This document presents the Regional Cultural Strategy for the East Midlands from 2006-2011. The vision is for the East Midlands to be the place of choice for people to enjoy, create, work in and participate in culture. It will do this through 4 key themes: supporting cultural opportunities for people and communities; fulfilling the potential of culture; getting culture valued in regional policy and planning; and achieving sector sustainability. Each theme has work strands to drive change. The strategy aims to establish the region as having high cultural aspirations, a wide range of opportunities, active cultural participation and leadership, and culture being valued across the region by 2011.

1. cultureCulture East Midlands

2. forewordDavid Lammy
Minister for Culture, Media and Sport
I am delighted to support the new East Midlands Regional
Cultural Strategy. The East Midlands is a place of great
inspiration – from its historic houses to its sports venues, from
its track record in participatory arts to its vibrant film and media
culture and to its huge range of museums, from its design and
creative businesses to its stunning natural environment.
The role of culture in the East Midlands is strengthened by the
work of all of the regional partners and I would like to commend
you for taking a united, collaborative approach. Culture in the
region is a success story in many ways with effective cultural
leadership, real partnerships between regional agencies,
committed local authorities working together, the strong
contribution of diverse communities, an important volunteering
tradition, and new cultural investment.
This strategy will be an excellent tool to support ownership
of culture by everyone. We know that culture relies on the
passion, energy and commitment of people who make it
happen: the volunteer sports coach, the artist, the local
authority officer, the venue manager, as well as the people who
come to compete, to create, to take part, to watch, to hear,
to be where culture is happening. But culture also needs a
sensitive framework that will support the efforts of the people
who make it happen.
What this strategy tells me is that culture belongs to the people
of the East Midlands and that they are the best people to
decide – to choose – what the future regional priorities should
be. It is in this spirit that I would like to endorse this document,
and I look forward to working with you to ensure culture in the
region reaches its potential. I also look forward to sharing in
your success.
David Lammy MP
Minister for Culture
Department for Culture, Media and Sport

3. foreword
The vision, set out in The Place of Choice
is bold and aspirational. By 2011, we want
the East Midlands to be a region where
people choose to live and visit, because of its
distinctive places and the cultural life it offers.
We want it to be a place where cultural and
creative people, as well as organisations, can
thrive and grow. We also want it to be a region
where more people choose to take part in
cultural activities.
Culture, creativity and enterprise are vital to people, to
communities, to well being, to prosperity, to distinctive places,
to quality-of-life, and to happiness. It is only with culture at
the centre of regional strategy, policy and planning that we
can meet social and economic challenges, and establish a
flourishing region.
Partnership is fundamental to our Strategy. By working
together through Culture East Midlands, our Regional Cultural
Consortium, and through consultation, we have developed
this agreed five-year framework to build the potential of our
cultural industries, so that we can offer more to the people of
the region.
Culture East Midlands
Laura Dyer
Chief Executive
Arts Council England East Midlands
Anne Rippon
Interim Regional Director
Sport England East Midlands
Jeff Moore
Chief Executive
East Midlands Development Agency
Nigel Rudd
Executive Director
East Midlands Regional Assembly
Jane Todd
Regional Director
Government Office for the
East Midlands
Sukhy Johal
Executive Director
Culture East Midlands
Anthony Streeten
Regional Director
English Heritage East Midlands
Richard Dickinson
Chief Executive
East Midlands Tourism
Mick McGrath
Head of Region
Big Lottery Fund
Andy Turner
Chief Executive
Regeneration East Midlands
Tim Hobbs
Chief Executive
Museums Libraries Archives
East Midlands
Emma Sale
Regional Manager
Heritage Lottery Fund
Debbie Williams
Chief Executive
EM Media
Janet Ward
Chief Executive
Local Government East Midlands

4. A cultural strategy
for the East Midlands 2006 -2011
The place of choice

5. Welcome
to the place
of choice
contents
4 Culture – why people care
6 Culture in the East Midlands
8 Our vision
10 Sharing delivery between regional partners
12 The delivery framework
22 Monitoring and evaluation
22 Getting involved
Dream Engine’s Heliosphere, Leicester Expo
I’m proud to present The Place of Choice - the Regional Cultural
Strategy for the East Midlands, 2006 -11. Our vision is simple: it is
for the East Midlands to be the place of choice for people to enjoy,
create, work, and take part in, culture. The Strategy affirms the
region’s commitment to culture: the arts, sport and physical activity,
museums, libraries, archives, heritage, media, and tourism, and to a
broader range of less formally defined cultural activities.
Culture is fundamental to quality-of-life, sense-of-place, and a
flourishing region. Moreover, people’s understanding of a place is
shaped by its unique cultural character. It’s as hard to imagine the
places in our region without the touch of culture, as it is to imagine
someone whose life hasn’t been touched by culture. Culture is so
much part of the choices people make every day that it’s sometimes
easy to forget that our cultural life needs to be planned, resourced,
championed, sustained and debated.
The East Midlands has outstanding natural, cultural, and historic
assets, including the Peak District National Park, Lincoln Cathedral,
the birthplace of Lara Croft in Derby, and the internationally
recognised Olympic Study Centre at Loughborough University.
The region has experienced and committed cultural organisations, as
well as a strong tradition of participation. Above all, there are creative,
imaginative, and passionate people working in every field of culture,
with more and more of them achieving great success.
During the life of this Strategy, unprecedented cultural investment
in Nottingham, Derby, Northampton, Leicester and Lincoln, and in
market town and rural regeneration, will transform the region.
The Strategy will strengthen culture in the East Midlands through
four key themes:
• Supporting cultural opportunities for people and communities
• Fulfilling the potential of culture
• Getting culture valued in regional policy and planning
• Achieving sector sustainability
Through the Regional Cultural Strategy, the cultural sector can
share its priorities, improve what it does, and help raise the cultural
aspirations of everyone in the region.
We have worked hard to develop the Strategy as a consortium, and
all of the Consortium members fully and firmly support this work.
I’d like to thank all of the partners who have enabled this journey to
begin so decisively. This commitment, as well as the region-wide
support gained through thorough consultation makes this the right
time, the right place, for this Strategy. We will also place our cultural
achievements alongside those of the other regions and work towards
shared delivery of national cultural priorities, along with the other
eight Regional Cultural Consortia.
I believe this is an ambitious leap forward for the East Midlands.
To deliver the defined outcomes during the life of the Strategy, the
cultural sector must work with key partners on the right actions.
It is this work which will fire the Strategy themes, driving our region
to a new place - a place of choice, where culture is at the centre of
everyone’s life.
Ted Cassidy,
Chair, Culture East Midlands

