Appendix 1

Culture and Enterprise

Policy Suite
2011 - 2016

Culture and Enterprise Policy Suite: 2011 - 2016

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Culture and Enterprise Policy Suite: 2011 - 2016

Table of Contents
Introduction.. 5 Local Economy Policy. 7 Our Vision. 8 Achieving our Vision. 9 The Economy in 2011/12.. 10 The Districts Economy 10 The National / Sub-National Picture.. 10 The Road to Recovery.. 11 Our Ambitions 13 Getting to where we want to be.. 15 Visitor Economy Policy. 19 Our Vision. 20 Achieving our Vision. 21 The State of Canterburys visitor economy in 2011 .. 22 Tourism Volume and Value..23 National context . 25 Getting to where we want to be.. 25 Our Six Ambitions 27 SWOT Analysis.. 28 Policy Tree 30 Cultural Policy..31 Our Vision. 32 Achieving our Vision. 33 Why do we need a Cultural Policy?............................................................ 34

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Culture and Enterprise Policy Suite: 2011 - 2016 Our Corporate priorities. 34 National Context. 35 Sub-Regional Context36 Local Context. 37 Getting to where we want to be.. 38 Measuring the value of culture and sport. 39 Our Six Ambitions 41 Policy Tree 42 Culture and Enterprise Contacts 43

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Culture and Enterprise Policy Suite: 2011 - 2016

Introduction
The Culture and Enterprise division delivers and commissions culture, tourism and local economy services. Its three policies Local Economy, Visitor Economy and Culture - underpin the work of the division and create an overarching set of principles for strategic service planning and delivery. This suite of service policies flows from the ten pledges in the Councils Corporate Plan, especially the three pledges that directly relate to the service and in which C&E plays a lead or key role. It will support the development and delivery of C&E service plans and link into broader corporate policies. Each policy provides a contextual overview of its sector, sets out five principles and identifies clearly defined roles and activities for C&E across the areas of Cultural and Creative Development, Sports and Leisure, Events, Local Economy/Economic Development, Museums, Marlowe Theatre and Visitor Economy. Principles The policy suite sets out the principles that underpin the work of the Culture & Enterprise Service. These are:1. To provide strategic leadership 2. To support and promote: partnership sector growth sustainability excellence 3. Evidence gathering, monitoring and evaluation Identifying the local economic impact of our interventions. Identifying the demonstrable social outcomes Collecting and disseminating information that supports the case for growth and development. Using intelligence to better understand the dynamics and economic performance of the local cultural and creative sector.

Purpose The policy suite provides a foundation for C&E service transformation and the development of alternative delivery mechanisms such as strategic commissioning. It will assist in: reaffirming CCCs leadership and advocacy role in these sectors Page 5 of 46

Culture and Enterprise Policy Suite: 2011 - 2016 supporting future strategy development at Corporate (i.e. Economic Development Strategy) and Operational (i.e. Museums and Galleries Strategy) levels for the district; identifying how C&E will prioritise its work over the timeframe of the Corporate Plan, and how it will engage with partners and stakeholders to drive sector-wide change to achieve its ambitions for the District by 2016; designing criteria and outcomes framework to develop and monitor contracts and SLAs associated with future service delivery.

The policies support the 2012 Customer Focus Review and will assist the delivery of: Service transformation Corporate savings targets Improved service sustainability Continued growth and sustainability of the C&E sectors

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Culture and Enterprise Policy Suite: 2011 - 2016

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Culture and Enterprise Policy Suite: 2011 - 2016

Local Economy Policy 2011-2016

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Culture and Enterprise Policy Suite: 2011 - 2016

Our Vision
We will help set an ambitious direction for the areas economy which capitalises on new opportunities for investment, presents a strong profile of the district to investors and attracts, stimulates and nurtures greater levels of economic activity. By 2016 a local economy will be developing in Canterbury district that is well-positioned to exploit improved national economic conditions.

