Distinctiveness ::
- Encourage investment in cultural and creative assets
- Establish Cornwall as Europe's first Region of Culture, leading the development of the model in partnership with other European rural areas.
- Protect and promote the cultural heritage of Cornwall and the Isles of Scilly as a positive benefit for contemporary Cornwall and maximise the opportunities offered, for example, by museums and Cornish Mining World Heritage status.
- Understand and maintain a dynamic contemporary culture and develop creative and cultural industries including dance, music, performance, applied and visual arts, film-making, writing and sports, which have the potential to contribute significantly to the knowledge economy and the well-being of the people of Cornwall and the Isles of Scilly.
- Maximise the potential of cultural assets and creative organisations on a national and international platform by developing the cultural infrastructure, both built and ideas-based.
- Support cultural partners in developing educational programmes to build creative intelligence and innovation.
- Widen participation and audiences by supporting festivals and community events.
- Add value to cultural and business activities and the visitor economy through use of the Cornish language.
Negotiate a DOTT (design of the times) designation for Cornwall.
lever in additional investment from Arts council England South West with a target to increase participation in creative and cultural activity. the programme is a 3year programme named FEAST
Target - increase investment in cultural assets and establish Cornwall as Europe's first Region of Culture.
The European Region of Culture campaign led by Cornwall Council and the cultural sector in Cornwall has secured £350k transnational funding to progress the concept and profile with the European parliament and gather European partners. This year a transnational project with Finland, Poland and Cornwall as lead partner is underway. The economic value of culture to regions, its contribution to regeneration and the alternative models to Capitals of Culture are being explored through the project. Exchanges comprising creative practitioners, policy and strategy makers are taking place between the host regions with a culminating international conference in Cornwall in November. The proposal to create a new European designation of rural region of culture is being taken through the European Committee of Regions. The thinking has been taken up at national level: the intention to create a new British Capital of Culture scheme has been accompanied by a statement that regions such as Cornwall which has been undertaking leading work in this area, should also be considered.
A Region of Culture programme for Cornwall would incorporate economic, social, environmental strands. Development of the Creative Industries Strategy for Cornwall is being progressed through work to develop creative industry sub sector networks of private businesses and through capital development projects such as Porthmeor Studios and Krowji creative cluster development. A major capital bid to match Arts Lottery funding of £1.2m has been made with CC as lead applicant. Other initiatives as detailed in the Creative Industries Strategy are being undertaken including the Rio led Creative Consortium ESF and DWP funded project to develop creative programmes and pathways into employment in the creative industries for NEETS and long term unemployed.
Target: working with cultural partners to develop programmes to increase creative intelligence and innovation. A partnership between CC, Design Council and University College Falmouth has been established and the funding secured to launch Dott Cornwall, an initiative to develop user led design in public sector project development and leave a legacy of skills and good practice in the use of design to drive innovation in project and service development as well as its role in developing competitive businesses. It is a programme which brings communities together with designers to identify, and then create practical solutions to the issues which affect their lives and environment. A skills dissemination strand will be led from UCF. Dott Cornwall is working to an Executive Board comprising CC, Design Council, UCF and SWERDA. An Advisory Board drawn from a wide range of public, voluntary and private sector has been established. The Dott design teams are already engaged in working on a number of Convergence projects in their early scoping stages.
Target - maximise the value of Cornwall's cultural assets on an international platform. Potential bid to Manifesta - an international contemporary visual arts festival for the Cultural Olymiad year - with major investment by the Arts Council.
Target: maintain a dynamic contemporary culture and creative industries base. Arts Council funding of approx £230k a year has been secured by the Creative Unit for a 3 year programme of artist led activity with communities across Cornwall called FEAST. It is developing the principles on which new models of place based investment can work in dispersed rural regions and new models of engagement between the creative sector and communities. It will inform the thinking on Region of Culture and form a major plank of a campaign to win the designation. Cornwall has been declared a priority area for Arts Council investment with 68% uplift in investment over next 3 years
EROC - transnational project with Finland and Poland through 09 with conference in Cornwall in November. Campaign to secure 50 European partner states through 09. Potential European Committee of the Regions recommendation to establish new designation in November.
Creative Consortium - established and work ongoing
Porthmeor Studios - funding decisions October. Capital build timeframe Nov 09 to mid 2011
Dott Cornwall - infastructure in place, projects live with end date Dec 2010 or later depending on the projects that emerge
FEAST - ongoing with end date for current investment mid 2011.