6. Culture is constantly evolving, reflecting the
preoccupations of people and communities at
a given moment in history. What people want to
do, the experiences they value and care about,
change all the time. At the same time, cultural
professionals generate new ideas and practices,
new markets emerge, innovative technologies
develop, unforeseen problems arise and social
values shift. These dynamic cycles change the
way we live our lives. The Place of Choice
builds on the evolution of culture, nurturing
a climate in which innovation thrives, even
as the best of what we have is protected
and preserved.
The social value of culture is increasingly
recognised - it can be a motivator, it can create
dialogue, it can facilitate learning, it can give
people a voice, it can enable and empower
people to make a difference to their community,
and it can improve trust, understanding,
and cohesion.
People take part in and enjoy culture all the
time - through sport and the arts, reading,
researching family history, visiting historic
buildings and enjoying natural environments.
They do so through organised or self-generated
opportunities. They do so as creators, visitors,
participants, volunteers and enthusiasts, in
libraries, museums, heritage sites, cinemas,
theatres, stadiums, and community spaces.
Indeed 10% of people in the region work within
the cultural and creative industries.
Cultural activities include organised
events delivered by public bodies, but
can encompass a wide diversity of activity
including: downloading and listening to music,
skateboarding, commercial cinema, bowling,
video-gaming, amateur singing and dance,
or shopping.
People choose to engage with culture because
they value it. It is central to quality-of-life,
well being, social capital, identity, and happiness.
In fact, culture is such an integral part of
people’s lives that it is often taken for granted.
Culture...
why people care
1. The New Art Exchange - artist’s impression, Nottingham
2. Diwali celebrations, Derby
3. Water, Wood, Waste by Nick Horrigan, Fermyn Woods Gallery, Corby
4. British Art Show, Nottingham
5. Nottingham Mela
6. Leicestershire athlete, Paula Radcliffe
1
2
4 | 5
4
6
53
culture FACTS
in the East Midlands
enjoy
enjoy
enjoy
Culture is constantly evolving, reflecting the
preoccupations of people and communities at
a given moment in history. What people want to
do, the experiences they value and care about,
change all the time. At the same time, cultural
professionals generate new ideas and practices,
new markets emerge, innovative technologies
develop, unforeseen problems arise and social
values shift. These dynamic cycles change the
way we live our lives. The Place of Choice
builds on the evolution of culture, nurturing
a climate in which innovation thrives, even
as the best of what we have is protected
and preserved.
The social value of culture is increasingly
recognised - it can be a motivator, it can create
dialogue, it can facilitate learning, it can give
people a voice, it can enable and empower
people to make a difference to their community,
and it can improve trust, understanding,
and cohesion.
why people care
Culture is an expression of what people care about
enjoy
Culture is an expression of what people care about
enjoy
Culture is an expression of what people care about
The diversity of culture mirrors the huge
diversity of people and communities, and all of
their concerns and beliefs. As such, it can be
in competition for people’s attention, even their
hearts. It can be a badge of difference or a mark
of belonging.
In short, culture is the expression of what
we care about: it is not surprising then that it
inspires such passion.
The creative and cultural industries
employ 212,000 people across
25,000 businesses, making up 10%
of the total employment
In 2002 the value of the whole sector
was £3.69bn, making up 6.6% of the
total regional economy
The arts employ around 40,000
people in 7,000 locations
£125 million is being invested
in major arts facilities in Derby,
Leicester, Lincoln, Northampton
and Nottingham
15% of global independent game
production takes place in the region

