Cultural co-design in Birmingham

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Presentation from Birmingham City Council which was part of the Cultural Commissioning National Seminar in Doncaster on the 10th June 2014

Find out more about Cultural Commissioning Programme. http://www.ncvo.org.uk/practical-support/public-services/cultural-commissioning-programme

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Cultural co-design in Birmingham

  1. 1. Cultural coCultural co--design indesign in BirminghamBirmingham Symon Easton / Ginnie Wollaston BCC Culture Commissioning Service
  2. 2. Our vision is for Birmingham to beOur vision is for Birmingham to be a continually surprising city wherea continually surprising city where the vibrancy and diversity ofthe vibrancy and diversity of culture inspire the people whoculture inspire the people who live, work in and visit the city, andlive, work in and visit the city, and bring economic success andbring economic success and international recognition.international recognition. Key strategic themes:Key strategic themes: Culture on your DoorstepCulture on your Doorstep Next GenerationNext Generation Stronger cultural and creativeStronger cultural and creative industriesindustries A great international city of theA great international city of the futurefuture Birmingham’s Cultural Strategy 2010 - 15
  3. 3. Background / ContextBackground / Context BCC Culture & Visitor EconomyBCC Culture & Visitor Economy  Service restructure in 2010/11 (savings agenda)Service restructure in 2010/11 (savings agenda) –– Changed fromChanged from ‘‘ArtsArts’’ toto ‘‘Culture CommissioningCulture Commissioning’’ ServiceService  20122012 -- Introduction of new corporate commissioningIntroduction of new corporate commissioning process / Grants Management Toolkitprocess / Grants Management Toolkit  2013 moved from2013 moved from ‘‘Environment & CultureEnvironment & Culture’’ toto ‘‘Development & CultureDevelopment & Culture’’. 2014 changed to. 2014 changed to ‘‘EconomyEconomy’’ DirectorateDirectorate –– one of three Directorates.one of three Directorates.  ‘‘Support to the ArtsSupport to the Arts’’ budget wasbudget was ££9.4m now9.4m now ££6.42m in6.42m in 20142014--15 with further reductions likely from 201515 with further reductions likely from 2015--1616  95% of the service budget activities are commissioned95% of the service budget activities are commissioned from third partiesfrom third parties -- ££5.95m revenue and5.95m revenue and ££350k project350k project funding (including Festivals)funding (including Festivals)
  4. 4. Core ActivityCore Activity Culture Commissioning Core Business Connecting Communities (Cultural Pilot) Family Friendly Kitemark, Young People on Arts Boards Manage Film Birmingham Office and Old Rep Theatre Core revenue funding SLA’s for 10 major arts orgs and B’Ham Museums contract Gallery 37 Foundation Creative City Partnership – key driver Advice, Guidance and Training for local arts organisations. IASN Group Public Art (Gateway Group) Project funding for Birmingham based not- for-profit arts organisations. Up to 100 applications p/a for £350k commissioning pot. Support delivery of District Arts Plans and facilitate Local Arts Forum in each District. Manage Arts Champions and Mobile Arts scheme Key partners in the Birmingham Arts Partnership (BAP) and Local Enterprise Partnership (GBSLEP). Culture Commissioning ServiceCulture Commissioning Service
  5. 5. BirminghamBirmingham’’ss PriorityPriority NeighbourhoodsNeighbourhoods  10 Districts of approx.10 Districts of approx. 100,000 residents (green100,000 residents (green boundary)boundary)  31 Priority31 Priority Neighbourhoods andNeighbourhoods and ClustersClusters  City centre culturalCity centre cultural venuesvenues
  6. 6. BCC CommissioningBCC Commissioning Arts Champion programmeArts Champion programme –– revenue clientsrevenue clients 1 BCC Officer looking after 11 BCC Officer looking after 1--33 Districts & 1 lead Officer for overallDistricts & 1 lead Officer for overall programmeprogramme Delivery across all 4 wards in eachDelivery across all 4 wards in each DistrictDistrict Longer term delivery encouraged inLonger term delivery encouraged in 22ndnd & 3& 3rdrd year e.g.year e.g. Variety of venues e.g. Parks;Variety of venues e.g. Parks; libraries; shopping centres &libraries; shopping centres & community centres used to delivercommunity centres used to deliver and present workand present work Profiled events e.g. Local Arts ForumProfiled events e.g. Local Arts Forum Festival eventsFestival events
