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arts strategy 2009–2013

Preface I am delighted to have the opportunity to write the foreword to the new Arts Strategy for Warwick District Council. This document is the result of extensive consultation between different organisations and interested groups across the district. The strategy was adopted by the council’s Executive in December 2008, and will form the starting point for a way forward for arts within the district until 2013. Its purpose is to be a flexible and ‘live’ reference point, and a guide for arts organisations that already work with, or hope to work with, the council. The Action Plan should be seen as a framework within which the council can make effective use of the available resources towards supporting the local arts scene for the benefit of residents, visitors and those active in the sector. The uncertainty presented by the current economic climate will create both challenges and opportunities for the arts sector throughout the country. However, this strategy highlights how, in Warwick District, we have a thriving and vibrant arts community, and demonstrates the council’s continued commitment to such an essential and valued part of our lives.

Councillor Chris White, Portfolio Holder for Culture at Warwick District Council


arts strategy 2009–2013

Contents 2

Executive Summary

Page

Section

5

Acknowledgements

6

Introduction

9

National context

12

Regional context

14

Local context

16

About the District

19

The local arts scene

26

Warwick District Council’s Arts Development service

30

Consultation Process

32

Questionnaire results

34

A note about the scope of the Arts Strategy

36

Action Plan

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arts strategy 2009–2013

Resource recommendations

Executive Summary 1. The Arts Strategy explores current arts provision within the District and includes an Action Plan. The Action Plan is intended to provide a framework for the delivery of the Council’s Arts Development service until 2013. 2. The Arts Development service covers a wide range of artforms including visual arts and photography, crafts, 3D arts and sculpture, film and digital arts, dance, theatre, music and opera, street arts, and creative writing. 3. The Arts Strategy Action Plan also looks at how the Arts Development service might feed in to public art initiatives in partnership with the relevant Warwick District Council Economic Development staff. 4. The Strategy also considers the relationship of the arts to cultural tourism.

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5. An intensive consultation process has taken place including one-toone interviews, public consultation

meetings and online questionnaires. The Themes, Strategic Aims and Objectives of the Arts Strategy Action Plan have been identified through the consultation process. 6. The period covered by the Arts Strategy includes the Cultural Olympiad – a national initiative linked to the London 2012 Olympic Games. 7. The Arts Strategy aims to reflect the key themes of the Warwickshire Local Area Agreement 2008–2011 and the objectives of the Warwick District Council Corporate Strategy 2008–2011. 8. Warwick District is culturally rich and has a vibrant and active local arts community together with a confident and high profile professional arts sector. The District is proud of its cultural heritage and boasts a high level of arts provision. It compares well to other areas. Music and visual arts are particularly strong. There are also a large number of annual cultural festivals. The District Council’s commitment to and investment in the arts has been important in maintaining this excellent level of arts provision.

Activity that is currently less well developed includes grass roots community work with hard to reach groups, including black and minority ethnic communities; public art as a strategic area of work; innovation and risk within the arts; and monitoring and evaluation of arts activity. 9. A Cultural Quarter for the area is being developed in south Leamington, with its hub at Spencer Yard. Advantage West Midlands has made an offer of funding for the second phase of the redevelopment works. The Cultural Quarter and the redevelopment of Spencer Yard present exciting arts opportunity and potential for the area. However, the site currently suffers from poor public access, signage and lighting and a lack of


arts strategy 2009–2013

public information/understanding about what the Cultural Quarter is and its potential benefits to the area. The Arts Strategy Action Plan suggests a number of steps that might be taken towards addressing these issues. 10. The Arts Development Service is currently staffed by one part-time Arts Development Officer [ADO] (20.5 hours per week), based within the Cultural Services Unit and reporting to the Heritage & Arts Manager. 11. The consultation process for this Arts Strategy showed that people greatly valued the arts development services provided by Warwick District Council and the one-to-one support provided by the ADO. However, stakeholders felt that the part-time

role limited the capacity of what the Officer could achieve and was insufficient to fulfil the demands of the role. 12. The role of ADO is a broad one, encompassing all the artforms listed at point 2 above. In order for the role to function in a strategic way, within the limitations of the time and resources available, the direct organisation of events is not the best use of this role. Instead, the role should exist to support and facilitate other arts providers. The Arts Strategy consultation process identified a number of ways in which this could be done. This approach also helps to ensure the sustainability of arts development work, by ‘skilling up’ local providers. 13. It is important to ensure that the process for obtaining financial support for arts activity from Warwick District Council is transparent, accessible and properly monitored. This Arts Strategy recommends that organisations should access Arts Development funding either through the Key Clients arrangements as part of the Coventry, Solihull & Warwickshire Arts Partnership, or through a

new Arts Development Grants scheme based on the current Cultural Grants scheme. The Strategy recommends an increase in both the Council’s Key Clients and Grants budgets to address this, through the reallocation of existing Arts Development resources. 14. If the number of Arts Development Officer hours remains the same, this will limit the ability of the Arts Development Service to achieve all of the proposed actions in the Arts Strategy Action Plan. Some of the proposed actions require either additional Arts Development Officer hours or external funding in order to be achievable. These actions are indicated within the Action Plan and where possible, sources of external funding have been identified. 15. The Arts Strategy Action Plan has three key Themes. Each theme has a Strategic Aim and a number of Objectives. Each Objective has proposed actions associated with it. The Themes, Strategic Aims and Objectives are shown below.

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arts strategy 2009–2013

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arts strategy 2009–2013

Arts Strategy Action Plan:

Themes, Strategic Aims and Objectives

Acknowledgements

Vision statement:

This Arts Strategy has been produced with grateful thanks to: Chris Elliott, Councillor Chris White, Rose Winship, Jeff Watkin, Paul Pinkney, Louise Piper and Rosalyn Smith at Warwick District Council; Elaine Pantling of Laurielorry Theatre Company for her excellent creative consultation; Anand Chhabra; Tom Dobedoe; Motionhouse Dance Theatre; Stella Carr and Hybrid Arts; Armonico Consort; John Laidlaw of Live & Local; Peter Nicholson at the Royal Spa Centre; Dutch Van Spall at The Assembly; Kat Fishwick at Warwickshire County Council; Bryan Harrison; Stewart McGill at Playbox Theatre; Helen Meeke; Richard Phillips; Clare Mitchell; and all those who attended consultation meetings, completed questionnaires and sent in their feedback on the draft Arts Strategy. We couldn’t have done it without you!

We will build on Warwick District’s culture of creativity by stimulating accessible, diverse and innovative arts provision to enrich the quality of life.

Theme 1: Arts for everyone Strategic aim: Increase participation and attendance in the arts Objectives: zz Raise the profile of the District’s arts activity zz Facilitate increased opportunities to participate in and experience the arts zz Advocate using the arts to create stronger, safer, healthier communities zz Facilitate increased engagement with hard to reach groups through the arts zz Engender a culture of creativity for young people zz Celebrate the achievements of local arts organisations and practitioners zz Support local arts activity to celebrate the Cultural Olympiad

Theme 2: A thriving creative economy Strategic aim: Develop the role of the arts in economic development and enterprise

Objectives: zz Strengthen the District’s arts infrastructure so that the arts can thrive zz Enhance the ability of creative businesses to contribute to the local economy zz Facilitate communication and collaboration between organisations and sectors

Theme 3: Unique spaces and places Strategic aim: Use the arts to help make the District an attractive place to live, work and visit Objectives: zz Use the arts to revitalise and enhance the District’s public spaces zz Develop a vibrant, well-used Cultural Quarter zz Celebrate Warwick as a festival town zz Develop international links zz Increase and enhance cultural tourism in the lead up to 2012

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arts strategy 2009–2013

Introduction Welcome to Warwick District Council’s Arts Strategy for 2009–2013. The Arts Strategy explores current arts provision within the District and includes an Action Plan based on public consultations carried out over summer 2008. The Action Plan is intended to provide a framework for the delivery of the Council’s Arts Development service until 2013. Warwick District Council wants to work with a wide range of partners at local, regional and national level to achieve the objectives set out in the Arts Strategy. We hope that this document will be useful to our partners and potential partners, and to local residents and artists, in understanding our priorities and how we might work together.

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What is meant by ‘the arts’? The Arts Development service covers the full range of artforms including visual

arts and photography, crafts, 3D arts and sculpture, film and digital arts, dance, theatre, music and opera, street arts, and creative writing. Public art is the responsibility of Warwick District Council’s Economic Development team. However, the Arts Strategy Action Plan looks at how the Arts Development service might feed in to public art initiatives in partnership with the relevant Warwick District Council staff. The Strategy also considers the relationship of the arts to cultural tourism.