The difficulty of accessing Convergence funding for projects defined as cultural including those with the potential for significant economic impact; the sector blind approach to delivery of the business support programme under Axis 2
2 bids to Europe. Partnerships with Finland and Poland for the first ROC Pilot project.
Partnerships with mainstreaming organisations developed.
Securing funding for continuation of 4 current mainstreaming projects.
Secured funding for DOTT Cornwall
Delivery programme of paricipation under FEAST programme
Cornwall's Creative Industries Strategy-
By 2012 - increase of sector annual turnover to £670m from £420m
-no of people employed 12,000 from 10,200
- increase of GVA to £36,500 per head
- 50% of products sold out of Cornwall
These targets need to be revised down in the light of the recession. Sustaining the sector at 2008 levels over the next 2/3 years is more realistic
- Numbers of people on IB for 2 years or more supported in to work
- Increase skills attainment at Key stage 3
- Town Centre footfall increased
- Increase in people accessing public product
- Increase in volunteering (particularly in underrepresented groups)
- Maximise the potential of sports that are particularly important to Cornwall and in which it can compete at national or international level, through the encouragement of investment in strategic facilities and other developments such as leisure centres, major sports stadia and land-based facilities for watersports.
- Improve access at a local level to sport and active recreation in rural towns and villages as part of improvements to health, support for local distinctiveness and community cohesion.
- Maximise the potential of the 2012 London Olympics to deliver a significant sporting, business and cultural legacy.
- Cornwall has secured the 2010 World Surf Lifesaving championships.
- Grant approval received for the appointment of additional community sports coaches.
- Children and Young Peoples Partnership have nominated a 2012 representative to co-ordinate activity through the schools sector
- 56 coaching bursaries supported for the development of coaching skills .
- Development of Community Sports Networks (CSNs) is on schedule.
- 2012 strategy in preparation.
- Building schools for the future programme will deliver new school for Penryn with enhanced sports facilities available to the community.
- 2010
- Delivery over three years from December2007
- 2012
- March 08
- March 08
- Summer 2008
- Autumn 2008
- Community indicators to be developed
- Number of hours of quality sports coaching delivered
- To be developed
- Qualifications achieved
- To achieve 4 'established' community sports networks and 1 'embedded' community sport network
- Not yet available
- Indicators for community use to be developed
- To be developed
- Target hours for delivery to be confirmed
- Co-ordination of 2012 opportunities for young people
- 56 coaches with enhanced coaching qualifications
- Established CSNs need to be constituted. Embedded CSNs need to have developed an action plan based on local needs
- Not yet available
- To be developed
- Halt the Rise in Obesity
- Children in Reception and Year 6 who are overweight or obese
- Increase participation in sport and active recreation
- Invest in the protection and enhancement of the environment and promote the area as a centre for environmental knowledge and excellence through marketing and press activity.
- Ensure Cornwall and the Isles of Scilly is at the forefront in developing and sharing best practice in environmental protection and adaptation to global issues such as climate change.
- Position Cornwall as an exemplar for the agri-environment as identified by the Cornwall Agricultural Council. Map opportunities into initiatives such as new cropping and biofuels and implement recommendations.
- Support schemes to restore or enhance the economically important characteristics such as habitats and wildlife, including those that are specialities of Cornwall and the Isles of Scilly, for example through accreditation of agricultural produce. Give priority to those habitats that reduce climate change impacts, and allow our environment to adapt to its effects, such as rewetting flood plains and the use of sustainable urban drainage systems. This also links to the Minerals Development Framework.
- Seek local and innovative solutions to waste reduction, including re-using, recycling, composting and converting waste to energy.
- Invest in the protection and enhancement of the coastal and marine environment and maintain the stock of environmental capital (such as nature conservation and forestry).
- Enhance existing green infrastructure and create new urban green space through careful planning of urban extensions and growth
on track - targets revised to reflect changed Defra funding situation.
Successful delivery of LSC co-financed projects, both workforce development and CRESTA slightly overachieved in terms of beneficiaries.
DEFRA have agreed that they will support Cornwall as a national pilot for using ecosystem approach and valuation to underpin land use management and planning - details to be finalised.
Cornwall Climate Change Action Plan is being developed and assisted by an Interreg project which we anticipate will commence in January 2009.