  7. 7. Culture On Your DoorstepCulture On Your Doorstep Local arts ForaLocal arts Fora 10 Local arts fora created 201110 Local arts fora created 2011 –– commissioned 2014/15commissioned 2014/15 Local arts forum established & contractedLocal arts forum established & contracted annually withannually with ££4k led by small arts4k led by small arts organisation /individual arts coorganisation /individual arts co--ordinatorordinator Audit of venues, contacts of communityAudit of venues, contacts of community groups /organisations regularly updatedgroups /organisations regularly updated 4 regular public meetings to bring artists, arts4 regular public meetings to bring artists, arts organisations and community groups togetherorganisations and community groups together embracing whole Districtembracing whole District Web and online presence created andWeb and online presence created and maintained with local brandingmaintained with local branding Arts activities funded and delivered in 2Arts activities funded and delivered in 2ndnd && 33rdrd year with BCC / external fundingyear with BCC / external funding Arts Festivals and annual events developedArts Festivals and annual events developed e.g. Art Soak; Arts March (Northfield); ArtSmilee.g. Art Soak; Arts March (Northfield); ArtSmile (Edgbaston);(Edgbaston);
  8. 8. Our PlaceOur Place Neighbourhood Community Budget PilotsNeighbourhood Community Budget Pilots  FormerlyFormerly ‘‘Total PlaceTotal Place’’. Birmingham. Birmingham has four project themeshas four project themes –– FamiliesFamilies with Complex Needs,with Complex Needs, Neighbourhood Working,Neighbourhood Working, Worklessness and, Culture.Worklessness and, Culture.  Birmingham projects located inBirmingham projects located in three different Wardsthree different Wards -- Shard End,Shard End, Balsall Heath and Castle ValeBalsall Heath and Castle Vale  Exploring Community BudgetExploring Community Budget approachapproach –– reflected same themesreflected same themes in each areain each area  Culture Project working groupCulture Project working group partnerspartners –– Local Arts Fora, ArtsLocal Arts Fora, Arts Champions, local delivery partnersChampions, local delivery partners e.g. resident associations, friendse.g. resident associations, friends of parks, local venue, librariesof parks, local venue, libraries  Funded by BCC and ACEFunded by BCC and ACE
  9. 9. Cultural pilotCultural pilot 95k from ACE/BCC over 2 years95k from ACE/BCC over 2 years Aims for the Cultural PilotAims for the Cultural Pilot  To research, design and pilot newTo research, design and pilot new ways of delivering locally basedways of delivering locally based cultural and arts activities usingcultural and arts activities using new business modelsnew business models –– using C2using C2 methodologymethodology  To involve and support localTo involve and support local community groups to select acommunity groups to select a range of cultural activities in linerange of cultural activities in line with the agreed priorities for eachwith the agreed priorities for each areaarea  Pilot a range of arts activities thatPilot a range of arts activities that maximise opportunities for artsmaximise opportunities for arts and cultural engagement includingand cultural engagement including the brokering of new partnershipsthe brokering of new partnerships Project PlanProject Plan ResearchResearch  3 Cultural Co-ordinators to research & consult over 3 months December 2012 - March 2013  Recommendations & plans for cultural pilot activities £20k decided by panel DeliveryDelivery  May 2013 - February 2014  Conference March – 2014 Evaluation  Final report May / June 2014
  10. 10. Positively localPositively local -- C2 a model for community changeC2 a model for community change –– John Gillespie with Susanne Hughes, University of BirminghamJohn Gillespie with Susanne Hughes, University of Birmingham a process of neighbourhood development that supports people in da process of neighbourhood development that supports people in disadvantaged areas toisadvantaged areas to champion their own agendas in partnership with agencieschampion their own agendas in partnership with agencies  7 step process: given to co7 step process: given to co--ordinators for research & implementationordinators for research & implementation  Locate energy for changeLocate energy for change (Coalition of the(Coalition of the ‘‘fed up and bravefed up and brave’’ working with theworking with the ‘‘unsung heroesunsung heroes’’))  Locate stakeholdersLocate stakeholders from key agencies e.g. health, education, police , LAfrom key agencies e.g. health, education, police , LA  Create a visionCreate a vision –– raise ambition, release capacityraise ambition, release capacity  Listen to residentsListen to residents & community& community  Formalise the partnershipFormalise the partnership –– more residents than agenciesmore residents than agencies  Sustain momentumSustain momentum  Take Action!Take Action!  Review and adaptReview and adapt