Our consultation process We have tried to consult as many people as possible in producing this Strategy to make sure that it reflects local needs, interests and priorities. We have: zz Carried out one-to-one interviews with some of the Arts Development service’s key partners and

stakeholders across the district, county and region; zz Held four open public consultation meetings; zz Held four targeted consultation meetings for organisations and individuals in priority sectors (young people; the third age; creative industries; and strategic agencies); zz Made contact with umbrella groups where this has enabled us to consult a number of organisations and individuals at the same time; zz Invited people to complete an online questionnaire via the Council’s website. The consultation process involved a wide range of user groups and their representatives, including hard to reach groups. The Themes, Strategic Aims and Objectives of the Arts Strategy Action Plan have been identified through the consultation process. We asked all consultees for their comments on a draft version of the Arts Strategy before it was published.


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arts strategy 2009–2013

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arts strategy 2009–2013

National context Arts Council of England The Arts Council of England [ACE] is the national development agency for the arts and has nine regional offices. The Arts Council’s mission for 2008–2011 is Great Art for Everyone. There are four development priorities: zz Digital opportunity; zz Visual arts; zz Children and young people; zz London 2012. The Arts Council has agreed five national objectives with the Department for Culture, Media & Sport [DCMS], against which outcomes are judged: zz Excellence – high quality arts practice and experience; zz Reach – more people attending and taking part in the arts; zz Engagement – more people feel that there are opportunities to enjoy and get actively involved in, arts activities that are personally relevant to them; zz Diversity – arts that reflect the diversity of contemporary England; zz Innovation – artists have the freedom and are challenged to innovate. ACE receives central government funding which it distributes through managed funds and regular funding for

key organisations. The level of central government funding for the arts has been affected by the diversion of resources to London 2012. ACE also distributes lottery funding through the Grants for the Arts programme.

Department for Culture, Media and Sport The DCMS is the government department with responsibility for the arts and creative industries. The Department also has responsibility for the National Lottery and for London 2012, among many other areas.

fund aspires to be world class zz Ensure that everyone has the opportunity to develop artistic talent and to achieve excellence in the arts zz Develop the educational potential of all the nation’s artistic and cultural resources zz Raise standards of artistic and cultural education and training zz Ensure an adequate skills supply for the arts and cultural sectors zz Reduce the number of those who feel excluded from society, by using the arts

Cultural Offer (Find Your Talent) The Department’s aim is: We aim to improve the quality of life for all through cultural and sporting activities, to support the pursuit of excellence and to champion the tourism, creative and leisure industries. The Department’s specific aims for the arts are: The aim of our work is to maximise the contribution from the arts sector to our strategic priorities; Children and Young People; Communities; the Economy; and Delivery. We also aim to: zz Broaden access for all to a rich and varied artistic and cultural life zz Ensure that the artistic activity we

The government believes that every child should experience five hours of high quality culture each week, in and out of school. Ten pilot programmes to test this plan are being run from 2008 to 2011. The pilot programme for the West Midlands is in Telford & Wrekin.

The National Lottery For every £1 spent on the Lottery, 28 pence is distributed to ‘good causes’ including arts, sports, heritage, charitable and community projects. A range of national bodies distribute the money: zz The Arts Councils of England, Northern Ireland and Wales, the

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arts strategy 2009–2013

UK Film Council, Scottish Arts and Scottish Screen; zz Awards for All (a small grants scheme funded by a number of the other distributors); zz Big Lottery Fund (for charitable and community projects); zz Heritage Lottery Fund; zz Millennium Commission (not open to grant applications); zz NESTA – the National Endowment for Science, Technology and the Arts (investing in innovation); zz The Olympic Lottery Distributor for London 2012 (not open to grant applications); zz UK Sport and Sport England, sportscotland, the Sports Councils for Northern Ireland and Wales. The Arts Council of England distributes its lottery funding mainly through the Grants for the Arts and Awards for All programmes. zz Grants for the Arts: One-off (project) grants of between £1,000 and £30,000 for individuals or £1,000 to £100,000 for organisations, for arts projects lasting for up to three years. zz Awards for All: Grants of between £300 and £10,000 to organisations for projects that enable people to take part in art, sport,

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heritage and community activities, and projects that promote education, the environment and health in the local community.

The Cultural Olympiad Although London will be the host city for the 2012 Olympic Games, the Games will benefit the whole of the UK. The Cultural Olympiad aims to create a UK-wide celebration of the UK’s diverse culture, starting in September 2008 and running through to London 2012. The Cultural Olympiad incorporates three strands: 1. Mandatory ceremonies; 2. Major projects (most of these have already been identified); 3. A UK-wide cultural programme. 4. UK cultural programme The Cultural Olympiad values are to: zz Welcome the world (celebrating the UK’s unique internationalism and cultural diversity); zz Inspire and involve young people; and zz Leave a lasting legacy (for example through cultural and sports participation, audience development, cultural skills, capacity building, urban regeneration, tourism and social cohesion and international links). Non-commercial cultural projects taking

place between September 2008 and September 2012 and reflecting the values of the Cultural Olympiad ( above) can apply to use the ‘Inspire mark’ on publicity materials and websites. The Inspire mark recognises that a project has been inspired by London 2012 and reflects the values of the Olympic and Paralympic Movements. Projects must address at least 3 of the seven themes of the Cultural Olympiad: zz Bring together culture and sport; zz Encourage audiences to take part; zz Animate and humanise public spaces – through street theatre, public art, circus skills, live big screen sites; zz Use culture and sport to raise issues of environmental sustainability, health and well-being; zz Honour and share the values for the Olympic and Paralympic Games; zz Ignite cutting edge collaborations and innovation between communities and cultural sectors; and zz Enhance the learning, skills and personal development of young people by linking with London 2012 education programmes. Advice about developing Cultural Olympiad projects is available from a network of Creative Programmers across the UK’s regions. The Creative Programmer for the West Midlands is


arts strategy 2009–2013

Paul Kaynes, based at Arts Council England, West Midlands.

Artsmark Artsmark is a national award scheme managed by Arts Council England that recognises schools with a high level of provision in the arts. Five schools in Warwick District were awarded Artsmark in 2008: Artsmark gold: North Leamington Community School & Arts College, Leamington Spa Artsmark silver: Campion School & Community College, Leamington Spa Kenilworth School & Sports College, Kenilworth Newburgh Primary School, Warwick Artsmark: St. Augustine’s Catholic Primary School, Kenilworth

NALGAO The National Association of Local Government Arts Officers champions the provision and support for local arts, artists & creative industries of all types and kinds, professional, amateur & voluntary. NALGAO works through its members, many of which are local government arts & cultural officers.

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Regional Context Arts Council of England, West Midlands The Arts Council’s office for the West Midlands is in Birmingham. ACE West Midlands provides regular funding to two organisations within the Warwick District: Live & Local and Motionhouse Dance Theatre. Grants for the Arts awarded to the Warwick District totalled £164,707 in 2007/08. All grants were located within the Warwick and Leamington constituencies, suggesting a need for information and support in other parts of the District about how to access funding from the Arts Council.

Advantage West Midlands Advantage West Midlands is the regional development agency, and exists to ‘lead the economic development of the West Midlands, working alongside a wide range of public, private and voluntary sectors partners to help our region to prosper’.


arts strategy 2009–2013

Coventry, Solihull & Warwickshire Partnership (CSWP)

have recently signed a new Partnership Agreement for 2009–2012.

CSWP is the sub-regional strategic partnership for the area, which ‘unites all sectors of the area’s economy, and seeks to ensure that they are all working together, and pulling in the same direction.’

CSW 2012 A number of partnerships, including a Cultural sub-group, have been set up to oversee activity in the sub-region in the lead up to London 2012. The Cultural group has issued some seed funding for arts projects in the area.

Coventry, Solihull & Warwickshire Sub-regional Arts Partnership The CSW Arts Partnership is a grouping of local authorities that work together to collaborate on partnership initiatives, and share arts knowledge and resources, including funding agreements with ‘key clients’ working across the sub-region. Working together has enabled the CSW Arts Partnership to develop a number of strategic arts initiatives benefiting the sub-region. NALGAO and ACE West Midlands have recently applauded the Arts Partnership as a model of good practice. The member authorities, which include Warwick District Council,

Warwickshire County Council The County Arts Service provides a range of arts development resources including an online toolkit for arts projects, an arts contacts database, various Arts in Health initiatives and Social Inclusion & Arts grants, as well as advice, support and signposting to organisations and artists. There is a County Arts Policy in place. The County Council also provides an Arts in Education team, a Youth Arts worker and the County Music Service.

