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A Community Arts Strategy for Cambourne. St art Sharing Art :: Connecting Lives. A network to develop the arts in South Cambridgeshire Based on Village College ethos Five Arts Development Managers working in seven schools. Creating A Cultural Strategy For Cambourne.
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StartSharing Art :: Connecting Lives • A network to develop the arts in South Cambridgeshire • Based on Village College ethos • Five Arts Development Managers working in seven schools
Creating A Cultural Strategy For Cambourne • Based on Town & Country Planning Association’s Culture & Sport Planning Toolkit • Arts Council/MLA Standard Charge Approach for Cultural Facilities
The Culture and Sport PlanningToolkit • Leadership and Coordination: • Visioning • Needs and Provision Assessment • Securing successful delivery • Monitoring and review
Leaderships & Coordination Cambourne Cultural Facilities Groups formed • Chair of Cambourne Parish Council & Leisure committee Member • District councillor • South Cambs DC Arts Development Officer • Chair Cambourne Arts (residents group) • Arts Development Manager Comberton Village College Purpose was to look at best value for the S106 funding (related to the 950 homes) for public art
Visioning • Decided not to spend it on ‘more rusty leaves’ but rather on much need arts facilities • Looked at extending The Hub Community Centre • Looked at working with Cambourne Youth Partnership • Finally settled on working with the new secondary school to provide dual use facilities
The Need Assessment • Residents surveyed twice over five years • Use of Arts Council’s INSIGHT data • Use of Arts Council’s Active People Survey • County Council demographic data and predictions • Audit of existing cultural provision, spaces, equipment, opportunities, clubs & societies • Focus group interviews
The Need Assessment • Over 80% of residents when surveyed rated arts facilities in Cambourne as poor • All of the community spaces are currently running at near full capacity 95% to 99% • Surveys show that 87% of residents take an active part in the arts or regularly attend arts events but most have to travel to access them. • Cambourne has twice as many 20 to 40 year olds and twice as many ‘movers’ as a % of population than the rest of the district…and lots and lots more kids!!! • Local GP cites higher than average levels of depression & pregnancy
Dual Use – Village College Ethos • Building of the new school presents a fantastic opportunity for a dual use community arts centre • Creating community spaces to use for the arts • Architects have been thoughtful in the layout by putting the community access areas in the front of the school
Securing Successful Delivery • Worked closely with the Parish Council and residents groups • Identified the new school as a potential partner • Devised the Cultural Strategy & Business Plan in partnership with CPC, the school and SCDC • Ensured that all were kept informed and that each partner was involved along the way
Town & Country Planning Association’s Culture and Sport Planning Toolkit • The Standard Charge approach for cultural spaces is designed by the MLA & Arts Council England and allows Dual Use as a solution • Determines the amount of space a new community requires for the arts as 45sqm per 1000 residents • Population of Cambourne set to rise to 10,500 • Calculation reveals that Cambourne requires 477sqm of space
Additional Capital Spend • Enhanced infrastructure to make spaces future proof • Large Cinema screen brighter projector, surround sound • Bigger, better and more flexible lighting grid • Bigger more flexible PA • Lectern with pre-sets for light and sound • Printing facilities in art department • More comfortable seating
…and if we can get even more money we would spend it on… • Demountable movable raked seating • Grand piano • Drum kit, more mics, amplifiers etc. • Moving lights • Winches on lighting bars • More visual arts kit
Process for releasing the S106 Funding • Completion of A Cultural Strategy for Cambourne written in partnership with Cambourne Facilities Group including local stakeholders, CPC & SCDC • Completion of business plan • Dual use of new school agreed by Comberton Academy Trust • Strategy adopted by Cambourne Parish Council & signed off by SCDC member (portfolio holder) • Agreement with developers to release funding according to the proposed timetable • Funding released
Business Plan - Aims and Objectives …Just one single aim • To create a sustainable community arts venue for Cambourne
Get Messy Get Noisy Get Noticed
Programming • To devise a broad based workshop programme which reflects the needs of the community and achieves targets set • Vibrant participation programme reflecting whatever the community wants to do
Programming • Exciting performance programme with a mix of community and professional work • Partnerships with ACT for professional touring theatre & dance, Wysing for visual arts, Arts Picturehouse for cinema and high quality digital content, Custard Comedy and others
Marketing • To devise a marketing strategy to raise awareness of the venue’s programme and opportunities to participate in activities • Extensive use of internet marketing • Clear branding • Well designed print
Operations • To devise a robust, affordable and flexible staffing system, which harnesses the strong volunteering culture in Cambourne and with clear lines of responsibility and communication
Executive Principal Stephen Munday • Head of School Claire Coates • Members of the SLG & Governors • Finance, Personnel, Catering, etc. • Site Management • Arts / Venue Development Manager • Event / Bar Manager Technical Manager (could be a voluntary role or Creative Apprentice) Cleaners & contractors FOH & SIA Bar Staff Volunteer Techs
Finance Make Money to Make Art
Make Money, to Make Art! • Community, commercial & private hires to bring in earned funding • Workshop programme – should make money eventually but will be slow to start • Programme of events will reflect community needs and aspirations – should eventually break even but it will take sometime to work • Sustainable financially after four years
Monitoring & Review • Steering group set up to guide the implementation of the Cultural Strategy and to have overview of the new venue • Finance is overseen by both the school’s SLG, board of governors and the Parish Council • Six monthly reviews • Five year business plan