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A Cultural Strategy for Eden

Main Report and Executive Summary

C u l t u r a l

c o n c o u r s e

November 2003

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Contents Foreword ……………………………………………………………………………….. 3

Executive Summary …………………………………………………………………… 4

Main Report ……………………………………………………………………………. 9

What is Culture ………………………………………………………………………… 9

What is a Cultural Strategy? …………………………………………………..……. 10

Why is Culture Important? ………………………………………………..………… 11

Establishing A Vision for Culture in Eden and Cultural Priorities ………………. 14

Key Cultural Issues ………………………………………………………………….. 17

Communities …………………………………………………...…………………….. 18

Health and Well Being ………………………………………………………………. 21

Economy ……………………………………………………..……………………….. 23

Environment and Transport ………………………………………………………… 26

Young People ……………………………………………………………………...… 27

Housing ……………………………………………………………………………….. 30

Making it Happen ……………………………………………..……………………… 32

Monitoring and Review Process ……………………………………………………. 34

Action Plan for Priority Items ………………………..……………………………… 37

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Foreword Eden’s decision to commission this Cultural Strategy demonstrates recognition of the value of the cultural sector in supporting and complementing the high quality of life currently enjoyed by the people of Eden. Through direct engagement with groups, individuals and organisations from across the district we have worked to identify key objectives that will ensure the sustainability and development of its cultural strength.

This consultative exercise has confirmed expectation that Eden has a rich, vibrant and varied culture. Eden enjoys strong and lively communities, a dynamic voluntary sector, and considerable enthusiasm amongst local people and visitors for those aspects of cultural life that contribute to well being, local distinctiveness and pride in place. It has also been apparent how cultural activities make a significant contribution to other sectors – health; economic development; education and lifelong learning; and the environment.

Integral to the process of developing this strategy has been a concern to ensure fair access for all, and recognition that, because of its geography and demography, access to cultural opportunities in Eden requires a different approach. A cross-departmental and inter-agency approach, adopting partnership working, internally and externally, is an essential prerequisite for success. The strategy also recognises threats to the cultural infrastructure caused by several linked factors - poor job prospects for young people; low wages; a lack of a skilled local labour pool for inward investors; a shortage of affordable housing; a loss of young talent and little to attract new blood to the area; and a growing, ageing population that brings capital but little earned income to the area. If these issues are not addressed any vision for viable and sustainable cultural development will be more difficult to achieve. Although the ramifications go well beyond the bounds of this strategy, it does flag up the issues and point to ways in which the cultural agenda can help address problems and take advantage of opportunities.

This strategy has been developed based on the eight themes set out in Eden’s Community Plan – “Eden Futures”, hence its action plan has been structured around these themes demonstrating the contribution that culture can make to each of them.

That Eden is a great place to live and work is a strong theme that has emerged from the consultations which have influenced the development of this strategy. The challenge for us all is to sustain and improve the cultural life of the district by ensuring that the infrastructure and funding is in place to ensure that our communities get maximum benefit and that their high expectations of cultural activity and development are met. This strategy sets out ways in which real cultural growth can be achieved in Eden through the involvement of the community and a wide range of partner organisations.

Mary Jane Herbert Chairman Eden District Council

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Executive Summary 1. Culture, as defined by the Department for Culture Media and Sport,

embraces a wide range of activities including, sports, arts, museums, parks, countryside, tourism, heritage attractions, libraries, archaeology, crafts, children’s play, literature, entertainments, design, fashion, food, media and visiting attractions.

2. The following vision has been formulated for the development of cultural activities in Eden: “Eden will become an even better place to live, work and visit as we develop viable and sustainable cultural activities for all of our communities.”

3. This statement reflects the importance of culture in Eden and the potential for contribution to the Key Issues of “Eden Futures”.

4. Because of this impact across a wide spread of public policy areas the Department for Culture media and Sport has encouraged Local Authorities to devise a strategic approach to the development of cultural activities in their communities.

5. The existence of such a strategy has been a Best Value Performance Indicator. In the future the strategy is to be combined with the Community Plan.

6. To inform the preparation of such a strategy the following tasks have been undertaken:

• Analysis of the strategic position of significant contributors to the cultural agenda of Eden including, Sport England, Arts Council of England, NWDA, Cumbria County Council.

• Active consultation with individuals and organisations within Eden and beyond (including neighbouring Local Authorities) seeking their views on current activity and potential priorities for the future

• Consultation with an inclusive cross section of the public through focus groups, questionnaires and a web based survey

7. From this information the vision statement included at 2 above has been prepared. The following Cultural Priorities have been distilled as those issues likely to produce the best outcomes from the application of scarce resources. These priorities are:

• The Arts and Creative Industries

• Sport and Physical Recreation

• The Built Natural and Social Heritage

• Tourism

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8. Within these priorities Key Cultural Issues have been identified and grouped in accordance with the Key Issues which are emerging from the Local Strategic Partnership so that, in due course, this strategy can easily be combined with the plans of that partnership. Finally specific actions have been proposed and incorporated these into detailed action plans.

9. In determining the Key Cultural Issues cognisance has been given to the capacity of Eden District and of the Council. The number and scale of issues have been deliberately restricted to proportions which, whilst challenging and stretching for the Authority and its partners, present realistic and achievable goals.

10. The Key Actions which are recommended for the authority, grouped in accordance with the Key Issues defined through the LSP follow this Executive summary.

11. It has been recognised throughout this report that the capacity of the organisations in Eden, particularly the District Council, are limited and hence the Key Actions have been prioritised in consultation with the steering group. In order to ensure the greatest possible impact priority has been given to those Actions which interconnect and hence have an impact across a broad range of issues.

12. Those which are considered of secondary priority have been “greyed out” in the following list. A detailed action plan for the priority items has been included at the end of the Main Report. The remaining matters will be reviewed on an annual basis and brought forward as need and capacity allow.

13. Recommendations are also made for an annual monitoring and review cycle which include the establishment of a Local Cultural forum, which can build on the Steering Group and focus groups which have been convened to assist in the preparation of this strategy.

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Community Actions

CM1 Encouraging participation in the “Vital Villages” and Parish Plan frameworks to develop an active arts, social and sports life within villages

CM2 Encouraging the establishment of Social Enterprises at village level to develop cultural opportunities on a scale which is commensurate with their communities.

CM3 Encourage the development of ICT and broadband access and training at local level to encourage the development of creative industries

CM4 Make information available on the website, up to date, comprehensive, responsive through the introduction of a contents management system to encourage take up of cultural opportunities.