  11. 11. 3 Community based budget areas3 Community based budget areas with different needswith different needs  Shard End a Ward of 26,000 , poor culturalShard End a Ward of 26,000 , poor cultural infrastructure, low participation and challenges withinfrastructure, low participation and challenges with families with complex needs and high levels offamilies with complex needs and high levels of worklessnessworklessness  Castle ValeCastle Vale –– a neighbourhood of 10,000 residents witha neighbourhood of 10,000 residents with 21 years of regeneration but needing new leaders to21 years of regeneration but needing new leaders to combat isolation and poor healthcombat isolation and poor health  Balsall HeathBalsall Heath –– a neighbourhood of 15,000 residentsa neighbourhood of 15,000 residents –– high levels of deprivation and cultural diversity takinghigh levels of deprivation and cultural diversity taking environmental agenda and neighbourhood planningenvironmental agenda and neighbourhood planning
  12. 12. Cultural CoCultural Co--ordinators / Intermediariesordinators / Intermediaries  Employed 3 x Cultural CoEmployed 3 x Cultural Co-- ordinators to undertake initialordinators to undertake initial research with residents andresearch with residents and stakeholdersstakeholders  Report with recommendationsReport with recommendations made to BCC panelmade to BCC panel  Pilot activities fundedPilot activities funded -- ££20k per20k per areaarea  3 x Cultural Co3 x Cultural Co--ordinatorsordinators employed to oversee deliveryemployed to oversee delivery  Some involved in direct projectSome involved in direct project deliverydelivery  New and emerging producers andNew and emerging producers and artists took project managementartists took project management rolesroles  Final reports identified qualitativeFinal reports identified qualitative & quantitative data& quantitative data  External evaluators appointed inExternal evaluators appointed in delivery phasedelivery phase
  13. 13. Shard EndShard End -- facts and challengesfacts and challenges  CBB /Shard End focusCBB /Shard End focus families with complexfamilies with complex needs; employment &needs; employment & worklessnessworklessness  26,000 residents 80% majority26,000 residents 80% majority white low income householdswhite low income households  42% children in poverty42% children in poverty  415 young people 18415 young people 18 –– 2424 unemployed (19% higher thanunemployed (19% higher than city average 9.5%)city average 9.5%)  Deprivation pattern unchanged &Deprivation pattern unchanged & only 16% felt involved in localonly 16% felt involved in local decisions in 2010decisions in 2010  5 Villages5 Villages –– no central high streetno central high street or central venueor central venue
  14. 14. Shard EndShard End –– ProjectsProjects Projects included Alice performance in Kingfisher Park with community performers  Griffin Day – restoration • Drama with fathers & sons in partnership with Family centre Commission to Women & Theatre & DiVas to research material for new drama working with women suffering from domestic violence
  15. 15. Balsall HeathBalsall Heath -- facts and challengesfacts and challenges  Local population 60% Asian, 20%Local population 60% Asian, 20% Black and 20% native WhiteBlack and 20% native White (15,000 residents)(15,000 residents)  45% under 25 years and45% under 25 years and Worklessness for adults 26.5%Worklessness for adults 26.5% compared with a city average ofcompared with a city average of 18.5%18.5%  JSA claimant rate, at 20% wasJSA claimant rate, at 20% was almost double the city averagealmost double the city average  Nearly half the working ageNearly half the working age population have no qualificationspopulation have no qualifications  Carnival has been celebrated forCarnival has been celebrated for over 30 yearsover 30 years  2 parks, Community centre & Old2 parks, Community centre & Old Print WorksPrint Works –– hub for individualhub for individual artistsartists
