DRAFT FOR PUBLIC CONSULTATION – MARCH 2013
20:20 Vision
A Seven Year Strategy for the Arts in Lancaster District
CONSULTATION PROCESS
The development of this strategy is being led by members of Lancaster Arts
Partnership and officers from Lancaster City Council. Please see the welcome
note at the start to get a feel for the context and the ideas behind the strategy.
For one month from the 11th March the Draft Strategy is out there for YOU to
read and send back your thoughts and comments before it gets finalised.
Please structure your comments in the following ways
1. Topics that are missing or under represented
2. Sections that you do not agree with
3. Ideas that you would like including in the ‘examples of practice’
4. Inspirations
5. Anything else including some points about how you would like to
support this initiative
In order that we can build up a good database of people who have contributed
to the strategy make sure you give
Name
Email
Organisation (if any)
PLEASE SEND REPLIES TO
[email protected]
1
DRAFT FOR PUBLIC CONSULTATION – MARCH 2013
20:20 Vision
A Seven Year Strategy
for the
Arts in Lancaster District
CONTENTS



Welcome
The 20:20 Vision
Themes
PRIDE
DISTINCTIVENESS
CONNECTIVITY
ECONOMIC IMPACT
INNOVATION




Who makes it happen
Strategic connections
Inspirations
Impact Assessment
A WELCOME
This strategy is a framework and an evolving document encapsulating the changes that we
hope can be achieved over the next seven years. Achieved with the support of the whole
local arts community including individual artists, producers and all of the professional,
amateur, voluntary and community organisations.
We recognise that there are many artists and producers in the area and only by bringing
everyone in the district together and creating space for everyone to contribute can this
strategy be truly inclusive. The strategy is about working together, developing and
improving collaborative ways of working, avoiding duplication, improving communication
and information-sharing, developing audiences and offering new opportunities to residents
and visitors.
Please find your place within one of the themes and imagine how you can align your
activity and business plan to deliver inspiring work that contributes to the vision.
2
DRAFT FOR PUBLIC CONSULTATION – MARCH 2013
The strategy starts with a vision and then focuses on five themes with outcomes that will
enable us all to find a ways to link our creative activity and ambitions. For each theme we
have then added a few examples of past and future projects.
The development of this strategy is being led by members of Lancaster Arts Partners and
officers from Lancaster City Council. It is designed to align to a variety of local, regional and
national strategies.
We want it to be a living document that will evolve over the years. We will hold an annual
gathering of the arts community to allow for reflection and an opportunity to celebrate
achievements, share models of practice and create new partnerships and ways of working
together.
We look forward to all of the conversations, events, projects and programmes that we will
share along the way.
Thank you
Lancaster Arts Partnership Arts Strategy Working Party
3
DRAFT FOR PUBLIC CONSULTATION – MARCH 2013
20:20 VISION
A Seven Year Strategy for the Arts in Lancaster District
By 2020, creativity and the arts will be the driving force for the celebration and
development of our district
ASPIRATION
To achieve international recognition for Lancaster as a district where culture and the arts
are at the heart of civic life with an exceptional reputation for art, dance, theatre, music
and literature.
CONTEXT
There is great potential for this vision to become reality:
 A unique city district combining historic city, dramatic coastline and stunning
countryside
 An extraordinary cluster of arts organisations and artists
 A changing landscape with capital developments around the castle and in other
areas of the district
 A top 10 UK University, driving knowledge and innovation
Our vision is the driving force behind this strategy and is supported by five key themes, each
with its own set of outcomes. These are:
PRIDE
The arts are a genuine source of local pride, at every level and across all of our communities
Our arts have a regional, national and international reputation for excellence
The arts allow every child and young person to express their individuality
DISTINCTIVENESS
The arts reflect local people’s culture, lives and ambitions
The arts celebrate our unique history and landscape, and enliven our public spaces
Arts events, buildings and programmes symbolise the quality and ambition of the district
CONNECTIVITY
The arts connect to the broadest range of priorities including health and well-being,
environmental sustainability, urban and rural regeneration, the visitor economy, social
care, education, learning and community cohesion.
The arts in Lancaster play a key role in the economic, social and cultural development of
Lancashire and the wider region
ECONOMIC IMPACT
The arts fuel economic activity and underpin the growth of Lancaster District
The arts contribute to the strength of the universities
The arts enable the creation and development of original work and generate valuable
intellectual property
4
DRAFT FOR PUBLIC CONSULTATION – MARCH 2013
INNOVATION
The arts in Lancaster innovate, challenge and surprise
The arts embrace new technologies
The arts drive initiatives for young people and graduates to enable future generations to
take a leading role in the creative development of the district
Proposed Signatories:
The following organisations are committed to working together to support the delivery of
this vision
Chair of LAP, Leader of Lancaster City Council, Leader of Lancashire County Council, Area or
Regional Director of ACE, Vice Chancellor of Lancaster University, Vice Chancellor of
University of Cumbria, Chair of Lancaster and Morecambe Vision Board, Chair of Lancaster
CVS, Chair of the Chamber of Commerce, Chair of the BID Management Team, Principal of
L&M College, Rep of the Duchy of Lancaster, Chairs of each of LAP’s Boards.
5
DRAFT FOR PUBLIC CONSULTATION – MARCH 2013
MAKING A DIFFERENCE
Within each theme there are 3-5 outcomes showing the change that the strategy wishes to
bring about. These are followed by some potential ways that the arts community can
contribute to that change. Every artist and organisation can align its activity to these and
measure it’s achievements in relationship to the whole plan. In this way we can measure
impact annually and gather both statistical evidence as well as case studies that tell the
story.
Finally within each theme there are some examples of practice (past and future) that have
been suggested through the consultation process.
6
DRAFT FOR PUBLIC CONSULTATION – MARCH 2013
PRIDE
OUTCOME
The arts are a genuine source of local pride, at every level and across all of our
communities
We will achieve this through