Local Area Agreement Local Area Agreements are contracts

between central and local government and their partners to deliver the priorities of local people. The Warwickshire Local Area Agreement 2008–2011 has the following key Themes or ‘blocks’: zz Stronger Communities zz Safer Communities zz Children & Young People zz Climate Change & Environment zz Economic Development & Enterprise zz Healthier Communities & Older People Arts development activity has the potential to contribute to the achievement of targets in most of the Local Area Agreement blocks listed above. It is strategically important that the Arts Strategy supports the delivery of these blocks because they will be a focus for local government activity. They have been taken into account when identifying the Key Themes, Strategic Aims and Objectives for the Arts Strategy Action Plan.

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arts strategy 2009–2013

Local Context Warwick District Council Corporate Strategy The Corporate Strategy 2008–2011 identifies the following objectives: zz Leadership: Provide clear community leadership and effective management of resources whilst delivering responsive public services in an open and transparent manner zz Housing: Improve housing services efficiency to meet the housing need of the district zz Culture: Increase participation and attendance in the council’s cultural offering zz Environment: Provide high standards of environmental services across the district delivering a sustainable and quality environment zz Development: Creative thriving town centres, keep pleasant villages and make the district an attractive place to live and work zz Communities: Promote safe, vibrant and sustainable local communities zz Customers: Improve the efficiency of service delivery to the council’s customers.

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Whilst the Arts Development service has a clear role in achieving the

Council’s objectives under Culture, it also contributes to many of the Council’s other objectives, particularly Development and Communities. This Arts Strategy aims to support the delivery of the corporate objectives. Warwick District Council’s Chief Executive, Chris Elliott, is supportive of the Arts Development service and has helped to increase the cultural confidence of the District.

Warwick Partnership The Warwick Partnership is the local strategic partnership (LSP) for the District. It brings together the public, private, community and voluntary sectors to ensure that these services are working in a complementary and supportive way to improve local quality of life. The LSP includes a theme group specific to the cultural sector. The Warwick Partnership published Warwick District 2020, the Community Plan for the District from 2005 to 2020. This will be superseded by the Sustainable Community Strategy to be published at the end of 2008.

Warwick District Arts Consortium The Arts Consortium includes representatives from a number of arts organisations and groups within the

district, as well as individual artists. The Consortium meets approximately quarterly, providing an opportunity for the arts community to share information and discuss key issues. Consortium members pay an annual fee for their membership. This membership fund is intended to support strategic development and training for the Consortium.

Town Centre Managers Town Centre Managers are now in place in Warwick, Leamington Spa and Kenilworth. These posts work in partnership with other agencies to take forward initiatives and activities that benefit and promote the District’s town centres.

Business Improvement Districts (BID) Business Improvement Districts seek to deliver improved services in a defined area of a town. This is financed by an increase in business rates for the businesses in that area. The businesses then decide how best to improve their trading environment by agreeing on a range of projects and services that will take place over a specific period of time. A BID is now in place in Leamington Spa and under consideration for Warwick and Kenilworth.


arts strategy 2009–2013

South Warwickshire Tourism (Shakespeare Country) Shakespeare Country is a not-forprofit business partnership, set up by the private and public sectors in South Warwickshire, to market and develop tourism within the area. The company provides a range of marketing and visitor services on behalf of its members and runs the Tourist Information Centre at the Royal Pump Rooms in Leamington Spa. Members include attractions, shops, accommodation providers, restaurants and transport services. The aim is to generate more tourism business for the area. The company offers a free accommodation booking and conference venue finding service, plus a range of free information on what to see and do in South Warwickshire.

Central Warwickshire Villages LEADER programme LEADER is an EU programme to support grassroots-led rural development, to which multi-sector partnerships can bid for initiatives to be delivered by Local Action Groups. The current LEADER programme is part of the 2007–2013 Rural Development

Programme England, managed in the West Midlands by Advantage West Midlands. A bid was submitted to Advantage West Midlands in January 2008 from the Central Warwickshire Villages LEADER partnership, fronted by Garden Organic, working with Warwickshire County Council and covering the rural parishes of Rugby Borough and Warwick District. This proposal was invited to progress to full bid stage and a Central Warwickshire Villages bid to secure £1.5m funding is being prepared for submission in December 2008. The programme will be delivered over three to four years and will provide seed funding for local projects that fall into the following broad categories: zz Events and activities that encourage communities to come together to create artworks and performance; zz Support for communities to develop their own local food production through community gardens; zz Developing links between communities and the land based industries in and around them. At the time of writing the Arts Strategy, innovative ideas for projects falling into the above categories were being sought for inclusion in the bid.

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About the district The district has three main centres of population: Warwick; Royal Leamington Spa and Whitnash; and Kenilworth. The remainder of the District is largely rural, but the cities of Coventry and Birmingham are within comfortable travelling distance. The M40 and A46 run through the district, providing convenient commuting. The District is bordered by the Borough of Rugby to the east; the city of Coventry and Solihull Metropolitan Borough to the north; and the District of Stratford-upon-Avon to the south and west. The District’s population is expected to expand over the next few years. An estimated 90 hectares of land for employment uses and land for 10,800 new homes is needed before 2026.

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The wards of Brunswick, Crown and Willes (all in Leamington Spa) rank

among the 30% most deprived wards in England2. Otherwise, there is no significant urban or rural deprivation.

to growing Portuguese and Eastern European communities. The 2001 Census recorded that the District has a significant Sikh population (3.37% compared to 0.67% nationally) but a significantly lower than average Muslim population (0.5% compared to 3.1% nationally)6.

Population Statistics Warwick District has a population of 134,6003. Residents are aged as follows: zz 63.7% of the District’s population are of ‘working age’4; zz 17.1% are under 16; zz 19.1% are aged 60+ (females) / 65+ (males).

92.65% of residents rated their health as ‘good’ or ‘fairly good’. This was higher than the national average7.

The number of children under 16 is slightly lower than the national average, but the results are otherwise typical of the national age profile.

The number of economically active residents is higher than average and residents were statistically well educated – in 2001, the number of people qualified to degree level was 29.04% compared to 19.9% nationally. The percentage of households with their own car was also higher than the national average.

85.4% of the District’s population are White British. Other key ethnic groups include Asian/Asian British people (5.2%) and ‘Other White’ groups (3.7%)5 . The District is home 2

Source: IMD 2004

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Source: Warwickshire Observatory, mid-2007 estimates

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16–59 for females, 16–64 for males. Source: Warwickshire Observatory, mid-2007 estimates

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Source: Warwickshire Observatory, mid-2007 estimates

6

Source: 2001 Census

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Source: 2001 Census


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The local arts scene Warwick District is culturally rich and has a vibrant and active local arts community together with a confident and high profile professional arts sector. The District is proud of its cultural heritage and boasts a high level of arts provision. It compares well to other areas. Music and visual arts are particularly strong. There are also a large number of annual cultural festivals. The District Council’s commitment to and investment in the arts has been important in maintaining this excellent level of arts provision. Activity that is currently less well developed includes grass roots community work with hard to reach groups, including black and minority ethnic communities; public art as a strategic area of work; innovation and risk within the arts; and monitoring and evaluation of arts activity.

Key venues The Royal Spa Centre in Leamington Spa was built in 1972 and seats 794 people. The Centre presents a varied programme of mainstream (middle of

the road) professional entertainment, mainly ‘one-nighters’. The Centre also acts as a community facility and is regularly hired by local organisations for exhibitions, annual shows, speech days, meetings and conferences, concerts and musicals, schools productions and so forth. The Royal Spa Centre has a database of 58,000 attenders and draws almost half (49%) of its audiences from outside the District. The Royal Spa Centre is owned and operated by Warwick District Council. The Assembly opened in Leamington Spa in 2008. It is a contemporary music venue with a capacity of 1,000 standing (500 seated). The art deco building has undergone an exceptional £4million refurbishment with interior design by Laurence Lewellyn Bowen. The Assembly has a youth focus and intends to act as a training facility for young people wishing to work in the music industry. It is an independent, privately owned and run facility. The Royal Pump Rooms at Leamington Spa incorporates the Leamington Spa Art Gallery & Museum as well as a library, Tourist Information Centre, public assembly rooms available for hire (used for public and private events, including arts activity), and a café. The

Art Gallery & Museum in the Royal Pump Rooms are run by Warwick District Council and present professional exhibitions and community/education programmes. Warwick Arts Centre is situated just outside the boundaries of the District, at (and owned by) the University of Warwick, on the outskirts of Coventry. Warwick Arts Centre incorporates a concert hall, two theatres, a cinema, gallery, and conference room as well as hospitality suites, a restaurant, cafe, shops, and two bars. It is the largest Arts Centre in the Midlands and presents a varied contemporary arts programme. Warwick Castle, a major tourist attraction, is in the District and is privately managed by Merlin Entertainments Group. Kenilworth Castle, another of the District’s key attractions, is managed by English Heritage. During the consultation process for the Arts Strategy, many stakeholders expressed a desire for a major concert hall locally. However, the district is well situated for access to major venues in Coventry and Birmingham as well as Warwick Arts Centre. The Spa Centre is a large venue and provides a varied

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programme of mainstream arts and entertainment as well as the opportunity for community hire. The area is, in fact, well served by large-scale venues and it is extremely unlikely that funding could be justified to support a new major concert hall locally. The Arts Strategy Action Plan does, however, propose an audit of venues and facilities in the District, to increase awareness of what is available. This should include the schools, churches and community halls where much valued arts activity takes place.