Other complementary activity for which Dave Lewis is not accountable includes
LAA Outcome Strong 6 - http://www.cornwallstrategicpartnership.gov.uk/media/adobe/4/6/STRONG6_1.pdf LAA Outcome Sustain 3 - http://www.cornwallstrategicpartnership.gov.uk/media/adobe/g/t/SUSTAIN_3_Minimise_Waste.pdf
Scheduled for completion March 2009 - currently being reviewed within context of Sustainable Community Strategy and new LAA process
- Farms with whole farm environmental reviews
- County Wildlife Sites with improved biodiversity outcomes
- Training beneficiaries in environmental sector
- 100 p.a. - completed on target
- 3184 hectares - completed on target
- 600 by June 2008 - completed on target
Sustain 6 - http://www.cornwallstrategicpartnership.gov.uk/media/adobe/6/8/SUSTAIN6_1.pdf
- Invest in destination marketing activity that focuses on attracting visitors outside busy months.
- Utilise the distinctiveness and strong brand to establish new quality markets and brand clusters e.g. business tourism and higher spending visitors.
- Invest in the quality of the public product, such as signage, paths, cycle routes, harbours, promenades, town and village centres, beaches, and support initiatives to improve the overall quality of the visitor experience.
- Encourage investment in the improvement and enhancement of paid-for visitor attractions.
- Support sustainable and scaleable events, activities and festivals.
- Improve the quality standards and training in all visitor economy accommodation.
- Improve existing information systems and support new ICT-based information and reservation systems to improve visitor experience.
See previous Delivery Outcome. Using Cornwall as a distinctive brand is key to all our campaign work and through both product development and market intelligence we can identify both declining and new markets for Cornwall.
As VisitCornwall we are not in a position to directly invest in the quality of the public product but through membership of such schemes as Clean Cornwall and through our bi-annual visitor survey we can encourage and advise on those key areas where the public product is failing.
See previous Delivery Outcome - much of this work is ongoing but will depend on the design and structure of the new tourism service for Cornwall.
With the appointment of Malcolm Bell as the new head of VisitCornwall there will be a complete review of Cornwall's tourism service which will have a major impact on how we deliver tourism services in the future.
- Position Cornwall and the Isles of Scilly as a multi-faceted place to live, work, visit, invest and trade by capitalising on its strong and positive brand and image through co-ordinated marketing efforts and marketing campaigns.
- Assist and advise local businesses seeking new markets to use the strength of the Cornwall Brand to win new business.
- Reinforce and enhance sense of place characteristics to attract new investment to develop the Cornwall brand alongside its product offerings.
New Cornwall Brand project funded by Convergence underway
Revisiting Brand access criteria and redefined list of Cornwall Brand Ambassadors to align with InvestinCornwall activity in international markets. 19 flagship ambassadors identified and recruited.
Ongoing effort - funded to June 2012
Project incorporates regular perception research to determine progress of Cornwall Brand commencing with a bench-marking review in 2010 to be refreshed in mid 2012.
General unprompted perceptions of Cornwall @ 2010 in terms of business: leisure/tourism, fishing, mining, agriculture, food and drink.
Little or no association with ICT/broadband, advanced engineering, manufacturing.
The project will seek to measure an improved perception of Cornwall and its range of business activity over the lifetime of the project.
N/a
- Utilise distinctive assets to motivate and inspire all individuals, increase aspirations for and pride in the area, and work to ensure that these assets are recognised and respected locally and globally.
- Enhance and maintain the strong community loyalty to aid co-operation and partnership
Many of the decisions on strategy and delivery of economic development are being made externally to Cornwall, so that is not possible to use the Cornwall 'brand loyalty' as effectively as possible. The creation of a Cornwall Development Company could go some way to addressing this issue. Meanwhile, the 'brand loyalty' is being used to enhance smaller programmes, eg Buy Cornish.
With regard to use of the Cornwall brand, Cornwall Pure Business continues to achieve excellent results in attracting smaller high value business es to Cornwall as well as signing up many Cornish businesses to promote Cornwall nationally and internationally. visitcornwall reports continued loyalty by visitors to Cornwall, although there are concerns that overall visitor numbers may be down for providers in the lower to middle end of the market.
The European region of culture campaign continues to be pursued and WHS status, the burgeoning food sector and much improved offerings provides an opportunity to promote Cornwall in a new way to visitors