Attitudinal change from artists: individuals and groups helping deliver the 20:20
Vision
Increased active involvement of the public – as participants, attenders, supporters
and advocates
OUTCOME
Our arts have a regional, national and international reputation for excellence
We will achieve this through



Excellent arts events with a regional, national and international impact
Extensive regional and national press and media coverage
High profile visits from artists of national and international renown to the district
OUTCOME
The arts allow every child and young person to express their individuality
We will achieve this through
 Excellent projects, programmes and events focussed on young people
 Increased level of confidence within the arts community in engaging with young
people
 Higher profile for young people’s work
Some examples of how we might work together to achieve this….





Develop a Lancaster Arts Forum of arts organisations and individuals who agree to
share, champion and deliver this vision through their programmes.
Create opportunities for arts organisations to participate in national touring
networks and international exchanges, study visits and tours.
Develop a Youth Arts Network and Festival that promotes positive representations
of young people.
Work with Curious Minds, the Bridge organisation for the NorthWest to develop an
arts education network of schools in the district whose work ensures all children in
formal education have access to high quality cultural experiences.
LAP and other arts organisations work closely with the library and museums services
to integrate arts programmes into library settings.
7
DRAFT FOR PUBLIC CONSULTATION – MARCH 2013
DISTINCTIVENESS
OUTCOME
The arts reflect local people’s culture, lives and ambitions
We will achieve this through
 Excellent ‘home produced’ events that are made in or inspired by the locality
 Effective media and social media reflecting the distinctive nature of locally-made
work
 Innovative arts projects which reach out to communities who traditionally do not
attend
 Increased confidence within the local arts sector to make original work and to
promote locally inspired events
OUTCOME
The arts celebrate our unique history and landscape and enliven our public spaces
We will achieve this through
 Artistic improvements to areas of public realm – both temporary and permanent
 Further integration with heritage events and programmes
 Arts and culture featuring prominently in the development of the Castle district
OUTCOME
Arts events, buildings and programmes grow to symbolise the quality and ambition of the
district
We will achieve this through
 Increased arts attendances
 Improvements to the existing arts infrastructure
 Support for new venues and exhibition spaces
 Increased funding from ACE into the district
Some examples of how we might work together to achieve this….
 A Festivals and Events Group ensures a joined up approach to festivals and events in
the district
 Existing arts buildings improved by full integration with capital development
schemes
 Collaborations programme an annual sequence of work that responds to changes in
the seasons and works to attract significant visitor numbers
 Representatives of The Lancaster Arts Forum are actively involved in the steering
groups and working groups of all major regeneration and city development projects.
 A number of initiatives are put in place to increase fundraising skill and capacity in
organisations, ensuring increased investment in arts organisations
8
DRAFT FOR PUBLIC CONSULTATION – MARCH 2013
CONNECTIVITY
OUTCOME
The arts connect to the broadest range of priorities including health and well-being,
environmental sustainability, urban and rural regeneration, the visitor economy, social
care, education, learning and community cohesion, through:
We will achieve this through
 An increased range of arts programmes developed with non-arts partners
 The arts featuring as a priority in the strategies and delivery plans of a wider range
of social stakeholders
 Arts events attracting new audiences who previously may not have accessed the
cultural activity
 Improved connections with schools, FE and HE communities across Lancashire
 Environmental sustainability and community cohesion
OUTCOME
The arts in Lancaster play a key role in the development of Lancashire and the wider
region
We will achieve this through
 Raising the profile, and changing the positioning, of the county as a visitor
destination for arts events
 Ambitious partnership working with Lancashire-wide organisations
 Encouraging local arts organisations to develop their regional aspirations and reach
 Transport infrastructure ?
 Championing high quality, cultural diversity and equality in the arts and arts practice
Some examples of how we might work together to achieve this….