Cultural Quarter A Cultural Quarter for the area is being developed in south Leamington, with its hub at Spencer Yard. Phase 1 of the works has included the creation of a large courtyard area with refurbished buildings housing a number of arts organisations including Motionhouse Dance Theatre, Hybrid Arts, Leamington Studio Artists, Sez-U and Heartbreak Productions. There is also a large hall (North Hall) available for hire for arts activities, with bookings managed by Heartbreak Productions. Although there were some issues over hire charges, these are now believed to have been resolved. However, the hall is on the upper floor and does present some access issues. The dance studio

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within the Motionhouse offices is also available for hire.

Spirit Developments, with funding from Advantage West Midlands.

Advantage West Midlands has made an offer of funding for Phase 2 of the redevelopment works, although some details were still under negotiation at the time of writing. This will include redeveloping the former church on Spencer Street (at the entrance to Spencer Yard) to house the Loft Theatre and offer space for use by other arts groups. The site currently occupied by the Loft Theatre will be redeveloped for retail, office and creative industry space.

In nearby Court Street, Warwick District Council is renovating railway arches as part of a Creative Arches business space project, again largely funded by Advantage West Midlands. There is potential for the two projects to complement one another. Regeneration projects in other parts of the District include the possibility of developing a Civic and Arts Centre in Kenilworth.

Theatre The Cultural Quarter and the redevelopment of Spencer Yard present exciting arts opportunities and potential for the area. However, the site currently suffers from poor public access, signage and lighting, and a lack of public information/understanding about what the Cultural Quarter is and its potential benefits to the area. The Arts Strategy Action Plan suggests a number of steps that might be taken towards addressing these issues. Phase 2 of the work on the Cultural Quarter is being led by Warwick District Council working in partnership with The Loft Theatre Company and City

Playbox Theatre is a professional company providing skills development and participation in the performing arts for children and young people, including the Dream Factory, a purpose-built performance centre in Warwick exclusively for young people. Heartbreak Productions is a professional touring theatre company based at Spencer Yard in Leamington Spa and specialising in open-air performance. Also based at Spencer Yard, Sez-U Community Theatre is a professional participatory arts organisation creating


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new work with adults in the community. Bridge House Theatre is located at Warwick School and presents professional and amateur music and theatre. A theatre is also being built as part of the new North Leamington School, currently under construction. Both the Priory Theatre and the Talisman Theatre & Arts Centre in Kenilworth are run by their members and present their own amateur dramatic productions, as does the Loft Theatre in Leamington Spa. All these theatres occupy their own premises. The Loft Theatre will be moving to the former United Reform Church building as part of Phase 2 of the Cultural Quarter development in Spencer Yard, Leamington Spa. Professional theatres are situated nearby in Stratford-upon-Avon (Royal Shakespeare Theatre, Swan Theatre) and Coventry (Belgrade Theatre).

Music Armonico Consort is a professional choir based in Warwick. Armonico also has its own orchestra, opera company, education programme and the AC Academy (a children’s choir). The organisation presents 60 concerts a year all over the world.

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Warwick Music Live organises the Warwick International Festival. Leamington Music organises performances of international chamber music and early music in Warwick District, North Warwickshire, Rugby and Stratford. It aims to ‘maintain Leamington and district as a musical centre dedicated to promoting excellent music.’ The District boasts a significant number of amateur, semi-professional and professional music societies. The Warwick District Music Promoters’ Forum has over 80 member groups, and produces the ‘Music to Your Ears’ events guide three times a year, and an ‘anti-clash’ diary for promoters.

Dance

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The District is home to Motionhouse Dance Theatre, a nationally acclaimed contemporary dance company based in Spencer Yard, Leamington Spa. Motionhouse creates innovative work for middle scale touring and for performance in public places and spaces, including street festivals, large-scale dance spectacles and site-specific events. Motionhouse also delivers an extensive education and participation programme for all ages and abilities.


arts strategy 2009–2013

There are a number of dance schools and studios within the District. Dancescape is the sub-regional dance development programme and has proved extremely successful. It is currently project funded through Grants for the Arts and by the County and District Councils, but is expected to become self-sustaining by 2009, when it may apply for Key Client status through the CSW Arts Partnership.

Visual arts, crafts, & photography The biennial Warwickshire Artsweek, an open studios event, provides an opportunity for artists, makers and art groups within the district to promote their work. The District is well represented within this countywide event, with 67 exhibitors (out of a total 147) in Artsweek 2008. Professional exhibitions are shown at the Art Gallery & Museum in the Royal Pump Rooms, Leamington Spa and just outside the district at Rugby Art Gallery & Museum, as well as in private (commercial) galleries. Warwick District Council’s former Art Gallery on Avenue Road, Leamington Spa, is still in use as a local exhibition space, managed by Community Arts Workshop, although this is a

temporary arrangement. There are a number of community venues available for hire by groups wishing to exhibit; the District Council can advise on suitable venues. There are a number of art societies operating in the District, including Leamington Studio Artists and the Leamington Spa Photographic Society. The Elephant Wash photography project in Leamington Spa has been initiated by the Spencer Yard artist in residence (see below) and is ongoing until 2009.

Film, media and digital arts Mainstream cinema is available at the Apollo in Leamington Spa. Some arthouse film is screened in the Royal Spa Centre’s 200-seat Royal Cinema, and arthouse cinema is also screened at the Warwick Arts Centre just outside the District. Leamington Spa Art Gallery & Museum in the Royal Pump Rooms currently hosts a weekly ‘Thursday Flickers’ event for local film and video makers to showcase their work. The area is home to a significant number of digital media and gaming companies with national and

international profile, such as Blitz Games Studios. Hybrid Arts offers vocational education and training programmes for young people (particularly those ‘outside the system’ or not in education, employment or training) in music technology, filmmaking, digital arts, graphic and web design and animation. Touch Radio 107.3fm, a new local radio station, was launched in 2008. The wealth of historic buildings in the area (approximately 1,500 listed buildings) makes it a desirable film location, and TV series including Pride and Prejudice and Moll Flanders have been filmed in the District.

Artist in residence The artist in residence at Spencer Yard for 2007-2009 is Anand Chhabra. Anand is a photographer and visual artist and has been working with the local community, and particularly minority ethnic groups, to increase engagement with the arts and between Spencer Yard residents and the local community. At the time of writing, no resources had been identified to extend the artist in residence role after 2009.

Literature

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The District is home to an annual


arts strategy 2009–2013

festival of literature and the spoken word, Warwick Words, each October. Speakers in 2008 included Louis de Bernières, Gerald Scarfe, Brian Patten and Jo Shapcott. A Warwick Poet Laureate is appointed each year. The festival has recently received an Arts Council grant to develop its education programme. There are a small number of writing groups in the District. Libraries in the main population centres have responsibility for reader development and run various programmes to encourage enjoyment of reading, such as reading groups for adults and story time for children.

Festivals Warwick District, and especially the town of Warwick, has a particularly rich festival culture with a number of high profile arts festivals taking place each year. These include the Warwick International Festival, Warwick Words literature festival and Warwick Folk Festival. Leamington Music presents an annual Festival Weekend, including a Czech Music Festival in 2008 and plans to celebrate the Haydn Bicentenary in 2009.

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There are also non arts-specific festivals

such as the Peace Festival (Leamington Spa) and the Kenilworth Festival, as well as cultural festivals such as the Leamington & Warwick Mela Festival and Diwali celebrations in Leamington Spa and across the District.

Rural touring Warwick District has been a member of Live & Local, the rural touring scheme for Warwickshire, since 1996. The scheme allows rural and community venues (e.g. village halls) to buy in professional performers at a highly subsidised rate, enabling the local community to experience high quality theatre, dance, music, comedy, live literature and children’s entertainment without having to travel to larger centres of population. In 2007/08 2,024 people in Warwick District enjoyed 23 shows through the Live & Local scheme. The scheme is performing excellently within the District and provides significant benefits for a relatively small investment.