CM5 Partner organisations will be encouraged to print out relevant pages from the website (which should be designed with this purpose in mind) for distribution and display to encourage take up of cultural opportunities.

CM6 Undertake an audit and structural survey of community facilities (village halls, church buildings etc) to inform a future maintenance and investment programme.

CM7 Eden District Council to prepare, adopt and monitor an equal access statement.

Health and Wellbeing Actions

HW1 Support the existing Sports Development Plan with the specific objective of increasing participation rates in activities relevant to the new facilities.

HW2 Consider options for increasing use of central facilities by remote communities.

HW3 Establish, with Cumbria Sport, a coaching and officials development programme for Eden to ensure that clubs have access to the skills needed for increased participation.

HW4 Establish clear joint targets between the Sports Development team and the Active Lifestyles worker.

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Economy Actions

EC1 Prepare and implement a plan for the development of the Eden Valley as a slipstream tourism destination.

EC2 Develop, with community partners, a programme or the improvement of access and interpretation of heritage sites across Eden but particularly in the Eden Valley.

EC3 Preparation of a museum development plan based on creating an outreach service to support projects aimed at developing and interpreting the rich heritage of Eden

EC4 Promote and develop the Cultural Economy and creative industries.

EC5 Supporting initiatives aimed at the promotion and development of local produce and products.

EC6 Develop the potential for further tourism and cultural developments at Rheged.

Environment Actions

EN1 Develop and promote walking and cycling routes and for visitors and resident.

EN2 Develop a programme of organised rides and walks linked to healthy lifestyle campaign

EN3 Promote public art schemes in association with the footpath and cycleway networks.

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Young People Actions

YP1 To develop an ongoing consultation process with young people in all key cultural services.

YP2 To work with partner agencies to develop arts and communications for young people.

YP3 To build on Quondam and Penrith Players as a resource for children and young people. To explore possibilities with Quondam Theatre for development of a children and young people’s outreach programme and development of youth theatre activity.

YP4 To discuss with public transport providers the opportunities for improving services for young people.

YP5 To make more use of the schools to disseminate information about activities and events for young people.

Housing Actions

H1 To ask that, in the next review of the Housing Strategy for Eden the needs of the self employed and small enterprises in the cultural sector are considered.

H2 To ensure that the opportunity to develop local architectural design solutions and the encouragement of renovation and restoration of redundant buildings are the subject of discussion with interested parties in advance of the next revision of the Local Plan.

Making it Happen Actions

MH1 Agree conditions of grant and service level agreements with partner organisations to deliver Key Actions.

MH2 To form an Eden Cultural Forum to promote, assisting in implementing and monitoring progress of this strategy and to liaise with Local Strategic Partnership.

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Main Report Culture is everything that we don’t have to do in our lives but have to do to feel alive.

What is Culture? 1. What do you think of first when someone says the word “culture”? Opera?

Art exhibitions? Theatre? The truth is that it’s all of those things and much more. It’s what we do in our spare time, be it walking up Cross Fell, showing your leeks, eating out, playing football, watching a film, line-dancing, tracing your family tree, going to a concert.

2. Doing these things can increase our feel-good factor, increase self-confidence and give us new skills. It can make us feel fitter and better. It can also benefit whole communities, create wealth, protect our environment. We do them by choice, not because we have to.

3. Culture has been defined as those things which we consider to be important to pass on to future generations a treasure chest of the things which we hold dear. It can be both a tool for defining the uniqueness of a place and a thread to draw together rich diversity. Culture can be...

• Entertainment - going to watch a film at the cinema, visiting the amusement arcade, bingo nights, eating out in a restaurant, going to the pub/club...

• Art - performance drawing or painting, visiting an art exhibition, fashion, playing a musical instrument, learning to dance, going to the theatre...

• Sport - jogging, cycling or angling, going to the gym or swimming, playing football, cricket or golf, sailing...

• Leisure - enjoying a walk in the Lakes, playing on the park, doing the garden, working at the allotment, being part of the crowd at events, watching television...

• Heritage - visiting museums, monuments or listed buildings, exploring the landscape, conservation areas, industrial archaeology, historical societies...

• Life Long Learning - visiting museums and libraries, attending evening classes, life long learning, home study courses...

4. In other words, there’s more to culture than you first think.

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What is a Cultural Strategy? 5. Central Government has, since 2000, been encouraging Local Authorities to

adopt Cultural Strategies and has included them as a Best Value Performance Indicator although there has been no statutory obligation to produce them. The position has recently changed and in the future Local Authorities will not be required to have separate Cultural Strategies but will be expected to have taken these matters into account when preparing their Community Plan. (Letter from DCMS to Local Authorities 27/11/02)

6. A cultural strategy is the framework in which a local community sets out its plans to promote the cultural well-being of the area. The strategy should show how culture is at the centre of our lives, demonstrate its inherent value and its contribution to our personal, community and economic health and what action can be taken so that it can make an even bigger difference to personal, community and economic health.

7. Details of the Government’s expectations for Cultural Strategies can be found in Appendix 7.

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Why is Culture Important? 8. Cultural activity is a major component of life in the UK:

• Tourism expenditure in the UK is estimated at £53billion.

• 28% of the UK population visited a museum or gallery last year.

• 24 million adults are members of public libraries in England and Wales.

• An estimated 80 million visits are made to local authority swimming pools each year.

9. Cultural activity can make positive contributions to the public policy agenda far beyond the particular activity involved.

Involving Communities

• “In an evaluation of Arts for Everyone projects over 80% reported a decrease in social isolation and more than two thirds reported improved understanding of other cultures or lifestyles.”

DCMS (1999) PAT 10: Report of the Social Exclusion Unit

• Youth arts programmes bring wider social benefits. In promoting the self-respect that comes from positive achievement and the mutual understanding that comes from creative collaboration they offer positive strategies for tackling some of the most insistent issues we face of social inclusion, personal motivation and community development”.

Dr Ken Robinson Youth Arts in the Real World (National Youth Agency)

Improving Health and Well Being

• “Cultural activity contributes to the overall well being of the community and participation is associated with better individual health and well being”

London Health Commission (Oct 2002)

• “Regular cycling can virtually halve the risk of heart attack, by reducing weight gain, high blood cholesterol and high blood pressure. Just 30 mins of moderate exercise five times a week is beneficial to your heart”

National Heart Forum

• “Regular exercise can help reduce anxiety, insomnia, stress and depression. It can help increase self-esteem and create a feeling of well-being”

World Mental Health Day 2000

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• “I believe the arts can play a very, very important role in ensuring that those messages about healthy lifestyle and the engagement between the heath services and the community can be enhanced.”