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Culture and Enterprise Policy Suite: 2011 - 2016

Achieving Our Vision

The economy is an essential part of everybodys lives. Though the commercial environment can deliver economic activity effectively at a local level, sometimes this is not the case and the economy then requires leadership or stewardship in the form of a stimulus, partnership working and support through well-directed interventions to assist its development and help create the conditions needed to enable local prosperity to occur. In the Canterbury District the city councils Culture and Enterprise Service (C&E) seeks to play a key role in achieving this over the period 2011 to 2016. This policy sets out the guiding principles we will use in influencing and determining where to focus resources, (e.g. money, officer time), to best assist economic development activity in the district. The policy relates to a number of both corporate level and service level roles performed by C&E in the local economy including its services to businesses, support for the visitor economy, economic development projects and initiatives together with development of the local cultural and creative sector. The policy is not static and will be refreshed annually according to changing local economic needs and conditions and reflecting the way the Council and its C&E service develops and/or evolves. Equally partner organisations will also be subject to change but these factors will not alter the overall strategic direction of this policy. In the absence of an active regional, county or east Kent economic strategy the councils new Corporate Plan (2011-2016) importantly sets the primary direction and context for this Local Economy Policy. Reflecting the current priorities of local residents, the Corporate Plan places a strong emphasis on developing the local economy. Pledge 1 for example commits the council to supporting the growth of the local economy and the number of local people in work. Specifically the council will seek to develop a more diverse and resilient economy that creates a greater number of jobs which pay at or above national earnings levels by 2016. We will positively assist and intervene in activities in line with almost all of the councils ten Corporate Plan pledges. The councils emerging local development plan will also play an important role in setting the direction for the economy. This spatial plan will set land-use policies, allocate land, grants permissions and promote development. On this basis C&E provides the council with the local institutional capacity to support this agenda, to ensure it is connected with economic development and to bring in other partners and players to realise these objectives. Once the policy is adopted by the council an action plan for Culture and Enterprise will also be produced which will set out in more detail the proposed activities of the service.

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Culture and Enterprise Policy Suite: 2011 - 2016

The Economy in 2011/2012

The above vision for the local economy will necessitate local agencies to both build on its strengths and assets while seeking to help it address and adapt to current and future challenges. The current performance of the districts economy is set out below alongside national and sub-national prospects.

The Districts Economy

Canterbury district has a comparatively large local economy consisting of approximately 60,000 jobs and 5,695 total workplaces in 2010 and was worth 2.5 billion in 2008 (Sources: ONS, 2010; Experian Business Strategies Ltd; Kent County Council). Considerable work has been undertaken over the last decade or more in relation to the local economy and its position and performance. Following the recessionary conditions of the early 1990s and its resulting impacts, the population and economy has grown steadily over two decades. Since the mid 1990s employment in public administration, education, health and consumer based services (e.g. retail) has grown significantly (7 in 10 local jobs are in these sectors). Other private sector industries have either decreased in size (e.g. manufacturing) or grown more modestly (e.g. professional, technical and scientific services). The district has historically relied upon jobs created in the public or part publically funded sectors, and as future growth of these sectors is unsustainable, jobs will need to be created in other industries. Over the 2011-2016 policy period the districts economy will be challenged by the combination of a forecasted decline in local manufacturing jobs, cuts to the public administration, health and education sectors and, more widely, the fall-out from Pfizer closing and decommissioning of Dungeness Power Station. The recession has already led to a fall in jobs available locally (2,000 less between 2008 and 2009). However by 2010 falls in construction and retail related jobs were partly offset by growth in professional, scientific and technical activities and education sector employment (i.e. a key component of all district knowledge based sectors). Similarly there was a small fall in local enterprises between 2008 and 2009 (4,515 to 4,480), suppressed employee weekly wage levels (1% decrease between 2009 and 2010) while gross levels of new office, industrial and warehousing floorspace built annually in the district fell significantly from 14,542 sq ms in 2008 to 7,051 sq ms in 2010 (Sources: ONS, 2011; Kent County Council, 2011).

The National / Sub-National Picture

By late 2011 the UK remained in a difficult and to some extent worsening economic position. Although not officially in recession the economy was barely growing at all with a recovery predicted to be muted at best. In the interconnected global market in which the UK operates, valid concerns also remained about a worsening economic outlook for the Eurozone and a possible second recession in 2012.