7. uniqueuniqueunique cultural character
To establish the region as the place
of choice, there is a need to focus on
challenges as well as strengths.
These have been identified as:
• Building better infrastructure, partnerships
and networks
• Improving cultural leadership
• Developing evidence, information
systems, and data
• Increasing aspiration
• Encouraging culturally diverse and priority
group participation
• Building better rural provision
To address these challenges, this Strategy
will particularly support and encourage:
• Participation, volunteering, social enterprise
and access
• Leadership, skills development, and the
attraction and retention of talented people
• The potential of culture to enhance economic
development, sustainable communities,
regeneration, and health and well being
• Greater investment in cultural infrastructure,
in enhancing culture in rural provision, and
to maximise the impact of the 2012 Olympics
in the region
• People and organisations to value culture
• Partnerships and networks to build the
sustainability of culture
and networks
systems, and data
group participation
The region already has a strong cultural
life and a history of outstanding
achievements, including:
• A concentration of international-class
sports facilities, support services, coaches
and athletes
• World-class video game development
• Award-winning theatre
• Extensive and diverse museum, library,
and archive collections reflecting the
region’s communities
• Fast-growing creative industries
• Leading university courses in arts
administration, heritage, sport, design,
fashion, tourism, media practice,
performance, libraries and information,
museums, conservation, and creative writing
• Thriving rural arts touring networks
• A distinctive programme of festivals
• Acclaimed filmmaking, and screen and
television writing
• Iconic historical buildings, and
archaeological sites from prehistoric periods
to the twentieth century
• Highly successful culture-led physical
regeneration projects
• Some of the most spectacular and visited
landscapes of England, from the Peak
District to the Lincolnshire coast
• Distinctive historic towns, city centres and
international-class heritage attractions
Culture in the East
Midlands
People’s understanding of a place is shaped by its
uniqueThere are more than 348 static
public library service points
provided by local authorities, and
over 50 library vehicles
There are 2,217 public-access
computer terminals in 309 of our
region’s public libraries
There are more than 180 museums
in the region
There are 88 archive holding
organisations including 6 main
archive services and a regional
film archive
1
1. Score for Sport Project, Braunstone, Leicester
2. Lincoln Cathedral
3. British Art Show, Nottingham
4. Bolsover Children’s Festival, Derbyshire
5. Devonshire Campus, University of Derby, Buxton
6. Leicester Performing Arts Centre - artist’s impression
2
3
4
5 6
6 | 7
culture FACTS
in the East Midlands
uniqueuniquePeople’s understanding of a place is shaped by its
unique

8. create, work and participate in culture
MEASURING SUCCESS
In order to measure success, a number of
outcomes are attached to each work strand,
with accompanying indicators to enable the
level of achievement to be monitored.
The Consortium will launch a Regional
Cultural Observatory in 2006 in order to
develop an evidence base to underpin the
work strands. The Observatory will produce
baseline data during 2006/7 to help set
targets for the outcome indicators in the
remaining years of the Strategy.
Finally, by 2011 there will be a national and
international profile for our region’s cultural
life and strong international cultural exchange.
Talented, creative people will choose to stay
or be based in this dynamic and exciting
region - a place of choice where culture matters.
FOUR KEY THEMES
Four key themes have been developed to focus
the work of the cultural sector in the region:
• Supporting cultural opportunities for
people and communities
• Fulfilling the potential of culture in
regional opportunities, and in national
policies and programmes
• Getting culture valued in regional policy
and planning
• Achieving sector sustainability
Each theme has a series of related work strands
which will drive change.
vision
Our vision
the place of choice for people to enjoy,
vision
Our vision for culture in the East Midlands is
an ambitious one. As a consortium, we want
to establish the East Midlands as the place of
choice for people to enjoy, create, work, and
participate in culture.
HOW WILL WE RECOGNISE THAT THE
VISION HAS BEEN ACHIEVED?
By 2011 we will see a region with high
cultural aspirations, pursuing excellence
and innovation, with a wide range of cultural
opportunities across communities in rural
and urban areas. There will be active cultural
volunteering, cultural leadership will be nurtured
and supported, and key skills and talent will
be developed. There will be a balance of
established, high quality programmes, and there
will be support for risk-taking and for innovative
projects and activities.
By 2011 the role culture plays in regeneration,
wealth creation and employment will be
maximised, and there will be a fit for purpose
cultural infrastructure of facilities and venues
supported by all relevant stakeholders.
Culture will be valued by people across the
region and the sector will be able to clearly
describe and provide evidence of the ways in
which people value culture. The profile of culture
in public consciousness will be raised.
There will be active and improved partnerships
across public, private, voluntary and community
organisations. The core value of culture will
be better established across education,
health, criminal justice, business, planning and
regeneration, faith communities, and in the
voluntary and community sector.
1 2 4
3
8 | 9
EXCELLENCE
All activities, programmes and projects
strive for quality
INNOVATION
Developing and supporting new ideas,
practices and work is core
EQUITY
Access and opportunity for everyone is
at the heart of all activity
OPENNESS
Work is characterised by honesty,
transparency and accountability
DIVERSITY
All of the region’s cultures and cultural
activities are supported and celebrated
COLLABORATION
Working collaboratively is the key to
providing additional value
SIX PRINCIPLES TO SUPPORT DELIVERY
Six principles characterise Strategy delivery.
The principles inform the four key themes and
the related work strands.
1. Media literacy, East Midlands
2. Local League Football,
East Midlands
3. Community celebrations,
Leicester
4. Broadway Cinema and
Media Centre - artist’s
impression, Nottingham