Arts education and participation Many of the organisations listed above provide education and participatory programmes. This work is important since it builds both audiences and creators for the future.

Community Arts Workshop (CAW) based in Leamington Spa is a participatory arts organisation working particularly with disadvantaged and marginalized people and groups. Warwickshire College offers a range of further education opportunities in the arts. Artists in Warwickshire Education and the Warwickshire Youth Arts Network are Warwickshire County Council partnership initiatives working with schools and youth services respectively. The County Council also operates the County Music Service.

Creative industries The significant number of individual artists, creative practitioners and creative businesses based within the District are a vital part of the thriving local arts scene. The creative industries are increasingly being recognised nationally as key contributors to the economy as a whole. The Arts Strategy Action Plan looks at how these creative industries in Warwick District can best be nurtured.


arts strategy 2009–2013

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arts strategy 2009–2013

Warwick District Council’s Arts Development service Background Warwick District Council established its arts development service in 1993 following the Warwick District Arts Audit and Development Strategy (T. Glover & A. Pollard, 1993). A further report Extending Access: A Strategy for Arts, Entertainment and Heritage in the Warwick District (D.G. Best & J.R. Watkin) was produced in 1995. A part-time Outreach Officer with responsibility for arts development was employed in 1999.

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Further to the recommendations of the Warwick District Arts Review (J. Kumiega, 2000), the post was changed to full-time Cultural Development Officer [CDO]. Following the subsequent secondment of the CDO to Warwick District Council’s Policy Services in 2002, a temporary part-time Arts Development Officer [ADO] role was created to enable the continuing delivery of the Arts Review 2000


arts strategy 2009–2013

action plan. The post was based in the Heritage & Arts team and reported to the Heritage & Arts Manager. The 2003 Update of the Arts Review (N. Ripley) recommended that a full-time CDO post was relocated to the South Warwickshire Economic Development team, whilst the part-time ADO role was retained within the Heritage & Arts team and became permanent. The Update of the Arts Review recommended that the two roles remain distinct, with the CDO supporting cultural and creative industries, with a focus around economic development and regeneration through culture. The role included responsibility for public art. The CDO left Warwick District Council in 2006 and there are no plans to rerecruit to this post, although elements of the role have been included in the new Economic Development & Regeneration Unit. The part-time post of ADO in the Heritage & Arts team remains. Since 2008 the Heritage & Arts team

has been part of the Cultural Services Unit. This has responsibility for Cultural Development and Strategy, Community Recreation, Sports, Parks, the Royal Pump Rooms (including Leamington Spa Art Gallery & Museum and Arts Development), and the Royal Spa Centre.

Arts Development services provided by Warwick District Council The Arts Development service works in partnership with other agencies to: zz Advise and support artists, creative businesses, amateur and professional arts groups and organisations on the development of their work. zz Provide support (including grants) for the development of arts activity in the community, and facilitate opportunities for participation in the arts. zz Advocate for and raise the profile of the District’s arts activity. zz Work in partnership at a strategic level to identify gaps in provision and develop arts initiatives that will help to meet local priorities.

zz Support the development of the local creative economy.

The role of the Arts Development Officer The role of ADO is a broad one, encompassing all the artforms listed in the Introduction to this Arts Strategy. It is important that the ADO responsibilities should be specific to arts development, recognising that the arts are only one aspect of culture, which also includes, for example, sports, heritage and tourism, libraries, parks and open spaces. In order for the role to function in a strategic way, within the limitations of the time and resources available, the direct organisation of events is not the best use of this role. Instead, the role should exist to support and facilitate arts providers in the ways listed above and below. This also helps to ensure the sustainability of arts development work, by ‘skilling up’ local providers.

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It is also important that the ADO ensures a good spread of arts development initiatives throughout the District. There is currently a tendency


arts strategy 2009–2013

for activity to be focused around Leamington Spa. During the consultation process for the Arts Strategy, stakeholders were asked what the role of the ADO should be. The following reflects a consensus of opinion: zz Springboarding: funding advice, and partnership funding, to generate inward investment for the arts. zz Support, advice and encouragement to organisations, groups and individuals wishing to develop their work in the arts. zz Profile raising and advocacy for local arts/creative businesses, both internally (other WDC departments and District Councillors) and externally (locally, regionally, nationally), making the arts more visible and acting as a link between the arts community and the wider public. zz Networking: to broker relationships, provide contacts, bring people together and provide opportunities for information and skill sharing and collaborative working. zz Communication: to inform the arts community and the wider community about developments and to report key information in a transparent way.

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zz Strategic direction: to identify gaps and facilitate the development of arts provision accordingly. zz Partnership working: to maximise the resources available. zz Infrastructure support: to enhance the ability of creative businesses to contribute to the local economy. zz Engagement: to enable as many people as possible to access the arts, and ensure inclusivity. zz Monitoring and evaluation: to measure the impact of the District’s arts activity on wider social and economic agendas. Monitoring and evaluation for performance measurement and improvement will become increasingly important over the next few years, and skills development/support for the ADO should be accessed (e.g. via Arts Council England, West Midlands) where required.

provided by Warwick District Council and the one-to-one support provided by the ADO. However, stakeholders felt that the part-time role limited the capacity of what the Officer could achieve and was insufficient to fulfil the demands of the role. Also, nearly half of questionnaire respondents (47%) had not had contact with the ADO, suggesting that the capacity of the role (i.e. 20.5 hours per week) at present has limited reach. The Warwick District Council Arts Development budget is currently allocated through three funding strands: zz Financial support to Key Clients providing services at a sub-regional level, as part of the Coventry, Solihull & Warwickshire Arts Partnership; zz Administering a Cultural Grants scheme offering grants of up to £500; zz A Heritage & Arts ‘other expenses’ budget which is used to support a range of organisations and initiatives.

Resources This Arts Strategy is written in the context of a difficult financial climate for local authorities, in which it is unlikely that any additional resources will be made available for arts development. The consultation process for this Arts Strategy showed that people greatly valued the arts development services

An external review of the CSW Arts Partnership’s Key Client arrangements has taken place during 2008 and will be implemented for 2009/10. As a result, a wider range of organisations may be able to apply for funding through the Arts Partnership. Each District/Borough Council will be able to decide on the


arts strategy 2009–2013

level of funding it wishes to commit to each organisation applying to the Key Clients scheme.

Recommendations This Arts Strategy recommends that all organisations should access funding either through the Key Clients arrangements or through an Arts Development Grants scheme based on the existing Cultural Grants scheme. The Strategy recommends an increase in both the Key Clients and the Arts Development Grants budgets to address this. These recommendations will help to ensure that processes for obtaining funding are equitable and there is proper monitoring of outputs and outcomes so that the impact of the Council’s financial contribution can be assessed and recorded. This, in turn, will provide concrete evidence of the contribution the arts makes to economic and social agendas, helping to advocate for the role and value of the arts, for example in delivering the Local Area Agreement. Without these demonstrable outcomes, the Arts Development service could become vulnerable.

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arts strategy 2009–2013

Consultation Process We have tried to consult as many people as possible in producing this Strategy to make sure that it reflects local needs, interests and priorities. The consultation process involved a wide range of user groups and their representatives, including hard to reach groups. The Themes, Strategic Aims and Objectives of the Arts Strategy Action Plan have been identified through the consultation process.

One-to-one interviews 17 telephone and face-to-face interviews were conducted by a freelance arts development consultant between June and September 2008. Interviews were held with key partners or stakeholders across the district, county and region identified by Warwick District Council.

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Face-to-face interviews were conducted with: zz Chris Elliott, Chief Executive, Warwick District Council zz Anand Chhabra, artist in residence, Spencer Yard

zz Tom Dobedoe, Chair, Local Strategic Partnership culture group zz Louise Richards, Executive Director, Motionhouse Dance Theatre zz Christopher Monks, Artistic Director, Armonico Consort zz John Laidlaw, Live & Local zz Peter Nicholson, Entertainments Manager, Royal Spa Centre zz Dutch van Spall, The Assembly Telephone interviews were conducted with: zz Kat Fishwick, County Arts Team, Warwickshire County Council zz Sarah Bond, Arts Council England, West Midlands zz Stella Carr, Hybrid Arts and Chair of Cultural Group for CSW2012 zz Bryan Harrison, Warwick District Music Promoters’ Forum zz Stewart McGill, Playbox Theatre zz Helen Meeke, Festival Director, Warwick Words and Warwick Folk Festival zz Richard Phillips, Leamington Music zz Clare Mitchell, Warwick Youth Arts Network zz Paul Pinkney, Warwick District Council Economic Development


arts strategy 2009–2013

In addition, the consultant attended a meeting of the Warwick District Arts Consortium, and carried out e-mail consultation with members of the Coventry, Solihull & Warwickshire Arts Partnership and with Warwick District Councillors.