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Culture and Enterprise Policy Suite: 2011 - 2016 Amidst continued pressures on household finances, labour market uncertainty and inactivity and rising inflation, interest rates remain low which is of some comfort to homeowners and other borrowers in the country. There is also the worrying spectre of rising unemployment particularly among young people. UK unemployment rose by 129,000 in the three months to September 2011 to 2.62 million (8.3%), as youth unemployment (i.e. 16 to 24-year-olds) rose to a record of 1.02 million. The number of people out of work and claiming Jobseeker's Allowance rose to 1.6 million in October 2011. Over the period of this Local Economy Policy the UK is likely to experience stagnated / low growth (i.e. up to 1% annually) compared to the 3% annual growth attained before the recession. For industry the main barrier to any recovery is the lack of confidence to grow, to expand, to invest, to borrow and to spend money in the economy. Retail and services together with construction and domestic manufacturers are particularly vulnerable to low consumer confidence. Exporters however are performing better than those dependent on more domestic markets. At a spatial level green shoots of recovery will initially be apparent in London and then elsewhere within its sphere of influence in the south east region. These areas (e.g. Surrey) have diverse economies which are well-positioned to capitalise on the economic revival when this starts to take shape. However for northern and central regions as well as areas more geographically peripheral from London in the south west and south east (e.g. east Kent), the recovery will be slower and less tangible. The Government has signalled its intention to pursue economic policies that rebalance the economy away from the public sector and to increasingly re-orientate it towards exports. Significant growth for instance is forecast in the so-called BRIC countries - Brazil, Russia, India and China, plus many other emerging markets such as Indonesia, Mexico, South Korea and Turkey. UK sectors with high export growth potential include construction services, communication services, electrical goods, optical and high-tech goods, creative industries, and financial services.

The Road to Recovery

At a macro level the governments strategy seeks to restore the health of the national economy by tackling and reducing the national deficit but also prioritising economic growth. Its approach to this is angled towards the stimulation of economic prosperity by removing the perceived barriers to growth for business. This comprises the dismantling of the regional policy apparatus (e.g. RDAs and GOs) that provided sub-national economic governance under the previous administration. The Localism Act (2011) for example revokes the South East Plan and Regional Economic Strategy. Other legislation central to driving Government policy forward is the Local Growth: Realising Every Places Potential White Paper, assisted by the Draft National Planning Policy Framework and other complementary policy documents. Key to the Growth White Paper is the creation of Local Enterprise Partnerships (LEPs), which are intended to partially replace some previous RDA economic development activities. The Canterbury district is part of a new South East LEP that covers Kent, Medway, East Sussex and Greater Essex. However against a backdrop of great economic uncertainty and ongoing fiscal austerity there are few resources available to assist the LEP.

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Culture and Enterprise Policy Suite: 2011 - 2016 In policy terms, the Sub National Review of Economic Development and Regeneration (2008) was working towards a protocol for guiding local authorities in their efforts to assist local economic development, but this approach is no longer part of Government policy Instead the focus is on decentralising/devolving more responsibility to local authorities and giving local councils greater freedom to act in the best interests of residents, thereby freeing them from statutory constraints. This power of competence is a proposition that could equip councils with the necessary tools to be innovative in correcting market or public service failures in turn addressing economic regeneration and social deprivation issues.

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Culture and Enterprise Policy Suite: 2011 - 2016

Priorities Ensuring Canterbury district has a strong presence in the sub-region Helping to equip the district with the conditions needed for it to capitalise on an economic upturn Maintaining a vibrant and prosperous city centre and coastal towns Enhancing the competiveness of the districts rural businesses

Principles
Taking into account this context as well as the vision and pledges set out in the councils corporate plan, we have set out a five year programme of activity rooted in five Principles highlighted below. 1. Strategy and Leadership To support the councils representation of the districts economic interests as strongly as possible at local, sub-national and national levels; Lead on development of local strategies and respond proactively to national policy / strategy changes and consultations; and to plan effectively for prosperity and economic improvement in the knowledge, experience and green economies. 2. Intervention To lobby, influence and use partnership working to mobilize and coordinate effort and resources that seek to improve economic outcomes for the district including important and/or complex issues (e.g. transport, employment land); and to facilitate interventions where prevailing market conditions fail to deliver economic improvement. 3. Investment To lead the councils efforts to attract and lever investment that enable interventions to take place, that supports business growth and job creation and generally helps stimulate new private sector activity.