Rt Hon Alan Milburn M.P. Secretary of State for Health, February 2001

Progressing a Diverse and Vibrant Economy

• Recent research for the NWDA calculates that 21% of employment within Eden is in this sector. Eden is second only to Cheshire in the North West in terms of the importance of these activities to the local economy.

NWDA Research (Feb 2003)

• “The most positive comments received through the surveys indicated that those who gained either unpaid or paid work experience on the Arts for Everyone projects had a good deal of success in continuing employment.”

Arts Council of England Employment Research Report (1999)

Investing in Young People

• “The arts offer young people unique opportunities to explore and learn, helping them to become engaged members of the community”

Local Government and the Arts (Arts Council of England) 2003

• “We know that motivating children to learn through sport works. Playing for Success Centres provide a real boost to raising children’s standards of literacy and numeracy – which is at the heart of our strategy to improve achievement.”

Rt Hon. Charles Clarke M.P. Secretary of State for Education Feb 2003

Promoting a Sustainable Environment

• “Parks and trees have a positive impact on the quality of air by removing toxins which in turn has a positive impact on health. Over a period of one year the trees which cover 11% of the city of Chicago removed 15 metric tonnes of carbon monoxide, 191 tonnes of ozone 84 tonnes of sulphur dioxide 89 tonnes of nitrogen dioxide and 212 tonnes of particulate matter”

The Benefits Catalogue, Canadian Parks Association (1997)

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Tackling Crime

• “A multi-agency sports scheme in a Bristol youth Centre addressed problems of drug taking and associated levels of criminal activity. A 15% reduction in crime in the local beat area and a 43% reduction in juvenile crime were reported.”

“Best Value Through Sport” Sport England (1999)

10. The examples given above give just a flavour of the extent to which on a purely practical level culture is important to Eden because of the contribution it already makes to the local economy and because of the impact it is capable of having across a wide public policy agenda. Many other examples of this nature are available and your attention is drawn to Appendix 6 which contains a bibliography reference to which will expand and extend this line of argument.

Establishing A Vision for Culture in Eden and Cultural Priorities 11. The diagram below illustrates the process which has been followed in

drawing up this strategy.

Local Context Strategic Context Consultations

A Vision for Culture in Eden

(see 12)

Eden Futures and Local Strategic Partnership Key

Issues

Key Cultural Issues (see 15 et seq.)

Cultural Priorities (see 14)

Recommendations for Action (see 15 et seq and Action Plan)

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12. Taking account of the strategic and local contexts and in the light of the consultations this vision has been formulated for culture in Eden:

“Eden will become an even better place to live, work and visit as we develop viable and sustainable cultural activities for all of our communities.”

13. This strategy is intended to be a route map to help the attainment of an overarching goal. The overarching goals for Eden are described in the “Eden Futures” document and set out under eight Key Themes. These themes have now been slightly amended to form the Key Themes of the Local Strategic Partnership which are:

• Communities

• Health and Well Being

• Economy

• Environment Transport

• Young People

• Housing

• Promoting Carlisle and Eden

This Cultural Strategy is intended to show how cultural activity can contribute to the achievement of the Eden Futures vision and the LSP Key Themes.

14. Throughout the production of the strategy and during the consultation process account has been taken of the need to focus limited resources with great precision in order to produce tangible benefits rather than spread them too thinly to little effect. In the light of this need, guided by the consultations and in the light of the local and strategic context, it is proposed that the following cultural priorities should be addressed.

• Arts and the Creative Industries – because: They are already a major strength of Eden which is capable of development. They provide benefits to communities, the economy, the environment. They provide opportunities for young people. They are key national and regional priorities.

• Sports and Physical Recreation – because: Increased physical activity will impact in the health of the community Sports clubs lie at the core of many communities

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These activities are frequently of interest to young people There are already plans for major capital investment. There is strong national and regional strategic support.

• The Built, Natural and Social Heritage – because: There is a wealth of these resources in Eden. There is poor access to and interpretation of them. Their development can bring benefit to the local community They offer the potential for economic impact. There is strong regional strategic support.

• Tourism - because: There is major potential for sensitive development. This can benefit rural economies and communities if properly planned. There is strong regional strategic support.

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Key Cultural Issues 15. Each of the above Cultural Priorities is of relevance to a range of the Key

Issues which have been agreed in the development of the Local Strategic Partnership.

16. From the consultations, surveys and discussions that have been held the following key cultural issues (in bold below) have been distilled. They have been grouped in accordance with “Eden Vision” Key Themes (as modified for the LSP – set out in the Development Document of the Local Strategic Partnership - Appendix 13) so that their contribution to the Vision can be easily understood. For each of these key cultural issues recommended actions are described.

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Communities 17. Throughout discussions the dispersed nature of Eden’s population was

seen as both a strength and a weakness. It was also viewed as a vital component of the “culture” of Eden and the protection of village life and communities should be given a high priority. Culture plays a major role in enabling and sustaining the fabric and quality of community life in Eden’s villages and market towns.

18. For many communities, particularly in the rural areas, local church play a pivotal role, not just spiritually, important though that is too many people but practically by providing the only community facilities, being a channel of communication and a source of support. Church buildings need to be recognised as a key part of the community fabric and used, improved and maintained so as to ensure they continuer to contribute to village life. Little is known of the overall condition of the stock of church halls and village halls in Eden and an audit of such facilities would enable future planning of investment to be more strategic. This might be funded through VAC.

19. On many occasions, focus groups and consultants pointed out that the village pub can be the only local meeting place that is open on a regular basis. It can act as focus for community activities, a trading post, and a showcase for local food and beer enables it to fulfil a number of social, economic and cultural functions. The village shop provides an accessible source of essential supplies for people without personal transport, together with postal and banking services. The village hall and sports facilities also contribute to the health and well being of local people – a village like Lazonby, with both, has a thriving arts, social and sports programme which also benefit people in the surrounding areas. Complementary initiatives like the Highlights Rural Touring scheme strengthen communities, broaden the range of cultural opportunity on offer, and provide opportunities for local people to get involved and to take responsibility for their own cultural development. The scheme already involves 12 villages in Eden and there is a waiting list of five (and indications of much wider interest in becoming involved) demonstrating that it fulfils a need.