Targeted consultation meetings Four targeted consultation meetings were held in September 2008 for people working in particular sectors identified as priorities by Warwick District Council: zz Strategic Working zz The Third Age zz Creative Industries zz Young People A total of 23 key partners and stakeholders attended the meetings. The targeted consultation meetings enabled organisations with common needs and agendas working in priority sectors to be consulted as a group.

Open consultation meetings Four open public consultation meetings were held between July and September 2008 at Leamington Spa, Kenilworth and Warwick. The purpose

of the meetings was to generate feedback about the local arts scene and encourage people to have their say about the future of the arts in the District and what Warwick District Council’s arts development service should offer. The meetings were widely advertised within the local media and through arts and community networks. A total of 30 people attended the meetings.

The creative consultation approach In order to encourage creative thinking, a ‘creative consultation’ approach was used at all the consultation meetings. Professional theatre practitioner Elaine Pantling of Laurielorry Theatre Company worked with freelance consultant Katie Daniels to facilitate the meetings. The approach involved a series of exercises that encouraged attenders to take a positive and practical approach to considering current and future arts provision within the District and identifying priorities.

Presentation to Councillors A short presentation was made to Warwick District Councillors at the

Council Meeting in the Town Hall on 20 August 2008. In addition, all Councillors were invited to contribute their views by email.

Online questionnaire Two questionnaires were devised, one for individuals and another for representatives of organisations, and these were published on the Warwick District Council and Royal Pump Rooms websites between July and September 2008. The questionnaires offered an opportunity for anyone unable to attend a consultation meeting to have their say. Local media press releases invited members of the public to complete the questionnaire, and those who attended consultation meetings were encouraged to ask their membership, staff and service users to complete the questionnaire.

Draft Arts Strategy We asked all consultees for their comments on a draft version of the Arts Strategy in October/November 2008 before producing the final Strategy.

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arts strategy 2009–2013

Questionnaire results The Arts Strategy consultation process included an online questionnaire, which was available on the Warwick District Council website. The questionnaire aimed to provide a forum for those unable to attend consultation meetings to contribute to the process, and also for ‘non-users’ of the Arts Development service to express their views. The questionnaire also provided baseline information for Warwick District Council in understanding current arts activity and planning for the future. Full questionnaire results are available from the Council. This section is a summary highlighting key conclusions from the questionnaire responses.

Current activities The questionnaire asked respondents about the arts activity they were currently involved in, both as audience members and as participants. This helped the Council to map current levels of activity.

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The responses revealed a broad range of activity, but the District’s strengths in music and visual arts were evident. 31% of respondents described the District’s art scene as ‘vibrant’, but 46% said ‘there are events and activities on offer, but I would like to see more’.

What would you like to see more of? Responses revealed a demand for even more orchestral and choral events, expanding to all areas of the district; exhibition opportunities (studio and gallery space) for local artists; and a greater range of events for children and young people. There was also a call for greater innovation and risk-taking in the arts.

Levels of activity Activity levels were high, with 58% of respondents attending arts events as an audience member ‘frequently’ (more than 6 times a year), and a magnificent 85% taking part as an arts participant or creator more than six times a year. Most people found out about these activities through word of mouth, the

arts groups they were involved with, the internet, local press, and posters/ flyers. The most common obstacles to participation in the arts were ‘time’ (42%) and ‘money’ (46%). 23% of respondents cited ‘transport’ as an obstacle. For organisations, the main obstacle to achieving the organisation’s potential was ‘funding’ (83%). Just over half of respondents classified themselves as amateur artists, performers or arts groups (53%) with 28% classified as professional/semiprofessional artists or arts organisations. There were a good range of types of respondent; from individual young people to amateur art groups and organisations with a turnover of over £100,000.

Contact with the Warwick District Council Arts Development service 47% of respondents had never had contact with the Arts Development Officer, and a further 34% had only ‘occasional’ contact. This indicates that


arts strategy 2009–2013

the questionnaire had succeeded in attracting responses from non-users, but also that the service is at present not reaching a significant proportion of the arts community.

Should the Council provide an Arts Development service? A resounding 87.5% of respondents said ‘Yes’. The remainder did not respond to the question; no one said ‘No’.

What does the Arts Development service do? Understanding of the function of the service varied; 34% had ‘no idea’ what services were being provided. Popular responses included: zz Promote local arts and artists. zz Encouragement, advice and support. zz Funding/funding advice.

What should the Arts Development service do? ‘Funding’ was the most common response (28%). There was also a demand for access to cheap/free venues for rehearsal, performance, exhibition and participation – with parking!

What would improve the Arts Development service? ‘More resources’ was the most common response (34%) – a bigger budget, more ADO hours and easier access to funding. Beyond this, there was no real consensus of opinion, although responses indicated a desire for the service to be more visible and proactive, and to engage with a wider range of groups and individuals.

Cultural Quarter 59% were aware of the Cultural Quarter developing in Leamington Spa with its hub at Spencer Yard. When asked what they would like to see happen there, respondents asked for more events/a wider range of events, better parking and access (including lighting and signposting), exhibition/ performance/ rehearsal space, and a more inclusive and welcoming image for the Cultural Quarter.

Age groups 42% of individual respondents were in the 26-59 age group, with 27% aged 60+.

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arts strategy 2009–2013

A note about the scope of the Arts Strategy There are some issues which arose frequently during the consultation process for the Arts Strategy, but which are outside the scope of the Strategy itself. What’s On guide In particular, there was considerable demand for a central ‘What’s On’ reference resource. To co-ordinate such a resource would present huge challenges and is beyond the capacity of a part-time Arts Development Officer role. There is clearly a need for a cultural ‘What’s On’ resource locally, and this could encompass more than the arts, extending to tourism and heritage, sports and outdoor events, for example. Such a resource could play an extremely

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valuable role in cultural tourism. With regard to sustainability and environmental awareness, this should be a virtual, rather than paper-based resource. Warwick District Council may wish, in partnership with tourism and promotion agencies (such as Shakespeare Country) and Town Centre Managers, to explore the feasibility for creating such a resource. This should include looking at models in other areas, for example where touch screen ‘pods’ in town centres allow instant access to information. It is believed that some initial investigations of this nature have already begun within the District’s Marketing Network. Commercial sponsorship (advertising) could help with ongoing (maintenance) costs. Ideally, organisations would input their own information virtually, to reduce the administrative requirement,

although there would need to be a webmaster ‘presence’ to avoid misuse of the resource. The ADO could make a contribution to any discussion about the development of such a resource, but is not in a position to take the lead on this. Council-run venues Warwick District Council owns and operates a number of venues within the District, including the Royal Spa Centre and the Leamington Spa Art Gallery & Museum in the Royal Pump Rooms. The consultation process for this Arts Strategy has included these venues and has considered their long established relationship to the Arts Development service and the arts community. However, the operation of the venues themselves is beyond the scope of the Arts Development service, and therefore of this Strategy.


arts strategy 2009–2013

the action plan

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arts strategy 2009–2013

Abbreviations ACE-WM ADO AWM BID BME CSWP CSWAP L&L LAA LSC PCT TIC WCC WDAC WDC WDFF WYAN

Arts Council England, West Midlands Arts Development Officer Advantage West Midlands Business Improvement District Black and Minority Ethnic Coventry, Solihull & Warwickshire Partnership Coventry, Solihull & Warwickshire Arts Partnership Live & Local Local Area Agreement Learning & Skills Council Primary Care Trust Tourist Information Centre Warwickshire County Council Warwick District Arts Consortium Warwick District Council Warwick District Faiths Forum Warwickshire Youth Arts Network

A note about the Action Plan At the time of creating this Action Plan, Warwick District Council employs a part-time Arts Development Officer 20.5 hours per week. If the number of Arts Development Officer hours remains the same, this will limit the ability of the Arts Development Service to achieve all of the proposed actions in this Action Plan. Some of the proposed actions require either additional Arts Development Officer hours or external funding in order to be achievable. These actions are indicated by italic text.

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Where applicable, possible sources of external funding have been identified.