Developing arts programmes and projects with the local NHS Trust, Social Services
and transport providers
Maintaining long-term investment in key arts providers and deliverers
Hosting sub regional and regional conferences and training
Working with Marketing Lancashire to ensure that arts and culture are a key driver
to make Lancashire a popular visitor destination
A conference that considers excellent practice in the arts and the social agenda
Involving arts organisations in the city in early planning around regeneration projects and
programmes to ensure high-quality public spaces, public art and creative events are
developed early in the life of the schemes.
9
DRAFT FOR PUBLIC CONSULTATION – MARCH 2013
ECONOMIC IMPACT
OUTCOME
The arts fuel economic activity and underpin the growth of Lancaster District
We will achieve this through
 fostering the creative industries
 attracting visitors
 encouraging investment
 generating employment
OUTCOME
The arts contribute to the strength of the universities
We will achieve this through
 Creating new opportunities to engage with academic teaching and research in the
arts, design and across academic subjects
 Attracting students, staff and visitors to the city for its vibrant cultural offer
 Promoting the district as a culturally vibrant place to host national/international
academic events and conferences
 Fostering graduate retention, especially for arts and creative graduates
 Evidencing how the Universities are engaging with and nourishing the wider life of
the city, breaking down perceptions of 'town and gown'
OUTCOME
The arts enable the creation and development of original work and generate valuable
intellectual property
We will achieve this through
 Fostering the development of a creative cluster of artists and organisations
 Supporting a network of creative industries
 Building a national reputation for digital arts
 Encouraging collaborative projects
OUTCOME
The arts embrace digital innovation, through:
We will achieve this through
 Ensuring new media creative industries flourish and are supported by the arts
community
 Using new media to promote and enable access to Lancaster's cultural activity eg
through live streaming, digital/downloadable content
 Engaging with University-based digital research and technology eg Infolab21
Some examples of how we might work together to achieve this….


Integrating digital media into public events and the design of public spaces.
Carrying out a feasibility study of Lancaster becoming a wireless city centre.
10
DRAFT FOR PUBLIC CONSULTATION – MARCH 2013


Developing innovative ways of exploring the city’s heritage, using digital
technologies, for example digital heritage trails.
An online-based information network for the cultural and creative industries which
is managed by the sector itself. A successful model is the Liverpool KIN network
which uses a web-based platform, regular email updates and a quarterly events
programme for its members.
11
DRAFT FOR PUBLIC CONSULTATION – MARCH 2013
INNOVATION
OUTCOME
The arts in Lancaster innovate, challenge and surprise
We will achieve this through
 Arts programmes and projects breaking new ground and sharing their techniques,
learning and experience beyond the district
 Encouraging new artistic voices telling new stories
 Creative experimentation being supported and cherished
OUTCOME
The arts embrace new technologies
We will achieve this through
 Collaborative projects across the arts and digital sectors
 And…
 And ….
OUTCOME
The arts drive initiatives for young people and graduates to enable future generations to
take a leading role in the creative development of the district
We will achieve this through
 Excellent youth leadership programmes linked to arts organisations and social
agencies
 Programmes of events originated, created and produced by young people
 Exciting developments growing out of the Lancaster Youth Arts Partnership
Some examples of how we might work together to achieve this….