20. Equally important and frequently raised in consultations, are Eden’s market towns. With the possible exception of Penrith they have been relatively unaffected by modern developments, and this “heritage factor” represents important cultural capital for Eden. They provide valuable cultural resources (e.g. swimming pool, sports hall, football and cricket pitches) and activities (Penrith May Day, Kirkby Stephen Charter Fair, Appleby Jazz festival). They offer natural opportunities for the sale of local produce in shops, pubs, restaurants and hotels. Visitors to the area use the Market Towns for sleeping, eating, drinking, shopping and victualling, and expect to find leisure and entertainment opportunities there for all tastes and ages - and at different times including daytime, evenings and weekends. They also offer a gateway to the surrounding countryside. The scale of these communities constrains the development of market solutions to these cultural provisions but increasingly Social Enterprises are being established which successfully develop cultural opportunities on a scale which is commensurate with their communities.

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21. Various regional and sub regional agencies have been keen to make the point that the cultural industries already constitute a significant component of Eden’s employment market. The commitment of the North West Development Agency to their further development offers real opportunities for rural communities since many of these small scale operations can be accommodated, and choose to locate in, rural areas. Such development is at present constrained by the lack of broadband access and the existing campaigns to secure such access are of vital importance seen from a cultural perspective.

22. The existing Eden Sports Development Strategy recognises the importance of community facilities for the delivery of sports development target. It also stresses the contribution that participation in sports programmes can make to the quality of life of communities. It incorporates a series of objectives which are designed to develop this potential and to make best use of existing community facilities

23. Finally, and widespread in the consultations was a feeling that information on services and cultural opportunities is not as readily available as it might be. This is of particular importance to isolated communities. The EDC website is already excellent in many ways and the commitment within the Implementing E- Government Strategy to a Contents Management System should, when introduced, help to provide an even better services. However not all sections of the community, particularly the elderly who form a greater than average proportion of the population, have access to the internet.

24. Underlying many of these community issues is the question of Equal Opportunities. At present Eden District Council has an equal opportunities policy relating to employment issues but not to service access. It should be stressed that consultations raised no complaints about such issues. However there was a broad recognition amongst the groups and individuals consulted that a clear statement of commitment from the Authority would be at least of symbolic importance and that, as the cultural mix of Eden changes, as it is sure to do, the Council will need to ensure that the aspirations expressed in the statement are fulfilled through service delivery.

25. In the light of these community cultural issues which have emerged from the consultation process the following strategic actions are recommended:

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Community Actions

CM1 Encouraging participation in the “Vital Villages” and Parish Plan frameworks to develop an active arts, social and sports life within villages

CM2 Encouraging the establishment of Social Enterprises at village level to develop cultural opportunities on a scale which is commensurate with their communities.

CM3 Encourage the development of ICT and broadband access and training at local level to encourage the development of creative industries

CM4 Make information available on the website, up to date, comprehensive, responsive through the introduction of a contents management system to encourage take up of cultural opportunities.

CM5 Partner organisations will be encouraged to print out relevant pages from the website (which should be designed with this purpose in mind) for distribution and display to encourage take up of cultural opportunities.

CM6 Undertake an audit and structural survey of community facilities (village halls, church buildings etc) to inform a future maintenance and investment programme.

CM7 Eden District Council to prepare, adopt and monitor an equal access statement.

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Health and Well Being 26. Many cultural activities have a direct impact on health and well being e.g.

organised sport, walking and cycling, and other physical leisure activities. But there are others which impact in a less direct way. Tourism, taking a holiday, especially in areas of outstanding natural beauty, is generally considered beneficial to health, and Eden is especially well placed to promote relaxed outdoor holidays. The arts are playing more of a role in both prevention and cure in cases of mental and physical ill health. Community arts residencies in Eden have raised awareness of and pride in local distinctiveness, developed appreciation of and pride in heritage, and contributed to long term sustainability of cultural tourism (e.g. Sheepfolds, Appleby Jazz festival). These all impact on quality of life and well being. Another key area is food – growing awareness of value of locally grown, fresh food as integral element in healthy diet.

27. Consultees have welcomed the major capital developments in sport and recreation but see them as presenting both a challenge and an opportunity. The increased capacity for physical activity could potentially lead to a decline in use of existing facilities unless demand is increased. Likewise, an increase in participation will lead to an increase in the demand for coaches and officials. Eden DC has already adopted a Sports Development Strategy which addresses these (and other issues) in detail. Continuing support is needed to ensure its implementation.

28. The District Council is currently accommodating an officer funded through the Eden Valley Primary Care Trust (ECPCT) to promote active lifestyles. The post is for a three year period. This is a very welcome and progressive move. The post holder will need to work closely with the client officer and management company for the various recreational facilities across Eden and the future of the post will need to be considered jointly with the EVPCT.

29. Despite the major capital investments consultations have shown that concern remains that the more remote areas of Eden will not be able to enjoy access to the excellent facilities to be provided in Penrith.

30. In the light of these community cultural issues which have emerged from the consultation process the following strategic actions are recommended:

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Health and Wellbeing Actions

HW1 Support the existing Sports Development Plan with the specific objective of increasing participation rates in activities relevant to the new facilities.


HW3 Establish, with Cumbria Sport, a coaching and officials development programme for Eden to ensure that clubs have access to the skills needed for increased participation.

HW4 Establish clear joint targets between the Sports Development team and the Active Lifestyles worker.

HW5 Strengthen the joint working on Arts and Health

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Economy 31. The cultural economy represents 21% of employment in Eden. It is clearly

an area to which this sector is attracted and can thrive. The North West Development Agency has recently appointed Head of Creative Industries and is about to appoint a Head of Sports to work in cluster development of these two employment areas. This is an indication of the importance which the Regional Development Agency places on this sector and an indication of the support that can be available for viable schemes to strengthen the sector in the region.

32. Within Cumbria the recently published Regional Tourism Strategy proposes a continuing focus on the “star brand” of the Central Lakes. However it recognises the need to develop “slipstream” destination to take the pressure off major centres and to develop the full tourism potential of the region. The groups and individuals consulted support the idea that the Eden Valley has the opportunity to be one of these destinations and if this can be achieved the economic benefits could be a significant factor in supporting existing rural communities and businesses. We have also been made aware of very real concerns that too many visitors can destroy the very beauty and tranquillity and the special landscapes that they come to enjoy. Maintaining a balance between economic benefits and environmental costs will be difficult and will need to be kept under constant review.