9. To achieve the vision, The Place of Choice
identifies four themes to be delivered through
collaborative work. In this way the Strategy
provides additional value to existing strategies
and plans within the cultural sector, including
those of the Consortium partners and of local
authorities. Working collectively on shared goals
the cultural sector will have greater impact,
improve what it does, and get better public
value from programmes and projects.
The cultural sector includes a wide range of
people and organisations. By linking plans
and programmes to the Strategy themes, and
investing cultural sector resources towards the
outcomes, the whole sector can play a part in
its success.
The Strategy also offers the chance for key
regional partners to understand and align with
the work of the cultural sector. The Place
of Choice complements East Midlands
Development Agency’s Regional Economic
Strategy and East Midlands Regional
Assembly’s Regional Plan, working
within the framework of the Integrated
Regional Strategy.
Whether you work in culture and you’d like to
get involved in supporting the Strategy, or if you
work in another field and you’d like to discuss
alignment with the Strategy themes, please
contact us.
As a consortium, Culture East Midlands
undertakes focused work to support the four
themes. Consortium work currently underway
is outlined in Our Immediate Priorities,
which accompanies this Strategy and is
annually updated.
Together we can work to make the region the
place of choice for people to enjoy, create, work
and participate in culture.
CULTURE EAST MIDLANDS PRINCIPAL
PARTNERS COOPERATING ON DELIVERY
Arts Council England East Midlands
Big Lottery Fund
EM Media
East Midlands Development Agency
East Midlands Regional Assembly
East Midlands Tourism
English Heritage East Midlands
Government Office for the East Midlands
Heritage Lottery Fund
Local Government East Midlands
Museums Libraries Archives East Midlands
Regeneration East Midlands
Sport England East Midlands
together
together
togetherSharing deliverySharing delivery
between regionalbetween regional
togetherbetween regional
togetherpartners
Working together to create more cultural opportunities
Tourism is worth £4.4bn to the
regional economy
There are 29,685 listed buildings,
1521 scheduled monuments, 1006
conservation areas, 1342 registered
parks and gardens, and 5 registered
historic battlefields
In 2001 UNESCO designated
Derwent Valley Mills World Heritage
Status for its role in Britain’s
industrial past
The value of heritage-led
membership is over £7 million
per year
Tourism activity at market town
museums, libraries and archives is
worth some £15 million per annum,
with this spending supporting
around 440 jobs
1. Burleigh House - filming Pride and Prejudice
(2005), Lincolnshire
2. The Royal and Derngate - artist’s impression,
Northampton
3. The Peepul Parade, Leicester
4. The Peak District National Park
1
3
2
4
10 | 11
culture FACTS
in the East Midlands
for people in the region

10. The delivery framework has the four key themes
as a starting point.
Work strands are then identified within each
theme, with success measured through
outcomes and indicators. Each work strand is
broken down with a detailed description of what
is involved and the associated goals.
The delivery
framework STRAND
1.1 Participarion
1.2 Volunteering and social enterprise
1.3 Leadership, talent and skills
1.4 Resources
1.5 Cultural entrepreneurs and small organisations
1.6 Cultural cooperation
1.7 Diversity and cohesion
OUTCOME
Clearer ways of measuring participation
in, and the impact of culture
More cultural and creative people choosingMore cultural and creative people choosing
to work and volunteer in the regionto work and volunteer in the region
STRAND
2.1 Culture and the economy
2.2 Culture, planning and sustainable communities
2.3 2012 Olympic and Paralympic Games
2.4 Culture and regeneration
2.5 Rural provision
2.6 Children and young people
2.7 Culture, health and well being
2.8 Culture and the natural environment
STRAND
3.1 Evidence
3.2 Advocacy
3.3 Profile of culture
3.4 Cultural debate
INDICATOR
Increased percentage of people taking
part in cultural activities
Increased percentage of cultural and
creative people working and volunteering
in the region
OUTCOMEOUTCOME
A greater contribution of culture toA greater contribution of culture to
the regional economythe regional economy
INDICATOR
Increased percentage contribution of the
cultural industries to the region’s GDP
OUTCOME
Value of culture is recognised in a number
of regional strategiesof regional strategies
More bodies leading cultural projectsMore bodies leading cultural projects
INDICATOR
Regional Cultural Strategy cited in a number
of key strategies
Increased number of bodies leading
cultural projects
STRAND
4.1 Partnerships
4.2 Cultural infrastructure
4.3 Local authorities
4.4 Cultural investment
4.5 Culture and planning
4.6 Networks
OUTCOMEOUTCOME
Strengthened core cultural investmentStrengthened core cultural investment
INDICATOR
Increased investment in culture in the region
1.
SUPPORTING CULTURAL
OPPORTUNITIES
THEMETHEMETHEMETHEME
VISION:
THE PLACE OF CHOICE
12 | 13
2.
FULFILLING THE POTENTIAL
OF CULTURE
3.
VALUING CULTURE
4.
ACHIEVING SECTOR
SUSTAINABILITY