  16. 16. Balsall Heath ProjectsBalsall Heath Projects  Increased Carnival projectIncreased Carnival project partners and participantspartners and participants combining with Britain in Bloomcombining with Britain in Bloom  Increased volunteers andIncreased volunteers and community marketingcommunity marketing  Offered four artists opportuntiy toOffered four artists opportuntiy to respond to local initiativesrespond to local initiatives  Increased profile of local venuesIncreased profile of local venues and managing arts events forand managing arts events for specific communities e.g.specific communities e.g. Somalian and PakistaniSomalian and Pakistani
  17. 17. Castle Vale facts and challengesCastle Vale facts and challenges  10,000 residents aging population10,000 residents aging population on large residential estateon large residential estate  Regeneration project 21 years agoRegeneration project 21 years ago –– revitalised housing stockrevitalised housing stock  Poor health associated withPoor health associated with lifestyles and high levels of poorlifestyles and high levels of poor mental healthmental health  High levels of unemploymentHigh levels of unemployment  Castle Vale Festival bringing allCastle Vale Festival bringing all agesages together celebrating 21together celebrating 21 yearsyears of regenerationof regeneration  Active Arts run by residents toActive Arts run by residents to develop and deliver arts on thedevelop and deliver arts on the estateestate
  18. 18. Castle Vale ProjectsCastle Vale Projects  Castle Vale Festival was createdCastle Vale Festival was created with 20 x resident Steering Groupwith 20 x resident Steering Group and a local school to programme 3and a local school to programme 3 day Festivalday Festival  Opening ceremony led byOpening ceremony led by professional artists working withprofessional artists working with 300 x intergenerational300 x intergenerational performersperformers  Young people programmedYoung people programmed musical linemusical line--upup  GP arts prescription project toGP arts prescription project to address long term conditionsaddress long term conditions
  19. 19. Summary of outcomes evaluationSummary of outcomes evaluation Outcome 1: Increased levels of local resident participation in aOutcome 1: Increased levels of local resident participation in arts andrts and cultural activitycultural activity The evidence indicates that the Cultural Pilots have been succesThe evidence indicates that the Cultural Pilots have been successful in introducingsful in introducing arts and cultural activity to people for the first time and thatarts and cultural activity to people for the first time and that participation hasparticipation has increased in each of the three areas, to differing extents e.g.increased in each of the three areas, to differing extents e.g. ••Outdoor eventsOutdoor events ••Intergenerational planning and performanceIntergenerational planning and performance ••Mixing art with environmental festival (Britain in Bloom)Mixing art with environmental festival (Britain in Bloom) Outcome 2: Residents involved in coOutcome 2: Residents involved in co--design and production of local artsdesign and production of local arts and cultural activityand cultural activity The involvement of residents in the coThe involvement of residents in the co--design and production of activity could bedesign and production of activity could be considered a challenging outcome to achieve for a programme desiconsidered a challenging outcome to achieve for a programme designed as agned as a primary intervention to engage nonprimary intervention to engage non--participants in arts and culture e.g.participants in arts and culture e.g. ••Residents coResidents co--produced events (Castle Vale Festival)produced events (Castle Vale Festival) ••Resident Associations led and managed project (Griffins)Resident Associations led and managed project (Griffins) ••Residents coResidents co--designed artists brief (GP arts prescription project)designed artists brief (GP arts prescription project) ••Local artists as residents deliver activity in their neighbourhoLocal artists as residents deliver activity in their neighbourhoodsods
