Cornwall. There are many small community organisations working on different aspects of Cornish culture that could have more impact with shared base infrastructure, and a centre would nurture new collaborations and vitality. Nurturing and developing everyday culture: as part of active community life for everyone. Cornish Curriculum: Developing a Cornish curriculum to drive a Cornish perspective in collaboration with local cultural venues and organisations. Creating more opportunities: for Cornish young people to get involved in Cornish culture and to support participation in international events to showcase Cornish our culture and talent. Our language: ensuring it is used in new ways in film, music, digital apps and other ways and promoted widely. The Cornish World Heritage Site: actively managing and promoting to protect its historic structures and landscapes and drive international connections.

11 O U R A M B I T I O N F O R O U R C O M M U N I T I E S

Under this ambition, we will focus on the following:

P A R T I C I P A T I O N / T A K I N G P A R T

Promotion of events and happenings to encourage new audiences Taken as a whole, Cornwall has a dynamic cultural scene, but travel within Cornwall can be difficult and it can be less easy to try things out than in an urban area. Many cultural organisations already have good outreach programmes and we will work with partners to nurture new collaborations that are mutually beneficial in cross- fertilising audiences. Major events: as part of our aspiration to be the UK’s leading rural creative economy, we will host more events with a national/international profile. Ideas include: Hosting the Celtic Media Festival in Cornwall within the next 5 years. Hosting the Grand Depart of Tour of Britain in Cornwall in 2021. Hosting the Women’s Tour of Britain in Cornwall within the next 5 years. Hosting a major prize announcement in Cornwall within the next 5 years, such as the Turner Prize or the Man Booker Prize. Developing the profile of international events that already take place in Cornwall such as the International Male Voice Choir Festival. Recognising the role of major events such as Boardmasters, the Eden Sessions, Leopallooza and into the Wyldes in Cornwall’s cultural life and creative economy. Really Taking Part: working with the Creative, Health and Wellbeing Partnership on an action plan that increases wellbeing in our communities through participation in social activities and via archives, museums, libraries, and other vital hubs. Acknowledging and profiling the existing work of museums, libraries and other cultural venues in their engagement with our communities. Through local and national initiatives such as Fun Palaces, they use their buildings and resources to inclusively engage with Cornwall’s residents and visitors. Working with partners to deliver events in our streets, our landscape and where people are. To create surprising events that capture the imagination, meld culture with place as Cornwall has always done – in taking events into the heart of our communities. Supporting events and activities where the community actively takes part such as the St.Just Ordinalia performances in 2021, and the Kerdroya project on Bodmin Moor. The annual school games are an opportunity to feature a wider range of activities including cultural ones.

12 2 . O U R A M B I T I O N F O R E V O L V I N G O U R W A Y S O F W O R K I N G

We want to explore and enable innovative and collaborative ways of thinking and working that support our dispersed cultural and creative sector communities. The response to COVID-19 showed how brilliantly adaptable the sector can be in extraordinary circumstances, and we believe it’s our mix of ideas, skills and resilience that have a crucial role in leading Cornwall’s renewal and recovery over the next five years.

Under this ambition, we will focus on the following:

Evidence and advocacy: creating a baseline and a robust framework for monitoring and evaluating and creating a social, cultural and economic impact. Networks and support: exploring the impact of these tried and tested models, reviewing gaps and areas for development, particularly for our freelance population and micro creative businesses – in partnership with the Cornwall and Isles of Scilly Local Enterprise Partnership exploring the development of a network/platform to facilitate collaboration and voice for Cornwall’s in the creative sector. Digital technologies and skills: meeting the needs of dispersed groups, including our large number of freelance creative practitioners, and explore new ideas for connecting and strengthening the sector digitally – working in partnerships with the Cornwall and Isles of Scilly Digital Skills Hub along with ground breaking projects such as Cornwall Museums Partnership’s wAVE – developing immersive tech solutions with museums to engage with their audiences and communities. The role of our hubs: supporting our cultural assets, creative hubs and workspaces to nurture innovation, skills and collaboration – this will include our involvement in the development of the Cornwall Council led projects Liskeard Cattle Market; Pydar Street in Truro; Tyller a Nerth Cultural Compact in Truro; and the Creative Cluster in Penzance ensuring these are hubs of collaboration, ideas creation and productivity. It will also involve exploring our role in supporting the introduction of a membership scheme across a range of workspaces across Cornwall. Investment: driving an approach that values R&D, creativity and innovation in the generation of ideas alongside improving productivity, enabling investment and growth in Cornwall’s creative ecology. Areas of key growth: digital, screen, advertising and marketing - identifying particular areas of focus, advocating and spotting growth opportunities for these identified growth areas for Cornwall – this will include the ongoing development of Screen Cornwall in establishing a Growth Fund for new productions and development to be based in Cornwall; the exploration of establishing a Post Production House for Cornwall; and the creation of a Kernow Public Service Media platform.