11. The first theme focuses on
supporting participation in
cultural activities, and on
developing the role culture
plays in community life. Indeed
the unique role culture plays in
community expression, identity
and active citizenship underpins
the theme. The theme will also
build the capacity of cultural
practitioners, organisations,
and businesses to access
resources and develop what
they do. The outcome indicators
here focus on participation and
volunteering.
The first theme focuses on
supporting participation in
cultural activities, and on
developing the role culture
plays in community life. Indeed
the unique role culture plays in
community expression, identity
1.
SUPPORTING CULTURAL
OPPORTUNITIES
THEME
1.1Participation
Increase and widen
participation in
cultural activities,
especially amongst
priority groups
Encouraging people to participate and explore culture
Improving the take up of cultural activities is fundamental to the sector.
This work is driven by national targets relating to priority groups and by
locally-defined priorities. People participate by actively helping to create
or organise activities, by taking part, or as spectators and audience
members. However, many people face barriers to participation. A range
of different approaches are needed to remove barriers and ensure
people have access to cultural activities.
STRAND
GOALS
1.2Volunteering and social enterprise
Supporting volunteering and social enterprise Culture is central to
active citizenship. It plays a key part in helping communities to actively
define and tackle the problems they face to improve quality-of-life.
A range of cultural opportunities are offered by voluntary organisations
working with volunteers. Working collectively to support cultural
volunteering, the cultural sector can help address regional and national
priorities to increase community participation. Alongside this, the
sector can also support social enterprises - organisations that combine
strong social purpose with energetic entrepreneurial drive. Through
partnership, support can be developed to help these organisations thrive.
By improving the regional base for volunteering and social enterprise,
the cultural sector will support citizens, communities, and will assist the
voluntary sector to develop communities of participation.
Build cultural
volunteering and
social enterprise
STRAND
GOALS
1.3Leadership, talent and skills
Building leadership, talent and skills To achieve excellence, cultural
leadership skills must be improved and talented cultural professionals
must be retained within the region. The business impact of cultural
creativity must be also be developed. There is a need to strengthen
business and leadership skills at all career stages, within institutions,
organisations and business, as well as for trustees and board members.
A structured, shared, strategic, approach to development requires further
collaboration between business and public sector partners (education,
business development, skills development, and cultural sectors).
Improve the skills of
cultural professionals
STRAND
GOALS
1.4Resources
Improving access to resources Providing access to space, natural
and historic assets, expertise, specialist equipment and other resources is
central to cultural experience, and this access needs to be widened.
Improve access to
cultural resources
STRAND
GOALS
1.5Cultural entrepreneurs and small organisations
Supporting cultural entrepreneurs and small organisations
Much of the cultural sector is made up of individuals, micro-businesses
and small organisations with wide-ranging start-up and development
needs. Many cultural businesses comprise a large proportion of
self-employed or freelance workers. They are supported by webs of
formal and informal networks, and funding and development programmes.
The status of these organisations may be anywhere on a scale between
the purely commercial to subsidy dependent. The range of support reflects
the diverse nature of need, some needs are met well and others not.
There is opportunity for the coherent development of this support.
Build support for
cultural entrepreneurs
and small cultural
organisations
STRAND
GOALS
1.6Cultural cooperation
Cooperating across organisations The quality and range of cultural
sector partnerships across the private, public, and voluntary and
community sectors is of increasing importance. It is important to foster
more relationships and to support new partnership working, in order
to benefit from economies of scale, to avoid duplication and to promote
mutual support.
Broaden the range,
and increase the
number of innovative
partnerships
STRAND
GOALS
1.7Diversity and cohesion
Building cohesion across a diverse region Culture can be a powerful
force in community cohesion through its unique role in facilitating dialogue
between groups and between individuals. The East Midlands has a wide
social, economic, cultural, and environmental diversity. Cultural activities
can result in dialogue, new understanding and development of respect
across communities.
Develop the role of
culture in creating
dialogue between
diverse groups
STRAND
GOALS
1. Leicester Outdoor Market
2. Battle of Bosworth re-enactment, Leicestershire
3. Derby Caribbean Carnival
4. Derbyshire Youth Games
1 2 3 4
14 | 15

12. This theme gives priority to
collaborative working on
significant opportunities that
are presented to the region. The
potential of these opportunities
comes through special regional
opportunities including delivery
of East Midlands Development
Agency’s Regional Economic
Strategy: A Flourishing Region,
as well as through national
policy, programmes and
agendas, such as Every Child
Matters and the 2012 Olympic
and Paralympic Games.
The outcome and indicator
here focuses on the growth
of the cultural economy.
STRAND
2.1Culture and the economy
Build the contribution
of the cultural and
creative industries
to regional GVA and
employment
Culture and creativity contributing to the economy Culture makes
a significant contribution to the regional economy and employment
market. Between 1997 and 2002 the creative and cultural industries grew
faster than most other UK industries (6% per annum, compared to 3%
for the whole economy). By 2002, the creative and cultural industries
accounted for 6.6% of the total regional economy and made up 10% of
total regional employment. Culture attracts visitors and investment: in
the East Midlands tourism is worth over £4bn to the regional economy.
Alongside attracting visitors, vibrant cultural places help retain existing
populations, influence business investment decisions, and attract
students. Culture underpins quality-of-life and sustainable communities
– fundamental precursors of economic growth.
Evidence also suggests a growing worldwide demand in all types of
business for education and training which develops creativity, innovation
and communication - culture can help develop all of these skills. The size
and growth of the sector and the demand for creative people, offers a
compelling case to focus efforts on the productivity of all of the cultural,
creative, and tourism industries. East Midlands Development
Agency’s Regional Economic Strategy describes culture’s contribution
to raising productivity, ensuring sustainability and achieving equality.
Through shared working, this contribution can be improved.
GOALS
STRAND
2.2Culture, planning and sustainable communities
Establishing the role of culture in sustainable communities
Throughout history, culture has been a crucial ingredient in community
life. It underpins well being, community engagement, and cohesion.
A sense-of-place, good quality community facilities and strong local
culture are essential components in the development of sustainable
communities. However, many aspects of cultural infrastructure are
currently a discretionary consideration, with support from planners and
developers inconsistent.
Priorities for spatial planning and land use, described in East Midlands
Regional Assembly’s Regional Plan and cultural infrastructure priorities,
should be mutually supportive.
Ensure culture is
central to sustainable
communities
Establish the role
of culture in spatial
planning, in both
urban and rural
contexts
GOALS
2.32012 Olympic and Paralympic Games and other
time-specific opportunities
Supporting the Games and making the most of its legacy
The 2012 London Olympic and Paralympic Games, offer a major
opportunity for the national development of sport and physical activity.
Arts, heritage, media, libraries, museums, archives, and tourism bodies,
can all support opportunities the Olympics will bring to the East Midlands.
Through partnership, the Games can become a platform to boost
participation and engagement in a range of cultural activities, as well as
in sport and physical activity. The international dimension of the Games
will highlight diversity in the UK, and will foster opportunities for
celebrating diversity in the region, supporting cohesion and promoting
inter-cultural dialogue.
Other time-specific opportunities During the life of this Strategy,
the sector and partners will support major time-specific opportunities
for culture, through shared action.
Develop an East
Midlands 2012
Olympics culture
legacy
Ensure that major
time-specific
opportunities are
identified and
actions developed
accordingly
STRAND
GOALS
2.4Culture and regeneration
Getting more from the role of culture in regeneration The role of
culture in leading regeneration projects is increasingly recognised.
Cultural facilities, projects and activities across the arts, heritage,
museums, libraries, media, sport and visitor attractions, can change
behaviour and mobilise potential, enabling economic, social and
environmental
goals to be met. By developing shared, coordinated approaches across
local authorities, regeneration agencies, and cultural sector partners,
more can be made of the role culture plays in regeneration programmes.
Strengthen the role of
culture in regeneration
programmes
STRAND
GOALS
2.5Rural provision
Improving cultural provision in rural areas It is accepted that cultural
provision is more developed in many of our cities and towns than in most
rural areas, resulting in an inequality of opportunity. In order to develop
provision, unique solutions are needed, appropriate to local areas.
Given that nearly 30% of people in the East Midlands live in a rural
community – 10% more than the national average, working collectively
to address this disparity in our region is of paramount importance.
Improve access to
culture for people in
rural areas
Integrate plans
for culture in
rural economic
and community
development, and
in rural planning
STRAND
GOALS
This theme gives priority to
collaborative working on
significant opportunities that
are presented to the region. The
potential of these opportunities
comes through special regional
opportunities including delivery
2.
FULFILLING THE POTENTIAL
OF CULTURE
THEME
1. Leicester Creative Business Depot
2. Silverstone Grand Prix, Northampton
3. Junior Jaguars Wheelchair Basketball Club, Newark
21 3
16 | 17