How will we know if we are achieving our aims? It is recommended that the Arts Strategy be subject to an Interim Review at the end of 2010 or in early 2011 (half way through the period covered by the Strategy). This will enable Warwick District Council to identify and respond to changes in national or local government frameworks, new developments and initiatives and

changing local priorities, and to amend or adjust the Action Plan as necessary. It is important that the Arts Development service monitors and evaluates all its activity so that it can report to funders, partners and stakeholders, national bodies and District Councillors about what has been achieved and the impact of the activity. This will be important in order to demonstrate the relevance of activity to the Local Area Agreement, for example. The Action Plan includes indicators to help the Arts Development service monitor its work. Monitoring and evaluation can help to identify and address gaps in provision, assess what makes projects successful and what challenges and obstacles arise, and make changes to future project planning as appropriate. Monitoring and evaluation can include quantitative data (collecting numbers and facts about the people who are involved in an activity), documenting and recording activity, and qualitative evaluation to find out how people felt during and after the activity and what difference it made. Any financial support given by Warwick District Council to arts organisations or projects should include a requirement for the grant recipient to report back about the activity that was supported by the grant.


arts strategy 2009–2013

Vision statement: We will build on Warwick District’s culture of creativity by stimulating accessible, diverse and innovative arts provision to enrich the quality of life

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arts strategy 2009–2013

Theme 1: Arts for everyone Strategic aim: zz Increase participation and attendance in the arts

Objectives: zz Raise the profile of the District’s arts activity zz Facilitate increased opportunities to participate in and experience the arts zz Advocate using the arts to create stronger, safer, healthier communities zz Facilitate increased engagement with hard to reach groups through the arts zz Engender a culture of creativity for young people zz Celebrate the achievements of local arts organisations and practitioners zz Support local arts activity to celebrate the Cultural Olympiad

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arts strategy 2009–2013

Theme 1: Arts for everyone Objective Action Partners Resources Raise the profile Inform the local WDC Cultural Services, Internal resources of the District’s community about IT staff and Printroom, arts activity opportunities and local arts organisations, support available District Councillors, through WDC’s arts venues, community development service, centres, arts retailers for example by: • Creating a comprehensive arts database • Issuing a regular Arts Bulletin or Newsletter • Issuing regular internal bulletin and/or newsletter to District Councillors to inform of arts activity and invite involvement • Maximise use of venues for display and distribution of arts information Facilitate increased Offer grant aid scheme Grant applicants Reallocate existing opportunities to for arts development and recipients resources to increase participate in and projects that meet grants budget experience the arts the objectives of the Arts Strategy

Indicators A functioning database No. of people on database No. of Bulletins/ Newsletters produced No. of recipients (monitored through Arts Database) Feedback about Councillor presence at events No. of venues displaying materials

Priority Short term 2009 and ongoing

No. of grant applications No. of grants awarded No. of beneficiaries from each grant Evaluated outcomes of each grant

Short term 2009/10

Encourage and support Arts organisations, arts organisations to web designers develop web-based services, e-marketing and e-booking facilities

Existing resources through grant schemes plus advice about other funders

No. of organisations assisted

Short term and ongoing

Explore potential to use new technology (e.g. streaming, podcasts) to enable more people to experience arts events

ACE-WM, commercial sponsorship

No. of events broadcast using new digital technology

Long term

The Assembly, Touch Radio, interactive media companies, Hybrid Arts

Scheme ongoing

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arts strategy 2009–2013

Theme 1: Arts for everyone Objective Advocate using the arts to create stronger, safer, healthier communities

Action Arrange presentations for WDC cross-departmental staff and councillors about the work of local professional organisations, to advocate benefits of the arts to social and community agendas

Partners Resources Indicators WDC staff & councillors, Internal resources No. of presentations local professional arts No. of attenders organisations

Priority Short to medium term

Work with LAA theme blocks to identify and develop strategic initiatives to contribute to LAA targets

LAA theme blocks, partner organisations in the community for delivery of identified initiatives

Short term 2009–10 and ongoing

Facilitate increased engagement with hard to reach groups through the arts

Continue to support the L&L, WCC, CSWAP, Internal/existing provision of high quality WDC other departments resources touring arts programmes and councillors to rural and community venues, ensuring a close working relationship with the touring agency to inform continued investment and maximise community benefits

Facilitate creative opportunities for older people and those in social or residential care e.g.through the direct payments scheme

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CSWAP; charities e.g. Age Concern, Mind; residential homes/ independent living facilities/ sheltered housing schemes; South Warwickshire NHS Trust; Warwickshire PCT; WCC Social Care; County Arts Team; arts organisations working with specific groups e.g. CAW; Armonico Consort; L&L; Bath Place Community Venture; transport schemes

Existing resources (strategic development budget), charitable trusts and foundations

WCC, direct payments scheme, charitable trusts and foundations

Initiatives developed Evaluated outcomes Outputs recorded within LAA framework

No. of events presented Short term through the touring scheme 2009–10 No. of attenders and ongoing Audience feedback Records of contact with L&L

No. of users accessing arts offer

Short to medium term


arts strategy 2009–2013

Theme 1: Arts for everyone Objective

Action

Partners

Resources

Indicators

Priority

Facilitate intercultural arts WDFF, Faiths Trail, temples/ ACE-WM, charitable Evaluated project outcomes work and arts outreach work mosques/ churches, trusts and foundations No. of participants based within minority ethnic community centres, Bath communities Place, Asian Community Artist in residence to develop Equality Centre, Sikh own monitoring and Continued investment in Heritage Association, evaluation procedures to Spencer Yard artist in residence Leamington Peace Festival record number of service with specific remit to increase and Baba Ke Peace Festival, users, ethnicity and faith engagement with BME translation services, Black information and to communities and between History Month, Spencer evaluate outcomes BME communities and the Yard artist in residence wider community Formal review 2011

Ongoing to 2011, then review

Engender a culture Work alongside other WCC, WYAN cultural Internal resources Cultural Offer operational of creativity for agencies to facilitate arts offer group, District youth Levels of take up young people element of the cultural office, schools, Creative offer for young people Partnerships

Medium – long term (post 2011, once Telford & Wrekin pilot complete & national rollout takes place)

Participate in relevant networks e.g. Extended Schools, Warwickshire Youth Arts Network

Extended Services Cluster Internal resources Records of meetings Co-ordinators, schools, libraries, Youth Service, WYAN, MYP Panel, County Music Service

Short term and ongoing

Encourage school visits to Cultural Quarter

Schools, Spencer Yard Internal resources residents, artist in residence, The Assembly

Long term

No. of school visits No. of students

Medium term When current artist in residence post ends: 2009

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arts strategy 2009–2013

Theme 1: Arts for everyone Objective Action Partners Facilitate positive routes of Hybrid Arts, The Assembly, progression for disenfranchised detached youth workers, young people through the arts Family Information Service, WYAN, Young leaders scheme, Warwickshire Police

Resources ACE-WM, charitable trusts and foundations, in kind support, existing resources (strategic development/grants budget)

Indicators Initiatives developed, outcomes recorded No. of young people benefiting Participant feedback/ impact study

Priority Medium term

Celebrate the achievements of local arts organisations and practitioners

Work with Spa Centre marketing team to seek commercial sponsorship

No. of events held No. of attenders Media coverage Audience feedback

Medium term 2010

Work with the Spa Centre to plan arts events presented by professional organisations within the District, including use of exhibition space

Spa Centre, local professional arts organisations, e.g. Motionhouse, Armonico Consort, Playbox

Consider establishing an The Assembly, District In kind support, Event held, media coverage annual ‘Arts Awards’ ceremony Councillors, arts commercial sponsorship Awards given organisations, local media No. of attenders Support local arts Increase small grants budget Grant applicants and Grants budget from activity to celebrate to provide partnership recipients existing resources the Cultural funding for projects that Olympiad meet the aims of the Cultural Olympiad

Work in partnership to CSWP, CSW 2012 cultural present Cultural Olympiad sub-group, Creative information sessions in the Programmer/Culture WM, other funders e.g. Awards District to increase understanding and for All, ACE-WM participation

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Use council-owned facilities for sessions. Staff time and information materials from CSW 2012 cultural sub group, Creative Programmer/ Culture WM, Awards for All, ACE-WM

Medium term 2010–11 Repeat if successful

Application materials in place Short term No. of grant applications 2009/10 No. of grants awarded No. of beneficiaries from Time limited each grant scheme to Evaluated outcomes of each 2012 grant No. of sessions delivered No. of attenders No. of groups submitting application to WDC Cultural Olympiad Grants as a result of attending

Short term 2009


arts strategy 2009–2013

Theme 2: A thriving creative economy Strategic aim: zz Develop the role of the arts in economic development and enterprise

Objectives: zz Strengthen the District’s arts infrastructure so that the arts can thrive zz Enhance the ability of creative businesses to contribute to the local economy zz Facilitate communication and collaboration between organisations and sectors