Development of a peer mentoring scheme that enables organisations to pair with
another organisation to engage in knowledge and skills exchange.
An ambitious programme to attract artists to live and work in our district. We
ensure a number of supportive & critical platforms are on offer to support
practitioners to develop work at different stages of development
12
DRAFT FOR PUBLIC CONSULTATION – MARCH 2013
WHO MAKES IT HAPPEN
Overview
The local authority district of Lancaster – with its population centres in the historic city of
Lancaster, the seaside resort of Morecambe, Carnforth and Heysham and the many smaller
villages clustered around and in the rural areas of the lower Lune Valley has a long-standing
tradition of arts activity.
The portfolio of artists and arts organisations includes several groups that were first
founded in the 1970s, and today offer national and internationally recognised music, dance,
theatre and visual arts activities. There are 10 performance venues and 20 art galleries
across Lancaster District.
The city centre in Lancaster, the University campus, the central promenade area of
Morecambe and the rural district within Bowland are all hosts to arts activities and festivals
during the year, drawing on a pool of local talent in performing and visual art. This is a
district where the arts have been primarily supported by three public sector partners - Arts
Council England, Lancashire County Council and Lancaster City Council - working together
and offering core funding since the 1980s.
The district has developed a leading role in the cultural infrastructure of the North West
region, as recognised by the level of support Lancaster receives from Arts Council England.
Lancaster Arts Partnership
The Lancaster Arts Partnership (LAP) is a consortium of arts organisations which exists to
 Offer a strategic vision for the arts in the Lancaster district;
 Increase the profile and importance of arts in the district of Lancaster, regionally,
nationally and internationally;
 Initiate partnership, cross-art and cross-sectoral work that creates new
opportunities;
 Expand the collective knowledge base and effectiveness of the arts sector.
The LAP Member and Associate Companies are:




Green Close: a pioneering visual art organisation specialising in contemporary arts
development within rural and international contexts
Litfest: develops writers, engages readers and audiences, and celebrates literary
excellence through an annual festival and a range of other projects.
Live at LICA: Lancaster University's professional arts organisation combines three
arts venues – Nuffield Theatre, Peter Scott Gallery and Lancaster International
Concert Series – commissioning new work and supporting research, innovation and
early career artists.
Ludus Dance: Ludus Dance is the leading dance development organisation in
Lancashire; the mission is to inspire and engage people with dance.
13
DRAFT FOR PUBLIC CONSULTATION – MARCH 2013