13 3 . O U R A M B I T I O N F O R O U R C R E A T I V E T A L E N T S

We want creatives to have the chance to thrive in Cornwall at all stages of their life and career.

We will encourage the nurturing and development of all creative talent in Cornwall. We will stand for a diverse and inclusive creative sector, encouraging different pathways for creative talent.

Our work will focus on these areas: Children and young people: to have a better understanding of the creative opportunities in Cornwall and how to access them via different pathways. Graduates: to feel they can stay in or come to Cornwall and thrive in their creative career. Creatives: from diverse backgrounds, who are attracted to, nurtured by and able to thrive in Cornwall.

Our ambitions are linked to three stages of a creative career and we will therefore focus initially on three strands, which have been identified through research and engagement with the sector:

Raising aspirations: campaigning, education opportunities, work experiences. Inclusive creative opportunities: platform for creative opportunities, living wage, apprenticeships, leadership programme. Removing barriers: access to workspace, development of skills, digital infrastructure, networking.

Our work will focus on these areas: Creating new creative talent ‘ladders’: increasing opportunities and removing barriers. Collectively identify needs across the sector: evaluating interventions, and maximising impact. Investigating new funding streams: ensuring the continuity of many of these interventions, as they are currently mainly funded by the European Union.

14 O U R A M B I T I O N F O R O U R C R E A T I V E T A L E N T S

We aim to deliver this through the following projects and strands of work:

Collaboration with the sector to encourage more apprenticeships and work experience opportunities from all sections of our communities. Building pathways that allow and support for greater diversity into Cornwall’s creative industries, working in partnership with key local and national organisations. Working with colleagues to collate and curate a Cornish Cultural Curriculum – sharing the excellent cultural and creative education that our sector offers while evidencing the roles and professions that are available in Cornwall. Spotting and galvanising opportunities to develop the new creative leaders in Cornwall in partnership with key organisations such as Creative Kernow, Hall for Cornwall, Arts Well, Cornwall Museums Partnership, Screen Cornwall and Falmouth University. Establishing the Creative Cornwall Calling Crowdfunder campaign – supporting the creative sector in its recovery whilst developing support and raising the profile all across Cornwall’s cultural and creative sectors. Working with the Cornwall and Isles of Scilly Digital Skills Partnership – ensuring representation of Cornwall’s creative industries and addressing digital needs in collaboration with multiple agencies. In partnership with the Cornwall and Isles of Scilly Local Enterprise Partnership exploring the development of a network/platform to facilitate collaboration and voice for Cornwall’s in the creative sector. Continue to support and develop dispersed creative workspaces for the creative sector that provide affordable workspaces, collaboration, ideas creation and productivity resulting in place-based growth. This includes Krowji 2 in Redruth, Liskeard Cattle Market, Pydar Street in Truro, the Creative Cluster in Penzance alongside partners led projects such as IntoBodmin, The Work Development Centre in Par and Newquay Community Orchard’s Incubator and Community Hub. It will also involve exploring our role in supporting the introduction of a membership scheme across a range of workspaces across Cornwall. This will include our involvement in the development of the Cornwall Council led projects Liskeard Cattle Market; Pydar Street in Truro; Tyller a Nerth Cultural Compact in Truro; and the Creative Cluster in Penzance ensuring these are hubs of collaboration, ideas creation and productivity. Developing a new database for the cultural and creative industries in Cornwall launching in 2020 the aim is to have 1,000 contacts by 2022.