13. Delivering for children and young people A major challenge for
the sector is to improve the engagement of children and young people
with culture. The Every Child Matters agenda and the development
of Children’s Services are transforming provision for parents, carers,
families, children and young people. The cultural sector already offers
a plethora of programmes and provision for children and young people,
often with partnerships across education, youth services, social services,
health and well being, and criminal justice. This work is necessarily wide
ranging, but culture can contribute most effectively to these priorities by
the harmonisation and co-promotion of investment and programmes.
Involving children and young people in decisions about cultural provision
is also important.
Ensure cultural
strategies, plans and
programmes, link to
regional priorities for
the involvement of
children and young
people
2.6Children and young people
STRAND
GOALS
2.7Culture, health and well being
Building the role of culture in health and well being
Cultural activities are increasingly recognised as playing an important
role in the prevention of physical and mental illness, as well as in
emotional and spiritual well being. A range of programmes exist across
the arts, libraries, museums, heritage and sport, which both build the
capacity of cultural sector organisations to deliver on health agendas
and demonstrate the role of culture in health and well being
STRAND
Foster partnerships
between the cultural
and health sectors to
maximise the role of
culture in health and
well being
Foster partnerships
between faith
communities and the
cultural sector
GOALS
2.8Culture and the natural environment
Maximising partnership with environment sector bodies
Cultural activity is often supported and delivered through environment
sector-led initiatives. Whether as part of parks provision, or as part of
specific environmentally-orientated projects, a range of programmes and
projects overlap with cultural priorities and concerns. Opportunities also
exist to develop shared approaches to advocacy on quality-of-life and
other issues.
Support partnership
between environment
sector and cultural
sector bodies
STRAND
GOALS
3.
VALUING CULTURE
THEME
Driving culture from the margins
towards the centre of regional
policy, planning, and delivery is
a key aspiration. To do this we
will collaborate on advocacy
programmes, influence decision
makers, prove the value of
culture through our Regional
Cultural Observatory, and
encourage people to debate the
role of culture in the 21st century.
The outcomes and indicators
here focus on achieving
recognition of the Regional
Cultural Strategy in other key
regional strategies, and on
increasing the number of bodies
leading cultural projects.
3.1Evidence base
3.2Advocacy
3.3Profile of culture
3.4Cultural debate
Encouraging debate about culture Culture can only thrive in an
environment of exchange, discovery and debate. There is a need to
encourage discussion about the place of culture in public life and in the
region’s future; and to support opportunities for people to debate their
experiences of culture.
Develop
programmes of
cultural debate
STRAND
GOALS
Raising the profile of culture in the region Cultural sector partners
undertake a huge range of press, media, public relations and general
communications work, which is crucial to the profile of culture in the
region. Agreement on a series of key messages about priorities for culture
will make these messages more effective.
Align cultural
sector media,
communications
and public
relations work
STRAND
GOALS
Building programmes of advocacy Making an effective, coordinated
case to decision-makers across local authorities, regional agencies,
businesses, health, faith, education, the voluntary and community sectors,
funders, planners, and policy makers, is a crucial plank of the Strategy.
Improve and build
cultural advocacy
STRAND
GOALS
Launch and support
a Regional Cultural
Observatory
Strengthening the evidence base The pursuit of evidence to support
the value of culture is a major priority for Government, regional cultural
agencies, local authorities and the sector as a whole. Once clearer
evidence about the long-term impact of culture is available, a more robust
case for its importance can be made. The region must also contribute to
the development of national, regional and local frameworks to support the
role of culture in local authority provision, in order to make a more effective
case for commitment of resources.
STRAND
GOALS
3.
VALUING CULTURE
THEME
policy, planning, and delivery is
a key aspiration. To do this we
will collaborate on advocacy
programmes, influence decision
makers, prove the value of
culture through our Regional
Cultural Observatory, and
encourage people to debate the
role of culture in the 21st century.
The outcomes and indicators
here focus on achieving
recognition of the Regional
Cultural Strategy in other key
regional strategies, and on
increasing the number of bodies
leading cultural projects.
3.1Evidence base
3.2Advocacy
3.3Profile of culture
3.4Cultural debate
Encouraging debate about culture Culture can only thrive in an
environment of exchange, discovery and debate. There is a need to
encourage discussion about the place of culture in public life and in the
region’s future; and to support opportunities for people to debate their
experiences of culture.
Develop
programmes of
cultural debate
STRAND
GOALS
Raising the profile of culture in the region Cultural sector partners
undertake a huge range of press, media, public relations and general
communications work, which is crucial to the profile of culture in the
region. Agreement on a series of key messages about priorities for culture
will make these messages more effective.
Align cultural
sector media,
communications
and public
relations work
STRAND
GOALS
Building programmes of advocacy Making an effective, coordinatedBuilding programmes of advocacy Making an effective, coordinatedBuilding programmes of advocacy
case to decision-makers across local authorities, regional agencies,
businesses, health, faith, education, the voluntary and community sectors,
funders, planners, and policy makers, is a crucial plank of the Strategy.
Improve and build
cultural advocacy
STRAND
GOALS
Launch and support
a Regional Cultural
Observatory
Strengthening the evidence base The pursuit of evidence to support
the value of culture is a major priority for Government, regional cultural
agencies, local authorities and the sector as a whole. Once clearer
evidence about the long-term impact of culture is available, a more robust
case for its importance can be made. The region must also contribute to
the development of national, regional and local frameworks to support the
role of culture in local authority provision, in order to make a more effective
case for commitment of resources.
STRAND
GOALS
1
1. Hedge laying, East Midlands
2. Castle Museum and Art Gallery, Nottingham
2
18 | 19