4. Enabling To support the delivery of a commercial environment which enables district businesses to grow and flourish through the provision of small business spaces, retail opportunities on the districts markets and brokering their move to larger business premises; To use commissioning to empower local partnerships to deliver enhanced economic outcomes in the districts city, towns and villages in a

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Culture and Enterprise Policy Suite: 2011 - 2016 way that places the customer at the centre of these activities; and to use C&E experience, skills and knowledge to capacity-build where needed to enable partners to deliver particular activities. 5. Supporting Encourage and nurture new economic activity and investment through direct provision of economic related advice, guidance and a range of support (e.g. events) to partners, businesses, investors and residents; Support enterprise through the use of signposting and referral/brokering to partner activities as well as acting as advocate for and on behalf of local businesses within the council; Communicate with firms to understand the local business environment and help co-ordinate a strong and coherent package of start-up support services; and to ensure better alignment between council service areas that support business and economic development (e.g. transport, housing, planning, employment and business regulation).

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Culture and Enterprise Policy Suite: 2011 - 2016

Getting to where we want to be

A programme of different activities, which seek to make positive and timely interventions that deliver economic outcomes for the district, will help realise these ambitions. Interventions will be carefully selected for optimum impact. The council will lead on some and partner or support others. Different ways of delivering current activities will also be employed, including the transfer of delivery responsibilities to other parties and the increased use of strategic commissioning. In the main, we intervene where a clear and strong economic development rationale is evident, a positive economic outcome is desirable and achievable for the district and no provision or intervention of this kind already exists, either in the private sector, community and/or elsewhere in the public sector. In this way it seeks to avoid duplicating existing effort and activity elsewhere in the public or community sector or compete with and crowd out potential private sector provision. Where it is felt that more investment can be secured, value can be realised and economic activity increased, we will pursue these key interventions. Also where a place-based approach to economic development is important in recognising the diversity of places, C&Es programme of activities will focus on the sub-regional level and across the district including its coastal towns and city together with the rural areas, in the following ways. Ensuring Canterbury district has a strong presence in the sub-region We will support the councils work in representing the economic interests of the district at a LEP area level. Recognising Canterburys role as an important economic centre in Kent, it will both collaborate with other local authorities but be proactive and ambitious by leading on east Kent and county level economic development work where required. This might include the preparation of an East Kent Economic Strategy, support for coastal towns, visitor economy promotion and inward investment activity. Over the Policy period, businesses in the district will also be directly assisted to enable them to fully capitalise on Expansion East Kent Regional Growth Fund money, via grants and other support. We will also partner similar minded local authorities and other partners in Kent and Medway in levering European Regional Development Funding and other international based activity in relation to business support and economic development. Helping to equip the district with the conditions needed for it to capitalise on an economic upturn Reflecting the councils strategic, central role in the local economy, C&E will lead on an economic strategy for the district which will set out the major interventions required to assist business and employment growth. It will also assist the council in preparing an ambitious local development plan that will ensure a continual supply of business sites and accommodation over the next two decades. C&E however recognises that it cannot resolve often complex economic and regeneration issues alone.