33. The challenge is to turn this potential into reality which requires a commitment to product development. Specifically the Eden Valley needs to develop networks of footpaths and cycle routes linking attractions, services (pubs, B&Bs, shops, restaurants) and to provide promotional material related to these. These will benefit not just visitors to the area but the many local people who, encouraged to make greater use of the Eden Valley will strengthen the rural economy. However as discussed above these scale and nature of these developments will have to be measured against the need to protect the environment and character of the district.

34. These developments should be tailored to attract particular interest sectors eg

• “Active” sector – do it - walking, cycling, riding;

• “Destination” sector – go and see it - visitor attractions e.g. museums, stately homes, stone circles, galleries, studios, public art trails, places of special interest

• “Themed” sector – experience it – festivals (Potfest, Lowther Horse Trials); events; food; steam train ride.

35. It has been made clear in the consultations that Eden has a rare depth and variety of heritage sites and landscapes of extraordinary beauty and of great interest to visitors and residents alike. Few of these are well interpreted on site or even well sign posted. At the same time the regional Heritage Lottery Fund is under- utilised. There is potential for local communities to embrace their heritage attraction and to seek funding to

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improve and interpret them. They would then be able to make a contribute to the tourism development propose in EC1 but the process could in itself contribute to CM1 in the same way that the Eden Benchmarks became community projects.

36. Significant support has been encountered amongst those consulted for the service provided at the Museum. Eden’s rich heritage, which should be used more fully as an attraction for tourist and residents, should have at its hub the museum which should continue to provide permanent and temporary exhibitions. Communities wishing to pursue the development of heritage sites will look to the museum for advice and information.

37. Arguably the most significant recent contribution to Eden’s cultural landscape is Rheged. Conceived originally as a tourist attraction imaginative programming and partnership with Eden arts has demonstrated that there is the latent capacity to become a major cultural resource for Eden and Cumbria. There is clear potential to further develop its tourism products (for example through collaboration with the Penrith Museum) but there is also an opportunity to use Rheged as a major arts venue for film, performance and exhibitions with a relatively modest injection of capital.

38. There is great awareness that local produce, food drink and artefacts made from local materials are all essential ingredients in defining the character and cultural distinctiveness of an area. They help define what is different and special about products from that place, how they are made from its soil, its rocks, its water – as clay, as wood, as plants, as wool or meat.

39. This process is being supported by a large number of publicly funded initiatives - eg “Eat the View”, “Distinctly Cumbrian”, Leader + Cumbria Fells and Dales, Cumbria Organics, Made in Cumbria, the Rural Enterprise Scheme, Countryside Stewardship, the Rural Regeneration Company, North West Fine Foods, Vital Villages, the Market Towns Initiatives. Together they represent a substantial body of goodwill, support, advice and funding that shares a common intent to assist in the regeneration process and move the area towards greater economic well-being and enable sustainability. The cultural sector is very well placed to take advantage of this situation and, in so doing, to make a significant contribution to the future well being and sustainability of Eden’s economy and community.

40. The cultural sector is well placed to add value to local produce, by transforming the raw material into marketable goods – e.g. wool to knitware, clay to ceramics, flour to bread, reeds to baskets. This process involves skill and craft, providing specialist jobs, and creating a high value product. Such products can meet both local need and appeal to visitors. Marketing provides an opportunity for raising the profile of the area through farmer’s markets, special market town events, and the development of small scale local festivals combining the making, exhibiting and selling of produce together with workshops, demonstrations, local sports, and performance. Such initiatives also engage communities and enhance pride in place.

41. In the light of these cultural economy issues which have emerged from the consultation process the following strategic actions are recommended:

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Economy Actions



EC3 Preparation of a museum development plan based on creating an outreach service to support projects aimed at developing and interpreting the rich heritage of Eden

EC4 Promote and develop the Cultural Economy and creative industries.

EC5 Supporting initiatives aimed at the promotion and development of local produce and products.


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Environment and Transport 42. Eden is defined by the meeting of scenic, ecological and cultural interests

and the impact of its heritage on the natural and the man-made landscape is integral to its identity and character. With over half of Eden in the Lake District National Park and the North Pennines Area of Outstanding Natural Beauty, this raises challenges and opportunities for sensitive management and development of the environment, including wilderness; farmed landscape; rivers and lakes; heritage sites (stone circles etc); historic sites (stately homes etc); industrial agricultural and rural heritage (old buildings, churches, viaducts, bridges, mines etc); historic buildings within villages and market towns.

43. The health benefits of walking and cycling are well-cited and Eden has the advantage of an extensive existing and planned network of footpaths and cycle paths. Major long-distance routes pass through the district and connect villages and communities. These include the C2C, Pennine Cycle Way Barrow-Sunderland (C2C South) and the Cumbria Cycle Way and of course the Pennine Way. A series of circular cycle routes in Eden have also been developed and promoted. Not only do these provide a rich resource for visitors but offer high potential for local people for travel between villages and to facilities and for leisure use enabling appreciation of the local environment and landscape and development of active lifestyles. These routes also offer opportunities for arts and education projects which help enhance the experience of using the routes, encourage users and raise the profile of environmental and conservation issues. Such proposals have wide support from the groups and individuals consulted.

44. There are significant new initiatives being developed, including the Eden Rivers Trust (ERT) scheme for improving access to the River Eden. Working with the East Cumbria Countryside Project, ERT hopes to join existing footpaths and create new ones where there are gaps to provide an integrated route. These schemes provide an excellent opportunity for the development of public art schemes like the “Eden Benchmarks” and the “Sheepfolds” projects, both of which engage and involve local people, add to local distinctiveness and pride in place, and attract visitors and income to the area. These earlier public arts programme made an impact which was frequently mentioned during our research.

45. In the light of these issues which have emerged from the consultation process the following strategic actions are recommended:

Environment Actions

EN1 Develop and promote walking and cycling routes and for visitors and resident.

EN2 Develop a programme of organised rides and walks linked to healthy lifestyle campaign

EN3 Promote public art schemes in association with the footpath and cycleway networks.