14. 4.1Partnerships
Improve the impact
of partnership
between the cultural
sector and other
key sectors
Strengthening partnerships The cultural sector already works
hand-in-hand with professionals in young people’s services, higher and
further education, health and well being, criminal justice, planning and
regeneration, the business community, faith communities, and the wider
voluntary and community sectors. This is sometimes characterised as the
‘instrumental’ role of culture as it supports a social or economic purpose.
This work needs to be strengthened further and its beneficial role
better recognised.
STRAND
GOALS
Consolidating cultural infrastructure A piecemeal, funding-led
approach dominates the development, enhancement, and preservation
of our existing cultural buildings, sites and areas, as well as our emerging
infrastructural projects. Reprioritisation of European funds and lottery
resources has affected the pattern of resources for cultural buildings and
projects. Alignment of resources can be developed, the potential in other
types of existing infrastructure, such as village halls and faith buildings,
can be unlocked, and the potential for multi-use facilities maximised.
Consolidate
investment in cultural
infrastructure
STRAND
GOALS
4.
ACHIEVING SECTOR
SUSTAINABILITY
THEME This theme focuses on
partnership working to
enhance the sustainability
of infrastructure and work
programmes. This will in turn
secure a larger and more
secure place for culture in
public life. The outcome and
indicator here focuses on
cultural investment.
4.4Cultural investment
Building investment in culture The cultural sector regularly has to
make the case for core resources and suffers from competition for those
core resources. Central Government funding allocations to the regions,
are determined largely by the strength of plans submitted and the extent
to which those plans address the priorities of each cultural agency and
the Department for Culture, Media and Sport. In the East Midlands, Central
Government funding for culture and lottery funding allocated to culture,
has been lower than the national average. Collectively, a more effective
case for enhanced cultural resources can be made.
Strengthen core
cultural
investment
STRAND
GOALS
4.5Culture and planning
Support the role of
culture in key areas
of local and regional
planning
Including culture in planning of all types and at all levels
Culture is often forgotten in planning exercises. There is a need to make
the case for culture to be valued and included in more planning exercises
at all levels, across the region.
STRAND
GOALS
4.5Networks
Improve the region’s cultural networks Viable networks across
local and regional areas, to support aspects of cultural working, are crucial
for improving cultural practices. The need for exchange, and to share
practice and information in a sector which has many small organisations
and individuals, is critical. A huge range of networks which support many
aspects of cultural development already exist, but with support these can
function more effectively and include more people.
Improve cultural
networks
STRAND
GOALS
4.3Local authorities
Supporting excellence in local authority planning and delivery
Local authorities support and deliver a large part of the region’s cultural
provision. Culture also contributes to a wide range of local authority
services including young people’s services and community services.
The East Midlands has nine top tier authorities, as well as a higher than
average number of district authorities, presenting a unique challenge for
cultural partnerships. There is a need for local authorities and regional
organisations to work together on improvement in these services.
Support local
authorities in
cultural services
improvement and
more widely in
embedding
plans for culture
STRAND
GOALS
1 2 3 4 6
1. Peepul Centre, Leicester
2. Temple Gardens, Lincoln
3. Central Lending Library, Leicester
4. Sky Mirror, Nottingham
5. Loughborough University
6. The Hub Centre for Craft Design and Making,
Sleaford, Lincolnshire
20 | 21
4.2Cultural infrastructure
5