  20. 20. Summary of outcomes evaluationSummary of outcomes evaluation Outcome 3: Local infrastructure for arts and culture strengtheneOutcome 3: Local infrastructure for arts and culture strengthenedd ••Local arts fora and local partners worked together to create andLocal arts fora and local partners worked together to create and deliverdeliver eventsevents ••Residents gained skills, knowledge and experience to manage andResidents gained skills, knowledge and experience to manage and promotepromote eventsevents ••Arts activities promoted local neighbourhoods to new audiencesArts activities promoted local neighbourhoods to new audiences ••Arts organisations worked with new partners from parks, librarieArts organisations worked with new partners from parks, libraries, healths, health and educationand education Outcome 4: Capacity of local residents to engage in local activiOutcome 4: Capacity of local residents to engage in local activitiesties developeddeveloped ••Some residents developed skills and confidence in first time engSome residents developed skills and confidence in first time engagementagement ••Some residents increased and expanded range of experienceSome residents increased and expanded range of experience ••Some specific event management training provided with accreditatSome specific event management training provided with accreditationion ••Local residents engaged in decision to commission professional aLocal residents engaged in decision to commission professional artistsrtists
  21. 21. Summary of outcomes evaluationSummary of outcomes evaluation Additional outcomes:Additional outcomes: ••Usefulness of common evaluation methodology andUsefulness of common evaluation methodology and frameworkframework ••Vital use of coVital use of co--ordinators with local knowledgeordinators with local knowledge ••New crossNew cross--sector partnershipssector partnerships ••Increased profile through use of social mediaIncreased profile through use of social media ••Activities contributed towards wider health & wellbeingActivities contributed towards wider health & wellbeing agendas and social cohesionagendas and social cohesion ••Success of project has led to new investmentSuccess of project has led to new investment
  22. 22. Lessons Learnt / ChallengesLessons Learnt / Challenges  Timescales matter and cannot be underTimescales matter and cannot be under--estimated in areas with lowestimated in areas with low levels of participation and engagementlevels of participation and engagement  Non traditional outdoor spaces create challenges e.g. lack ofNon traditional outdoor spaces create challenges e.g. lack of resources in parks. Also weather dependent!resources in parks. Also weather dependent!  Expectations of funders and residents needs to be managed e.g.Expectations of funders and residents needs to be managed e.g. decisions to fund certain activitydecisions to fund certain activity  Cultural barriers can be overcome by clustering arts events withCultural barriers can be overcome by clustering arts events with other events e.g. Carnival with Britain in Bloomother events e.g. Carnival with Britain in Bloom  Need to invest in Leadership & creative skills at a local levelNeed to invest in Leadership & creative skills at a local level to buildto build trust and engagementtrust and engagement  Cross sector partnerships take time!Cross sector partnerships take time!  Cultural pilots haveCultural pilots have ……..made a difference and can be sustained..made a difference and can be sustained
  23. 23. Connecting Communities ProgrammeConnecting Communities Programme -- The next phaseThe next phase  Further funding secured from DCLG and ACE (Further funding secured from DCLG and ACE (££40k from each over40k from each over two years)two years)  Birmingham one of five cities nominated by DCLGBirmingham one of five cities nominated by DCLG  Specific remit from DCLG to support integrationSpecific remit from DCLG to support integration  Programme to be rolled out over the 10 DistrictsProgramme to be rolled out over the 10 Districts -- commissionedcommissioned through Local Arts Fora leadsthrough Local Arts Fora leads  Two distinct research and delivery phases to reflect local diffeTwo distinct research and delivery phases to reflect local differencesrences  Decision in JulyDecision in July –– projects in place until Feb 2015projects in place until Feb 2015  Symposium and showcase March 2015Symposium and showcase March 2015

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