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Young People 46. The people with whom we have consulted believe that investing in young

people by creating relevant and meaningful opportunities and activities should be a high cultural priority. It is increasingly accepted that well-planned, relevant and accessible activities can unlock the potential of children and young people, create wide-ranging social benefits and enrich the creative cultural life of the individuals concerned and local communities as a whole. A continuum needs to be created for activities and programmes for the under 5s through to 18-25 year olds which offer first-time access, participation and progression opportunities. It is also acknowledged that the more young people are engaged in decision-making and fully consulted on matters which affect them . They believe that the more they sense ownership the more likely they are to utilise activities and services on offer and reap the benefits.

47. The single greatest concern however is access to public transport. However good or attractive the opportunities may be without good access they are of no value. Young people would like to see the regularity of public transport systems improved and increased availability later in the evening.

48. There are a range of organisations, agencies and companies in Eden who are running successful youth activities, there are venues which are readily being used by young people and there are youth groups and alliances which are developing and growing and need consolidated support to reach their potential. In the neighbouring authority of Allerdale Cumberland Youth Theatre, based at Theatre-by-the-Lake, has developed a Borough-wide demand and provision and is increasingly acting as a catalyst for positive youth activity. Penrith Players has a popular Young Peoples section and there is an opportunity for enthusiastic youngsters to further develop their talents through Quondam Theatre which is now focusing upon a pilot project to develop an ‘All Over Eden’, district-wide youth theatre. Eden District Council should seek to provide positive support for these initiatives. There is a general lack of awareness of the range of options available at present for children and young people in Eden and a realisation that more cross-sector opportunities are available with an increasing number of new funding and partnership schemes. A web based information source for young people in Eden would be welcomed although young people still consider word of mouth to be the most effective means of communication and would like to see the existing communication network within schools used more effectively to disseminate information about events and activities outside the school.

49. The primary and secondary education sector has an important role to play in helping young people value culture and understand how it can enhance their quality of life – e.g. creativity, appreciation of the arts, skill in sport, imaginative leisure and recreation, insight into their heritage and history, appreciation of good food. Local and regional arts agencies, sports councils and youth organisations have a good track record in setting up initiatives to address these needs. Eden is particularly fortunate to have excellent cultural education opportunities on its doorstep, together with many inspired

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and inspiring people working across the cultural sector. It is important that that potential is fully appreciated and utilised.

50. The brief for this cultural strategy requires consideration of viable, sustainable recommendations for cultural development. Any such recommendations must take account of the continuing trend for most young people to leave the area to pursue higher education and better paid employment. This is a direct outcome of the continuing improvement in educational standards of attainment; and the increase in HE opportunities. However, combined with the lack of affordable housing, it presents a bleak picture for Eden’s long term economic, social and cultural well-being. Future social and intellectual capital is being leached away.

51. In the short term this could lead to a reduction in disposable earned income spend in the area, because the young people who stay are relatively poorly qualified and unable to fill better paid jobs. In the long term a skills shortage, combined with restrictions on inward migration due to lack of housing, could led to a reduction in investment in Eden, despite initiatives like the new Penrith business park.

52. Whilst cultural development cannot make a direct contribution to this issue, it can help to strengthen communities, and create an attractive ambience (pubs, clubs, night economy, sports, leisure and recreation) for both younger people, returners, and potential inward investors and their staff, particularly those working in the creative industries sector (e.g. fashion design, music, film, digital media, mountain sports, hang-gliding) who will tend to be attracted to areas where there is a lively cultural infrastructure. However these businesses will expect to be able recruit local people with ICT and design skills, and may locate elsewhere if such skills are not available locally, and if imported staff cannot afford to live near their work.

53. Agencies like the Learning and Skills Council and the recently formed Cumbria Cultural Skills Partnership recognise the problem. Together with higher education providers they have adopted a strategic approach to increase opportunities for better paid jobs and professional development across the cultural sector.

54. The existing Eden Sports Development Strategy makes a number of practical recommendation for improving the access to sports facilities for young people. Actions already flowing from this strategy, such as the Frenchfield development, have the potential to make significant changes to the sports services for young people but the action points which have been raised under the Health and Wellbeing section will need to be followed through.

55. In the light of these issues which have emerged from the consultation process the following strategic actions are recommended:

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Young People Actions

YP1 To develop an ongoing consultation process with young people in all key cultural services.


YP3 To build on Quondam and Penrith Players as a resource for children and young people. To explore possibilities with Quondam Theatre for development of a children and young people’s outreach programme and development of youth theatre activity.


YP5 To make more use of the schools to disseminate information about activities and events for young people.

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Housing 56. At focus groups and in one to one consultations the problems cause by the

current lack of provision of affordable housing was raised as a significant weakness in Eden’s infrastructure, and a major threat to future economic development and sustainability, with a direct effect on both quality of life and social and cultural well being. Although the solutions go beyond the scope of this cultural strategy it is appropriate to highlight the linkages and the cultural opportunities and threats inherent in housing provision – employment issues, creative industries issues, and architectural/ design issues.

57. Housing needs to be available, in the right place, at the right price, with the right infrastructure (schools, shops, access, job). If it is not, then potential employees in jobs (including the cultural sector) are unable to live near their work; may consider working elsewhere; or may need to spend a significant proportion of their time and money on travelling to and from work (putting further pressure on the transport infrastructure).

58. With limited growth in the housing stock Eden’s popularity with older and retired people effectively prices younger and poorer people out of the market. This economic exclusion also affects people working in the creative industries – artists, craftspeople, designers. Creative people are attracted to the area by its great natural beauty, but also because they recognise the potential market for their products amongst both resident older people with disposable income, and visitors attracted by the rich artistic life of the area – in short the same market that supports most cultural tourism development in Eden. If the situation is not addressed that same creative industries sector will move elsewhere (this is already happening, e.g. with artists beginning to colonise Maryport) and Eden will lose a valuable plank in its tourism platform.

59. An alternative to new build is to renovate, or to diversify, eg by taking advantage of the large numbers of redundant agricultural buildings. These are ideally suited for use by people working in the cultural sector, providing, for example, small scale studio spaces and accommodation units. English Heritage, and of course the National Trust, has already recognised the importance of such buildings as a special part of our rural heritage, demonstrating local style and distinctiveness. It also makes economic and ecological sense to refurbish rather than demolish. However current restrictions on development outside the curtilage of existing rural settlements can create unnecessary limitations. In consequence more opportunities to attract younger people with creative talents to rural areas are lost; rural settlements are in danger of becoming dormitory villages for older people; potential economic benefits including job creation and cultural tourism resources are lost; and the vitality of communities is further weakened.