More Music: a community music company based in the West End of Morecambe
and working throughout Lancashire, the North West and internationally, involving
people of all ages and all backgrounds.
Storey Gallery: commissions, promotes and presents contemporary visual art by
nationally and internationally significant artists. Through its work it aims to
stimulate critical thought, debate, and reflection.
The Dukes: produces its own professional theatre productions, young people’s
participation projects, visiting performances, is an independent cinema and
promotes Lancashire talent
Associate members
 Lancaster Musicians Co-operative: rehearsal space, recording studio and
equipment hire at affordable rates.
 Whirlwind Theatre for Children: music-based inclusive theatre, for and with
children.
 Luneside Studios: an arts collective providing space for visual artists working in
various media, particularly oil and canvas.
Across the district there are a host other commercial, amateur and independent arts
organisations and providers ranging from commercial dance schools, galleries and visual
arts groups to amateur performing arts companies and festival based organisations. Please
see appendix for full list
14
DRAFT FOR PUBLIC CONSULTATION – MARCH 2013
STRATEGIC INVESTMENT
The arts in the District has grown and continues to develop a wider reach through the
support of a number of significant investors. They come from a wide range of sectors
demonstrating the added value that the arts in the district makes and the potential for the
arts to be at the forefront of economic and social regeneration.
This is not only investment in artistic practice and creative development but also in
research and innovation, education and learning, employment opportunities and training,
and in new ways of tackling social and welfare issues.
In addition there is a developing investment from private individuals and corporations who
are interested in sponsoring work and being identified with the cultural offer. This includes
the retail and catering trade who are involved both as promoters of events but as
contributors to the cost of events and programmes of work.
The arts link to many local, sub regional, regional and national agendas. The outcomes
outlined within the strategy will deliver many objectives from connected strategies and
should be shown to do so.
Arts Council England is the lead body charged with developing the arts in England. We
champion, develop and invest in artistic and cultural experiences that enrich people’s lives.
We support a range of activities across the arts, museums and libraries – from theatre to
digital art, reading to dance, music to literature, and crafts to collections. Between 2011
and 2015, we will invest £1.4 billion of public money from government and an estimated £1
billion from the National Lottery to help create these experiences for as many people as
possible across the country. www.artscouncil.org.uk .
In 2010 we produced a strategic framework, Achieving great art for everyone, to focus our
work over the next 10 years and encourage shared purpose and partnerships across the
arts. It will help create the conditions in which great art can be made, experienced and
appreciated by as many people as possible. It will support us in realising our vision of
England as a world-leading creative and cultural nation. It will enable us to focus our
investment and achieve even more impact.
Arts Council England Ten-Year Strategic Framework champions ‘great art for everyone’
through five core aims:





Goal 1: Talent and artistic excellence are thriving and celebrated
Goal 2: More people experience and are inspired by the arts
Goal 3: The arts are sustainable, resilient and innovative
Goal 4: The arts leadership and workforce are diverse and highly skilled
Goal 5: Every child and young person has the opportunity to experience the richness
of the arts
Lancaster City Council
The City Council provides staffing resources to work with arts partners throughout the
district to offer support and guidance where necessary. The council offers financial support
by way of service level agreements with particular organisations and more generally via an
15
DRAFT FOR PUBLIC CONSULTATION – MARCH 2013
arts development fund; both of which help deliver against council core priorities including
health and wellbeing, economic regeneration and community safety. The council
recognises the role a thriving arts sector has in creating and maintaining a sense of pride in
the district and beyond.
Lancaster City Council’s Corporate Plan (with its four priorities) emphasises the role of the
arts and culture in:
 Supporting the health and wellbeing of residents through increasing take-up of
culture and leisure services
 Contributing to the economic growth of the district through increasing the number
of people participating in arts, culture and entertainment events in the district,
attracting increased numbers of visitors to the district and the development of a
skilled creative workforce
 Creating clean, green and safe places for residents and visitors through a more
attractive public realm, enhanced play and leisure spaces, and an increased number
of diversoinary activities for young people.
 Developing community leadership, through more effective joint working, increased
engagement with residents and learning and skills development opportunities.
The Council’s recently developed Cultural Heritage Strategy (2011) also demonstrates the
commitment from The Council to preserving the district’s cultural assets
Lancashire County Council
LCC supports the arts in Lancaster through advice, advocacy and investment. Lancashire
County Council's Cultural Drivers fund supports great art which transforms lives and places.
The recent report Towards a Stronger Sense of Place (Pan-Lancashire Arts, Culture and
Entertainment) offers key recommendations around the vision, investment and support for
the arts in Lancashire to strengthen the sector.
LCC Corporate Plan includes
TO ADD PRIORITIES
Lancaster University
The University has supported and funded a range of campus-based public arts
organisations since its founding nearly 50 years ago. These currently include the Ruskin
Library, and the recently merged Nuffield Theatre, Peter Scott Gallery and Lancaster
International Concerts, that together form Live at LICA.
TO ADD
16
DRAFT FOR PUBLIC CONSULTATION – MARCH 2013
Inspirations
We gather our inspiration from many people and places. The visions that people create
within their communities are often transferable and can be used to help develop our own.
This is an ongoing process as every year new ideas arise and grand and small projects make
us think and reflect.
Dundee
Similar size town/city to Lancaster/Morecambe, with a university, and is similarly distant
from nearest urban conurbation. Unusually culturally active, tourism website emphasises
this http://www.dundee.com
- Dundee Contemporary Arts – “world class centre for contemporary art and culture”
- Dundee Rep Theatre – “world class performing arts organisation”
- Public art - over 120 artworks throughout the city.
- Duncan of Jordanstone College of Art & Design – “The creative hub at the heart of
the University of Dundee”. Graduate Susan Philipsz won Turner Prize in 2010
- Victoria & Albert (V&A) Museum has advanced plans for the V&A at Dundee.
Exeter
Similar size town/city to Lancaster/Morecambe, with a university, on a river, close to the
sea, and to countryside, and is similarly distant from nearest urban conurbation,
Royal Albert Memorial Museum and Art Gallery (RAMM) Recently re-opened after £24m
Development Project. Won Museum of the Year 2012.
Northcott Theatre on university campus
Phoenix – performing and visual art
Spacex gallery - contemporary art
Utrecht, Holland
About twice size of Lancaster/Morecambe. Has a university. Has active cultural life, second
in the Netherlands to Amsterdam. Several theatres, art galleries, music venues. Aims to
become cultural capital of Europe in 2018. Organise cultural Sundays.
BAK - venue for contemporary art production. In her opening of a conference last year the
artistic director, Maria Hlavajova, said “Utrecht is an outstandingly hospitable and generous
place which...embraces art as it is tightly intertwined with the production of knowledge,
and supports art’s political imperative to imagine things differently from how they are.”
Newcastle/Gateshead
An area which over the last twenty-five years has placed the arts at the centre of its
thinking and transformation; also a partnership between two distinct places with common
interests but divided by a river, which may have lessons for the relationship between
Lancaster and Morecambe
Folkestone
17
DRAFT FOR PUBLIC CONSULTATION – MARCH 2013
A seaside town which is home to The Creative Foundation, an arts regeneration charity
with a remit to manage a major project to restore the area’s vitality by encouraging
creative enterprise.
Chester
Animating their heritage through the Mystery plays, Roam the Walls, the summer festivals
programme.
WHAT HAS INSPIRED YOU ?
Here is a list – please add to it with your comments
Birmingham – The big Festival
Walsall Arts Centre
Margate – new AC
Liverpool
Bristol – Coulston Hall and the Tobaco factory
Totnes, Devon
Grizedale Forest
Formby – Another Place
Scarborough – AG
Nantes – sold as a city of art
Nottingham – The Hatch
St Ives
Halesworth, Suffolk
Phalsbourg, France
18
DRAFT FOR PUBLIC CONSULTATION – MARCH 2013
Impact Assessment
It is vital that we have real evidence in order to make the case for the work that we all do
and to show the genuine impact on the district, its residents, visitors and the economy.
This must be both quantitative and qualitative evidence and will be gathered through the
following methods.
TAKING THE TEMPERATURE – An annual gathering of the Arts Community
This will focus on each of the themes and outcomes and assess progress linked to specific
indicators. It will also open up new potential partnership projects and provide inspiration
for everyone.
ORGANISATIONAL EVALUATIONS
Individual organisations and artists will monitor the impact of their own ongoing
programmes.
STATISTICAL DATA
STEAM data will continue to be gathered for the district to measure visitor numbers
through tourism and economic impact
ECONOMIC IMPACT STUDY
We will repeat the report in 2016, five years on, using the same tools and assumptions, to
estimate the economic impact of the arts in the intervening period.
TAKING PART
The bi-annual survey for the district will give us data on levels of participation and
engagement. We will use the previous Taking Part surveys to track any changes in
participation levels and patterns and any hotspots and coldspots of engagement.
VOLUNTARY SECTOR
Lancaster CVS will gather evidence on the voluntary sector across the district and measure
the enormous contribution it makes to participation in the arts and local communities.
STATE OF THE REGION
Curious Minds (ACE BO) will use their ‘State of the Region’ report as a baseline against
which to measure increased levels of arts and cultural participation by young people,
children and their carers / guardians.
We will also build strong links with the University of Lancaster, the Institute for Cultural
Capital in Liverpool, the Centre for Cultural Policy Research in Glasgow and New Economy
in Manchester and work with their research departments and use their tools to measure
the impact of culture on positive image, communities, sense of place, the economy and
identity.
19