Dewsbury Arts & Culture, Strategic Thinking - Pride in Place
To receive an update on Dewsbury Arts & Culture, Strategic Thinking - Pride in Place.
Contact: Charlie Wells, Programme Manager (Freelance)
Decision:
RESOLVED –
That the update in respect of Dewsbury Arts and Culture, Strategic Thinking – Pride in Place be noted.
Minutes:
Charlie Wells, Arts and Creative Producer updated the Board on Dewsbury Arts and Culture, Strategic Thinking, Pride in Place. A vision for Arts and Development Plans 2026 – 2033 was presented, with key themes being:
· Legacy – Previous projects such as Creative Town and Taking the Lead had engaged over 26,000 residents of Dewsbury and future projects would build on this success.
· Consistency – Communication would be embedded and it was hoped there would be capital funding within the events budget to support infrastructure. Specialist roles would be needed to deliver the vision of a multi-year programme. Existing arts venues such as Shove it Studios and theatre venues would be utilised and a bi-weekly Arts Trail was in development.
· Engagement – perception was a challenge, and advocates would be valuable in terms of positive communication, particularly within the Town Centre (eg: The Arcade) and encouraging ownership from local people.
· Partnership – links existed and would be built upon with enthusiastic partners eg: Woven, The Children’s Art School.
Opportunities for external investment through other funding streams would be widened by partnership working, as multi-partner bids could be made for larger strategic funding such as from the Arts Council. Collaborative working would also help develop confidence in the development and submission of bids.
Outputs included:
• Bi?monthly Arts Trail (6 events per year) inc. 1–2 art commissions per cycle.
• 2 major free family friendly events delivered annually.
• Annual Food Festival with decreasing public subsidy.
• Collaboration frameworks for venues and creatives.
• Branding, maps, digital assets for cultural tourism including a ‘good news’ site.
• Strengthened creative businesses (music, art, makers).
Charlie Wells outlined the short term (1-4 years) and medium term (5-9 years) outcomes which would lead to the following long-term impact for Dewsbury by 2033:
• Dewsbury as a recognised cultural destination.
• A thriving day?to?evening cultural economy in the town centre.
• Strong, resilient creative organisations leading their own growth.
• Regeneration supported by culture: improved wellbeing, pride, investment, footfall, and business vitality.
• A self?sustaining creative ecosystem embedded in the town.
During discussion of the item, the Board noted that there would be £50,000 available next year for the activity, which they felt may need to be focused on narrow objectives to achieve the biggest impact. The Board suggested that a unique selling point for Dewsbury may be useful, that funding should be front-loaded and that match funding be sought. A suggestion was also made that a map of arts venues be created to provide a visual guide to the arts in Dewsbury, as had been created in other towns. The success of events such as the Food Festival and Dewsbury on Sea was noted and that these should be undertaken again.
The Board suggested that engagement be made with traditionally excluded residents such as disabled residents or parents with young children, and that business be approached for their support in engagement activities.
Charlie Wells noted the suggestions ... view the full minutes text for item 39