60. Equally important is the contribution that the cultural creatives can make to the vibrancy and dynamism of urban life. There is significant potential for the re-use of redundant or run-down urban properties as studio, workshop and retail space, together with affordable accommodation. This kind of resource is particularly likely to be attractive to single people, perhaps direct

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from college, looking for a first step on their career ladder. Once they are attracted to Eden they are more likely to stay here. The establishment of a critical mass of such creatives can represent a significant addition to the social capital of an area - helping to engage local people, provide a valuable community resource, further develop local distinctiveness and pride in place, add to the cultural tourism stock, and contribute to the local economy. This kind of development cannot happen without strategic input from planners, developers, and development agencies.

61. Standardisation of urban housing design blighted Britain for much of the 20th century, resulting in a loss of local character and a dreary suburban similitude that has now migrated to rural areas. Developers offer “mix and match” options – neo-Gothic, neo-classical or even neo-avant garde – with no sensitivity to local scale, vernacular design, local materials, or local needs. Eden is no less vulnerable to this process than any other area, but the need to prevent further desecration is more urgent. English Heritage recognise that an integral part of the attraction and character of Eden’s towns and villages lies in its traditional architecture using local materials. The issue centres on appropriate planning policies that balance sensitivity to the past with the development needs of future. New build needs to be fit for purpose and place. Cumbria is notable for its lack of high quality, innovative and distinctive architecture. There is a recognised need for affordable housing for young people. Eco-design clearly meets future needs for reduced fuel costs, pollution and heat loss. There is a great opportunity here for Eden to encourage landmark developments in architectural design.

62. These issues may be considered to be beyond the scope of a cultural strategy and more properly dealt with through Housing or Development Control plans. Nevertheless they are issues which concern the cultural heritage and the landscape of Eden which have emerged from the consultation process and so we are recommending that strategic consideration of the implications should be undertaken more thoroughly elsewhere.

Housing Actions

H1 To ask that, in the next review of the Housing Strategy for Eden the needs of the self employed and small enterprises in the cultural sector are considered.


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Making it Happen 63. As has been mentioned at several points in this report, the people consulted

are acutely aware of the scarcity of resources available to pursue new policies and directions. There is also extensive interest in supporting the Council in the implementation of this strategy.

64. The Council already has a number of key partners which it supports in different ways and to different degrees – particularly the East Cumbria Countryside Project, Cumbria Sports, Eden Arts, Eden Sports Council, North Pennines AONB Partnership, and the numerous organisations which receive support through the grant aid scheme. Within the action plan there are a series of recommendations on how these partners could be used to deliver important improvements by refocusing their contribution thus releasing capacity. This would be formalised, by negotiation, in service level agreements or simple conditions of grant. Preliminary discussions with some of these potential partner organisations have indicated support for this approach.

65. This process might usefully be extend to encompass the terms under which culturally related grants are awarded. Criteria for the assessment of applications and the terms under which they are awarded could be drawn up bearing in mind the objectives of this strategy.

66. It is suggested that the formation of a group, the Eden Cultural Forum, with the specific purpose of promoting, assisting to implement and monitoring progress with this strategy would be a valuable way to continue this involvement and encourage community ownership of the document. The core of this group should be the key partners described above. Outline terms of reference for this group are attached (Appendix 11)

67. The range of activities encompassed by this strategy and their impact on different aspects of the lives of the community are such that Eden District Council will need to take account of it’s recommendations across the organisation. They cannot be delivered by one department or section alone but require corporate working. The new requirement to integrate the Cultural Strategy into the Community Plan (Eden Futures) will be helpful in re-enforcing the cross cutting nature of the issues. An important player in this process will be the Local Strategic Partnership. The proposed Eden Cultural Forum will need to ensure that cultural issues are given sufficient prominence in the workings of that partnership.

68. Cultural interests and activities evolve and the strategic objectives of all the organisations will change over time. Fresh ideas will also arise which were not foreseen at the time of writing this report. It is recommended that there should be a regular review of the strategic context and that new initiatives should be considered within this context so that they can be added to, or replace, existing initiatives if they are capable of assisting in the delivery of the strategic priorities of partners.

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Making it Happen Actions


MH2 To form an Eden Cultural Forum to promote, assisting in implementing and monitoring progress of this strategy and to liaise with Local Strategic Partnership.

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Monitoring and Review Process 69. In the course of consulting on this strategy doubt consultees have

expressed concerns that however valuable the recommendations made nothing will happen. At the same time people acknowledge that there has been or are plans for significant investment in cultural facilities, particularly sports and they recognise the limited scope in a small authority to deliver major, costly change.

70. This latter point has been taken into account in drawing up the recommendations and have tried to ensure that, whilst stretching and challenging they are realistic targets.

71. Progress towards those targets will need to be monitored and detailed below is a process which will involve some of the consultees. This has two advantages. Firstly, this strategy is intended to be a strategy for Eden, not just for Eden District Council so it is proper that other agencies should have a role in monitoring progress. Secondly it will improve communications with other agencies working in the cultural sector so that problem, and successes can be discussed and shared.

72. Progress will need to be measured in both quantitative (statistical) and qualitative ways. The former are easier to collect, but only provide a shallow, horizontal representation of progress. They will help reflect wider economic and social benefits and relate to the Community Plan’s “infrastructure” themes – Economy, Environment and Transport, and Housing. They should include factors like evidence of jobs created in the sector, sustainable tourism development, improvements in community safety, and community self-help schemes. The qualitative indicators are more difficult to collect but help to give depth and meaning to hard facts, demonstrating improvements in personal social capital, and relating to the Community Plan’s “people centred” themes – Communities, Health and Well Being, and Young People – eg increased social contact, self-confidence, skills development, contribution to life-long learning, employability, mental and physical health. The value of the monitoring and review process will depend on the quality of information available, and that will require the right questions to be asked - a priority for the proposed Eden Cultural Forum!

73. The process of review is also important. Culture and cultural activity is not static. Local interests and expectations will change, fresh ideas will come forward and the internal and external strategic foci will shift. So that these changes can be taken into account this strategy needs to be regularly reviewed. New ideas need to be incorporated where they are consistent with the vision and some proposals may need to be dropped as changing circumstances reduce their priority.

74. At the same time, whilst monitoring and review is important the effort and resources applied to it must be proportionate – the most important element of this strategy is activity and that is where most effort should be focussed.