15 4 . O U R A M B I T I O N F O R O U R I N C L U S I V I T Y A N D S U S T A I N A B I L I T Y

We want to increase the number, diversity and inclusion of local residents engaging with culture and the creative industries whilst encouraging environmental and business sustainability for the creative sector.

Inclusivity Our initial goals focus on:

Seeking opportunities for new research: we will review the current information and activity, to establish best practice and asses where the gaps are, and in which individuals within our communities are under-represented. Seeking new funding streams: to develop initiatives that seek to understand the barriers to participation, and invite under-represented groups to work with us to design and develop services and programmes that are relevant to them. New opportunities: providing and enabling others to provide, access to cultural experiences for all, encouraging pathways into employment using our cultural and creative assets.

It is critical that our cultural and creative history and its growth is open to all voices, experiences and perspectives, while our growth is developed in a sustainable and thoughtful way.

Developing such knowledge and acting upon it will increase the value of cultural services and the creative industries to a wider cross-section of our community and enhance their organisational sustainability as a result.

The delivery of this ambition will focus on aspects such as:

Re-evaluating and presenting our cultural offer and collections in collaboration with under-represented groups, to better reflect their interests and perspectives. Rebalance the workforce at entry level both on the basis of ethnicity and socio- economic position. Focusing delivery and engagement in areas of highest deprivation, such as former mining communities in Cornwall’s Mining World Heritage Site Supporting affordability, and low carbon means to access cultural facilities and activities. Supporting inclusive training and employment pathways. 16 O U R A M B I T I O N F O R O U R I N C L U S I V I T Y A N D S U S T A I N A B I L I T Y

Inclusivity (continued) We will deliver on this through the following projects:

Developing a Cornish Curriculum which will involve live and digital content. Directly through our Cornish Mining World Heritage Site status commissioning activity and in our exhibition programme at Kresen Kernow - including interpreting our collections and how they reflect migration stories and experiences of both migrant and receiving communities.

17 O U R A M B I T I O N F O R O U R I N C L U S I V I T Y A N D S U S T A I N A B I L I T Y

Our environment and natural capital have always been essential to our culture and creativity, and our sector will contribute to the stewarding of these vital assets, and measures to address climate change and reduce carbon emissions. Sustainability We will encourage environmental sustainability, both in terms of our contribution to and mitigation of climate change impacts, and in developing organisational and community resilience. Our ambitions focus on aspects where Culture and the Creative Industries can affect societal change our communities and the visitor economy.

Partnership working: to create a framework for our cultural and creative sectors contribution to Cornwall Council’s Carbon Zero action plan the Good Work Standard and Julie's Bicycle. Signposting and incentivising engagement: by using frameworks that promote sustainable businesses and organisations such as B-Corp. Requiring inclusive and diverse operational procedure from our partners: including in their governance, recruitment and audience engagement. Identifying good practice models: for climate and community focus. Contributing to the creation of a sustainable cultural tourism offer for Cornwall: building on community led, justified and careful approaches. Engaging: with other, different, sectors and groups working on the same issues to ensure a coherent and collaborative effort across Cornwall.

Our delivery will include working alongside:

CLASH - Cornwall’s climate and sustainability hive for the creative sector – is leading on to develop a sustainable cultural tourism offer. They offer business training, networking and opportunities for activism tailored to the creative and cultural industries. ‘Tin Coast’ Partnership, community led sustainable destination management programme based in the far west of Cornwall.