15. ideas
Monitoring and
evaluation
Each year a detailed annual progress report
will be published on the Culture East Midlands
website www.culture-em.org.uk and as part of
Culture East Midlands’ Annual Report.
The annual progress report will outline
Consortium partner achievements as well as
the region’s overall progress towards the
Strategy outcomes.
We will monitor this progress with the support
of the Regional Cultural Observatory.
ideasGetting involvedideasDuring consultation a range of individuals and
organisations helped shape The Place of Choice
by contributing important ideas. People who
work in the cultural sector and in other fields
can play an ongoing role in supporting the
Consortium and the whole cultural sector,
in delivering the Strategy outcomes.
The Consortium needs your help to implement
the Strategy. It is only by linking your plans and
programmes to the Strategy themes and by
directing your resources towards the outcomes,
that the vision will be met.
To get more involved, please contact the
Culture East Midlands team, one of the regional
agencies that form the Consortium, your local
authority, or a local cultural organisation.
Ideas that can contribute to delivery of the
Strategy are welcomed.
For further information
email: enquiries@culture-em.org.uk
www.culture-em.org.uk
22 | 23
30% of adults participate in physical
activity at the recomended 5 times a week
for 30 minutes
The 46 local authorities in the region invest
an estimated £75m in sport
culture FACTS
in the East Midlands
Lincoln City and County Museum

16. Culture East Midlands
member organisations
Arts Council England East Midlands
Big Lottery Fund
EM Media
East Midlands Development Agency
East Midlands Regional Assembly
East Midlands Tourism
English Heritage East Midlands
Government Office for the East Midlands
Heritage Lottery Fund
Local Government East Midlands
Museums Libraries Archives East Midlands
Regeneration East Midlands
Sport England East Midlands
To receive this document in any other
format please contact us:
e-mail: enquiries@culture-em.org.uk
www.culture-em.org.uk
Published July 2006
Images reproduced courtesy of:
Action Images
Belgrave Hall, Leicester
Britain on View
Sam Bowles Associates
Burleigh House, Lincolnshire
Burrel Foley Fischer
Fay Chamberlain
Derbyshire Youth Games
East Midlands Development Agency
Andy Eathorne
Sally Edwards Photography
Alan Fletcher
Dave Green Photography
HawkinsBrown
Heritage Lottery Fund
Hollis Photography
Lincoln Cathedral
Loughborough University
Priti Mistry
Museums Libraries and Archives East Midlands
Nottingham Castle Museum and Art Gallery
Panter Hudspith Architects & Helene Binet
RVA Architects
Silverstone
Sport England
University of Lincoln
John Walsom
Designed by Newenglish 0116 291 5375 www.newenglish.co.uk
Printed by Cavendish Press 0116 284 4600
With thanks to Dave Corbett at Greengage Consulting

17. Culture East Midlands (CEM) is one of eight English
Regional Cultural Consortia. CEM is driven by the
priorities of, and draws strength from, cultural sector
interests in the region.
A unique combination of independent interests from across the region make up a
powerful Board, with a Chair selected by the Secretary of State for the Department
for Culture, Media and Sport (DCMS).
Alongside the Board is an Executive’s Group including the publicly-appointed
regional Directors of the DCMS family of regional agencies. Other regional
interests represented on this Executive’s Group include Government Office East
for the Midlands, East Midlands Development Agency, East Midlands Regional
Assembly and Local Government East Midlands. The day-to-day work of CEM
is done by a small core staff team.
CEM’s role is agreed with the DCMS through a unique funding agreement.
Its functions include:
• convening key regional partners
• developing a Regional Cultural Strategy
• embedding culture in regional and national plans
• development of cultural policy
• advocacy, influencing, and campaigning
• improving the quality of cultural information and research
• think-tank, ideas incubation, and innovation
• development of ideas into action
• project management
• network development
For further information
email: enquiries@culture-em.org.uk
www.culture-em.org.uk
cultureCulture East Midlands

18. 06-08These 10 priorities were developed through collaborative
action planning with Culture East Midlands’ key partners.
These priorities make a crucial contribution to the four
themes of the strategy:
1. Increase the number of people taking part in cultural
activities in the region with innovative approaches to
overcoming barriers to participation
2. Establish a comprehensive regional programme to develop
cultural leaders and entrepreneurs, and build the capacity
of newly-established agency Cultivate, to further support
cultural organisations
3. Establish priorities for culture in spatial planning through
the Regional Plan, and with a primary focus on the
Milton Keynes and South Midlands growth area, develop
evidence and guidance about culture’s role in
sustainable communities
4. Develop the contribution of culture to the regional enconomy,
to productivity, and to employment
5. Develop plans for cultural activity alongside regional
plans for the 2012 Olympic and Paralympic Games
6. Establish a Regional Cultural Observatory which will
baseline key measures and provide clear evidence of the
impact of culture
7. Build an advocacy campaign for culture in the region,
raising the profile of culture to influence decision makers
8. Align investments in culture in order to achieve more
9. Map and align partnerships for the cultural sector
10. Establish a major regional programme to support
local authorities in improving cultural services
The place of choice
Our immediate priorities 2006 - 2008
A cultural strategy for the
East Midlands