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75. It is suggested that the review should be undertaken by an Eden Cultural Forum, which can be based on the steering group which has assisted in the preparation of this report. The precise composition of the group will need to be agreed by EDC but should include all of the key external partners involved in the delivery of the action plan.

76. That group would meet twice a year as illustrated below with suggested dates, those these can be adjusted to fit committee cycles etc:

Annual Review Meeting (November)

• Progress on Action Points

• P.I. Report • Changes to the

Strategic Environment• Changes to the Local

Environment • Recommendations for

Changes • Recommend Annual

Targets

Adoption by EDC of Revised Strategy (January)

Eden Cultural Strategy

Monitoring and Review Cycle

Progress Report to EDC for information (June)

Biannual Meeting (May)

• Progress on Annual Targets

• Presentations by representatives of regional agencies

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Action Plan for Priority Items

Communities

Action Objective Partners Links to Other Strategies

Timescale PI

CM1 Encourage participation in “Vital Villages” and Parish Plans framework to develop an active arts, social and sports life within villages

Access to funds to support Parish Plans, community services and rural transport

ECCP Countryside Agency VAC* Parish Councils North Pennines AONB

RAZ 8 CCP1.2 CCP1.4 CCP6.3 CCP6.5 CCC7 EF1.1 EF5.3

Number ofparticipating villages

CM3 Encourage the development if ICT and broadband access and training at local level to encourage the development of creative industries

Improved opportunities for commercial, leisure and educational use of the internet

Cumbria Broad Band Initiative* Eden Faster

RAZ1 CCP4.1, 4.3, 6.5 CCC3

%age of Wards with broadband access

* Indicates potential key partner

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Economy


Timescale PI


Increased turnover in the tourism economy. Improved viability of rural tourism, retail and catering businesses.

CTB*, Sustrans, ECCP NWCS2 NWCS10 NWCS12 NWTV1 NWTV5 RAZ 1, 2, 8 CCP2.6 CCP6.5 EF3.1 EF3.2

Existing tourismindustry surveys measuring number of visitors / bednight and size of tourism economy in the district.


Improved tourism product and throughput. Community involvement in programme.

ECCP*, Parish Councils, English Heritage, National Trust, North Pennines AONB

RAZ 1, 2, 8 HLF 1, 2, 3, 4, 5, 6, 7 NWCS2, 10 NWTV 5 CCP2.1 CCC 1, 4, 5, 6, 7, 9 EF 1.1, 3.2

Number of new sites improved per year.

EC4 Promote and develop the cultural economy.

Improved awareness of the importance of this sector, the growth of existing activity and the attraction of new businesses.

Cumbria Cultural Skills Partnership, Cumbria Inward Investment Agency, NWDA, Cumbria Rural Enterprise Agency*

RAZ 1, 2, 8 ACE 7, 9 NWCS 5, 6, 7, 14 Cl 1, 2, 3, 4, 5, 6 CCP 2.1, 3.5

Size of the cultural sector of the local economy measured by local economic surveys.

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CCC3 EF3

EC5 Supporting initiatives aimed at the promotion and development of local produce.

More suitable local businesses.

Cumbria Rural Enterprise Agency*

RAZ 1, 6, 7 NWCS 5, 6 CCP 6.4, 6.5 EF 3.1, 3.2, 3.3, 3.5

Number of new initiatives supported each year. Number of local businesses in this market.


The opportunity for Rheged to make a still greater contribution to the cultural life of Eden and Cumbria will be exploited.

Rheged*, Eden Arts RAZ 1, 6, 7 NWCS 5, 6 CCP 6.4, 6.5 EF 3.1, 3.2, 3.3, 3.5

Range andnumber of cultural events at Rheged. Total audience umber for the events.


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Housing


Timescale PI

H1 To ask that, in the next review of the Housing Strategy for Eden the needs of the self-employed and small enterprises in the cultural sector are considered.

Facilitating the relocation or retention of local talent.

Eden Housing EDC (Housing Enabling)*

ACE7 Cl 1, 2, 3, 4, 5, 6 CCP 6.5 CCC3 EF3.1

Incorporation ofinitiatives in the next housing strategy.


The retention and development of local character in the design of rural and urban build environments.

RIBA, SPAB, English Heritage, EDC (Planning Policy)*

NWCS2, 10 EF 5.1, 5.2

No of schemes developed.


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Health and Wellbeing


Timescale PI


Improved access, increased participation with associated health benefits for all communities in the district.

Eden Sports Council Leisure Management Contractor VAC*

SE1 SE2 SE3 SE4 CCC8, 9 HIP1 EF 1.1 EF 2.2 EF 2.4 EF 4.2

Percentage ofusers from remote communities measured in annual surveys.


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Young People


Timescale PI


Continuing and greater relevance of services to the needs of young people.

Eden Arts*, Quondam, Penrith Players, Eden Youth Work Partnership

ACE4 ACE10 CCP 4.5 EF 4.1, 4.2, 4.3, 4.4, 4.5, 4.6

No of young people initiatives promoted by partners annually


Increased opportunity for young people for involvement in cultural activities.

Local public transport operators. CCC*

DCMS2 SE3 RAZ 7 CCP 4.5, 6.3 EF7.1

Feedback fromyoung people about access to services.


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Housing


Timescale PI


Clearer expectations of external agencies to deliver elements of the cultural strategy.

ECCP, Eden Arts, Eden Sports Council, VAC EDC*

Delivery of preceding actions.

Completion ofagreements and progress in implementing them.

MH2 To form an Eden Cultural Forum to promote, assisting in implementing and monitoring progress on this strategy.

Community involvement in the delivery of this strategy.

ECCP, Eden Arts, Eden Sports Council, VAC, EDC*

Delivery of preceding actions.

Formation andcontinuation of the group.


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Key Partner Organisations Links to Other Strategies

ACE Arts Council of England CCP Cumbria County Council Corporate Plan

CCC Cumbria County Council CI Creative Industries Strategy – North West Development Agency

CS Cumbria Sport EF Eden Futures

CTB Cumbria Tourist Board HIP Health Improvement Plan

DCMS Department of Culture Media and Sport NWCS North West Cultural Strategy

ECCP East Cumbria Countryside Project NWTV North West Tourism Vision

EDC Eden District Council RAZ Rural Action Zone – Rural Regeneration Company

NWDA North West Development Agency

NWMLAC North West Museums Libraries and Archives Council

RIBA Royal Institute of British Architects

SE Sport England

SPAB Society for the Protection of Ancient Buildings

VAC Voluntary Action Cumbria

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