And leading the delivery on:

Experience - aiming to develop a new experiential tourism strategy to extend the tourism season (Oct-Mar) in different regions of France and the UK, including Cornwall. Highlighting key issues around sustainability including Cornwall’s Mining World Heritage Site up and coming ‘Enys Men’ film, highlighting the environmental impacts of industrial activity, and the need to support and restore biodiversity, to a national audience. 18 OUR CREATIVE PLEDGES FOR OUR CORNWALL

Tim Dwelly Portfolio Holder for Culture, Economy and Planning

19 2 0 2 0 - 2 0 2 5 O U R C R E A T I V E M A N I F E S T O I N A C T I O N :

A F L A V O U R O F O U R U P C O M I N G I N V E S T M E N T S

Future Workspace Projects include: Liskeard Cattle Market and Penzance Creative Cluster. A Creative Industries workspace demand study undertaken in 2019 indicated similar levels of demand in Liskeard and Penzance. Digital and Creative Workspace will be the first phase of the Liskeard Cattle Market Redevelopment, whilst the Penzance creative cluster will be part of the High Street Funds Initiative. Together with Hayle Renewables Business Park, the Council will invest over £10m into these three flagship projects which have associated ERDF bids.

Pydar Street Redevelopment: this large-scale regeneration project, circa £170m, in central Truro will encompass housing, leisure, community facilities, green spaces and The Hive Creative Industries Hub.

The Hall for Cornwall: £3m Council investment has been made into this major capital reinvention of Cornwall’s largest performing arts venue which will reopen in late 2020.

We have also supported Halls for Cornwall Programme with a £200,000 investment to improve the quality and sustainability of community venues in Cornwall. In South East Cornwall, Sterts Theatre has been given additional support to recycle an entire building. Repurposing a former cricket pavilion will unlock a series of improvements across their site.

Truro’s Cultural Compact - Tyller a Nerth, which explores new ways of partnership working to unlock better engagement and ownership by diverse communities in their local cultural offer.

Culture Card investment into a cultural programme for looked-after children and care leavers, being delivered by Cornwall Museums Partnership.

20 W E H A V E E S T A B L I S H E D A N U M B E R O F C O R N W A L L C O U N C I L S T R A T E G I C F R A M E W O R K S T O E N A B L E O U R W O R K

In 2019 Cornwall became the first place to bring together a Culture Memorandum of Understanding with Cornwall Council, Arts Council England, Cornwall and Isles of Scilly Local Enterprise Partnership, National Lottery Heritage Fund and Historic England joining together to reinforce their commitment to work closely together to promote Cornwall’s distinctive creativity. The MOU partners meet three times as year as a strategic Culture Investment Board.

Working with the Cornwall and Isles of Scilly LEP, the Creative Industries Task Force, of which Cornwall Council is a member, is driving strategy and advocacy. We are encouraging cross-service partnerships including investing in and working with Arts Well on the establishment of the Creative, Health and Wellbeing Partnership.

2018’s Tech Nations Report identified that for Cornwall’s creative industries our key strengths and emerging trends lie in digital, screen (including immersive tech), and advertising and marketing. “Cornwall’s digital tech cluster might be small, but it is increasingly mighty – centred on Redruth and Truro, but expanding to Camborne, Falmouth, Newquay and beyond. People and businesses come for the coastal quality of life. They stay, however, for the community and the connectivity.”

Screen Cornwall: We are further encouraging growth by supporting the development of the new screen agency for Cornwall, through both Council and LEP investment. Increases within the creative and digital sector are highlighted by the doubling of jobs in computer programming, consultancy and related activities, with the creation of 1,050 jobs between 2012-2017 (source: CIoS LIS Evidence Base).

21 Cornwall's Creative Manifesto. Manifesto Awenek Kernow.

THANK YOU It was extremely important to us that our Creative Manifesto engagement process led by the Hall for Cornwall was independent and sector-facing. This was done in parallel to engagement with Cornwall Council Members, Directorates and colleagues, alongside key sector organisations and networks including: Cornwall’s Culture Memorandum of Understanding partners; the Cornwall and Isles of Scilly Local Enterprise Partnership’s Creative Industries Taskforce; and Cornwall and the Isles of Scilly Digital Skills Partnership. Our Culture and Creative Economy Team would like to thank all of the participants for their much-valued time, thinking, energy and crucial feedback, ideas, comments and input into this vital process.