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arts strategy 2009–2013

Theme 2: A thriving creative economy Objective Action Partners Resources Indicators Strengthen the Participate in the Warwick WDAC Internal resources Attendance at WDAC District’s arts District Arts Consortium meetings infrastructure so in an advisory capacity that the arts can thrive

Priority Short term 2009–10 and ongoing

Audit training needs of arts organisations and practitioners (for example through WDAC) and develop opportunities for continuing professional development to address common gaps

Arts & Media Training WDAC membership Continuing professional (Coventry), Arts & Business, fund, Arts & Business, development programmes/ Business Link, Creative LSC, CSWP, fee income, training opportunities offered Launchpad, Warwickshire in kind support and take up College, University of Warwick, WCC adult education service, LSC. Buy in external support training needs analysis if necessary

Short to medium term 2009 for audit 2010–11 for training programme

Conduct an audit of venues and facilities available to hire for arts activity in the District

External help to conduct audit Arts organisations and venues, churches and community venues

Enhance the ability of creative businesses to contribute to the local economy

Provide advice and Arts organisations and Internal resources signposting to the District’s practitioners professional arts organisations and practitioners to help develop their work

Organisations and individuals Ongoing receiving advice

Work in partnership to develop graduate retention programmes in the creative industries (e.g. shadowing, mentoring, apprenticeships)

No. of individuals and organisations benefiting from the programme

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Additional resources Audit complete Short to needed to buy in Information publicly available medium external capacity term

Employers in the creative In kind support sector, Hybrid Arts, FE institutions, University of Warwick, The Assembly, LSC

Creative Industries careers fair for young people

No. of attenders No. of exhibitors

Long term


arts strategy 2009–2013

Theme 2: A thriving creative economy Objective Action Partners Resources Indicators Facilitate Host a working lunch or WDC Economic Commercial sponsorship, No. and variety of attenders communication business breakfast at Spencer Development, AWM, in kind support, existing and collaboration Yard for professional arts Chambers of Trade/ resources (strategic between organisations, economic Commerce, Spencer Yard development) organisations and development agencies and residents and other sectors the private sector professional arts organisations in the District Produce directory of local CSWAP, WDC Economic Advertising income Directory published creative industries, launched at Development, AWM, No. of creative businesses a creative fair/conference/ Professional artists/creative included showcase practitioners Refer to models in other areas e.g. Creative LeicesterShire Co-ordinate series of Arts organisations, groups Use council-owned No. of events networking events with key and artists, key speakers venues No. of attenders speakers at the major centres from e.g. ACE-WM, Arts No. of speakers of population for arts Marketing Association organisations, groups and individual artists to share information and encourage cross-artform working Work closely with County WCC Arts Team Internal resources Records of meetings Arts Service, ensuring that Use Arts Newsletter Items in Arts Newsletter relevant information is to communicate key communicated to the items of public District’s arts community information

Priority Medium to long term

Medium term 2010 Update and re-publish if successful

Short to medium term

Short term and ongoing

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arts strategy 2009–2013

Theme 3: Unique spaces and places Strategic aim: zz Use the arts to help make the District an attractive place to live, work and visit

Objectives: zz Use the arts to revitalise and enhance the District’s public spaces zz Develop a vibrant, well-used Cultural Quarter zz Celebrate Warwick as a festival town zz Develop international links zz Increase and enhance cultural tourism in the lead up to 2012

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arts strategy 2009–2013

Theme 3: Unique spaces and places Objective Action Partners Resources Indicators Use the arts to Foster a strategic approach CSWP, WDC Economic Internal resources, Records of meetings held/ revitalise and to public art developments, Development, Planning WDC Economic, advice provided enhance the for example by: Policy, Development Development, % for Art policy in place District’s public • Working with other WDC Control, Town Centre Section 106 spaces departments to develop a Managers, builders and Art interventions created strategic framework for developers, external External funds drawn down public art public art consultancy Public art presentation held • Working towards the input for presentation No. of attenders creation of a % for Art policy • Increasing understanding of public art through external presentation to WDC staff/councillors Maximise the District’s parks WDC Parks Development BIDs, commercial No. of events and open spaces for outdoor Officers and Parks & Events sponsorship, in kind arts activity Officer, Town Centre support, existing Managers, Heartbreak resources (grants Productions and other budgets for organisations professional arts wishing to present organisations producing work events) suitable for outdoor space, music societies/Warwick District Music Promoters’ Forum, shopping centres Develop a vibrant, Act as a voice/conduit for the Spencer Yard residents, AWM Channels of communication open and functioning well-used Cultural local arts community during Artist in Residence, AWM, Quarter for the the Phase 2 development WDC Economic Improved signage, lighting District with its hub to ensure that the facilities Development, Regenesis, and access at Spencer Yard, being developed meet developers, other Leamington Spa local need WDC departments, The Assembly, arts organisations and groups

Priority Short term for crossdepartmental working, short to medium term for presentation and medium to long term for % for Art policy

Medium to long term

Before and whilst Phase 2 works take place

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arts strategy 2009–2013

Theme 3: Unique spaces and places Objective Action Partners Resources Indicators Facilitate series of high quality Professional arts organisations Commercial sponsorship, No. of events public arts events at Spencer and artists, artist in residence, in kind support No. of venues used Yard and in the wider Cultural local media, The Assembly, No. of attenders Quarter to raise profile Spa Centre, Royal Pump Audience feedback Rooms, Spencer Yard Explore potential to use residents Spencer Yard and the wider Cultural Quarter for craft markets, summer schools, open weekends

Priority Long term

Explore ways of reducing the Artist in residence, Spencer ‘divide’ between Old Town and Yard residents, Spa Centre, New Town in Leamington Spa Royal Pump Rooms, The Assembly

Public, private and Projects developed charitable sources for Outcomes recorded identified projects, Existing resources (Strategic development)

Long term

Celebrate Warwick Audit economic impact of as a festival town cultural festivals

WCC, ACE-WM, Audit carried out, CSWP, Town Centre report produced Manager, existing resources

Short to medium term 2009 or 2010

WCC, ACE-WM, CSWP, Town Centre Manager, external consultancy, festivals

Use outcomes of economic Festivals, private sector, Internal resources Inward investment impact study (above) to broker CSWP, AWM relationships between festivals, traders and economic development agencies

Medium to long term

Develop Explore the potential for cultural international links exchange

Twinning Association, L&L, European funding, Cultural exchange Motionhouse, Warwick ACE-WM, charitable Outcomes recorded International Festival, trusts and foundations, Armonico Consort, Playbox commercial sponsorship Theatre

Long term

Increase and enhance cultural tourism in the lead up to 2012

ACE-WM Virtual Festival Digital/interactive media companies, Hybrid Arts, The Assembly

Long term

Investigate potential to use digital/interactive media expertise that exists locally to create a ‘virtual festival’

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Support the production of The Assembly, Big Help the ‘Leamington Musical’ Management, arts and community venues, Touch Radio and local media, local traders

Existing resources No. of participants (grants budget), Outcomes evaluated commercial sponsorship, in kind support, charitable trusts and foundations

Short term 2009 Repeat if successful


arts strategy 2009–2013

Image Credits Cover:

Motionhouse Dance Theatre Image: The Lift Creative Services

Inside cover: Fire Eater - Warwick Victorian Evening Image: Helen Ashbourne Pages 2&3:

Armonico Consort performance in Tel Aviv

Page 4:

Motionhouse Dance Theatre Dancers performing Underground at Spencer Yard, Leamington Spa

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Jephson Gardens Image: Helen Ashbourne

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Grand Vizier Jafar Image: Helen Ashbourne

Page 18:

Armonico Consort – performance of Dido

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Warwick Folk Festival Image: Jacqueline Daniel

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Sambassadors Image: Helen Ashbourne

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Being Frank – performance of Waste N Space Image: David McKenna

Page 22:

Motionhouse Dance Theatre Street dance class, Spencer Yard, Leamington Spa

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Brass at Abbey Fields Image: Helen Ashbourne

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Canal Festival 08 Image: Helen Ashbourne

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Warwick Folk Festival Image: Chris John

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Warwick Folk Festival Image: Chris Young

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Warwick Folk Festival Image: Chris Young

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Storytelling - Warwick Victorian Evening Image: Helen Ashbourne

Page 11

Dancers Image: Helen Ashbourne

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The Consultation Process Image: Katie Daniels

Page 12

Armonico Consort – performance of Figaro

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The Royal Pump Rooms Image: Katie Daniels

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Warwick Folk Festival Image: Chris Young

Page 35

Leamington Music – Cropper Piano Trio Image: Jane Williams

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Arts Strategy 2009