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Culture and Enterprise Policy Suite: 2011 - 2016 Therefore partnerships are essential, with businesses (e.g. Canterbury 4 Business), education, and other councils for example. These activities will play to local economic strengths (i.e. local competitive advantages), many acquired and developed in the district over the last decade but will also mobilise other assets such as environmental and cultural capital. The district has a city with a considerably strengthened retail, education, cultural and visitor economy offer, more prosperous coastal towns, a range of new employment sites made available to business across the district including rural areas, new accommodation and facilities for innovation based firms, enhanced business support services, newly improved roads and a high-speed train service. Though considerable progress has been made in the last decade the local economy remains principally based on sectors set to experience low growth or nil growth potential over the Policy period. However, economic downturns can be a productive time to help build tomorrows companies and some of the best long-term investments are made when there is short-term uncertainty. We will provide and enable support for local businesses across the district, including accommodation for small enterprises, with the potential to create and stimulate new economic activity. The policy places renewed focus on opportunities to realise knowledge-based employment gains as this set of industries is often associated with export products/services, higher wages, greater skills, good career progression prospects and greater overall economic sustainability including resilience through recessions. This aligns closely with the previous Canterbury District Futures Work which suggested the local economy should combine a strong knowledge-base and a vibrant experience element, while promoting its environmental strengths. Interventions will be increasingly focused on relatively small but important and growing aspects of the districts economy. We will therefore specifically seek to support the niche, high value activities that offer the greatest growth potential notably those industries that stimulate innovation such as advanced manufacturing. To do this we will work alongside internal and external partners and help to unlock sites that will provide future workspace. In a similar respect, enhanced support for cultural and creative businesses will also be provided. In order to encourage investment, facilitate skills, training, mentoring and job creation opportunities (e.g. apprenticeships), tackle disadvantage and foster business competitiveness, we will also continue to promote and support initiatives that co-ordinate effort, resources and activity that add value to the local economy. Attracting and levering financial resources into the district in the current economic climate will require creativity, ambition, vision, confidence and effort. Full advantage will be taken of new national and regional initiatives including the Regional Growth Fund, Growing Places Fund, Coastal Communities Fund and business rates retention.

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Culture and Enterprise Policy Suite: 2011 - 2016 Finally C&E will continually review its role in all local events across the district, ensuring that any council investment (financial and other) helps to meet the needs of local residents and businesses and generates clear economic and social benefits. Where possible, enabling and commissioning will be used as the primary mechanisms for supporting local activities and events. This will build in sustainability and increase the capacity of the private sector and community groups to take a greater role in their delivery. This also reflects the councils requirement to make provision for the Localism Act, thereby anticipating the communitys possible desire to exercise its Right to Provide events and other community activities. Maintaining a vibrant and prosperous city centre and coastal towns Though the districts three main urban centres have generally prospered in spite of the recession, there is still much work to do the built environment will be an increasingly crucial resource if the district is to retain essential services to support economic activity (e.g. shops, hotels, commercial buildings, housing). Canterbury will have an increasingly important role as a sub-regional centre and key economic hub in east Kent because of its education, retail and cultural strengths and assets. However, Canterbury does face increased competition from neighbouring retail centres and major developments at the edge of its catchment area (e.g. Westfield Stratford City). The retail industry is also undergoing both cyclical (recession related) and structural (underlying customer behaviour associated) changes which will impact shopping patterns, providing both challenges and opportunities for the city. We will enable Canterbury City Partnership (CCP) to take a more central role in the management of the city centre, including delivering events that support the citys businesses. It will also support CCP in capitalising on the recently acquired Purple Flag status for the city, while continuing to investigate other city centre promotional and development resources such as Business Improvement Districts. C&E will also ensure the council managed retail market remains an important and viable feature of the city centre. Alongside consumer services operating from the city, we will also support the growth of the citys professional services sector over the Policy period, including assisting attempts to provide new quality office developments. C&E will support the work of the CCP by providing research and economic intelligence to inform its business plan and to monitor the health of the city centre. Alongside the councils Visitor Economy and Cultural Policies, the Local Economy Policy also highlights the need to use major council capital investments in the city (e.g. Marlowe Theatre and Beaney Library/Museum) to stimulate new private sector economic activity. In Whitstable we will aim to maintain the towns strong economic position by continuing to work with businesses and community interests in the town centre. C&E will also lead and support on activities that strengthen the commercial viability of Whitstable Harbour focusing on securing new sources of income generation, supporting existing business tenants and attracting new investment. As with other traditional type seaside resorts Herne Bay is still developing a role for itself in the visitor economy. As highlighted in the Herne Bay Area Action Plan there is a need to minimise retail Page 18 of 46

Culture and Enterprise Policy Suite: 2011 - 2016 expenditure leakage from the town to neighbouring offers by assisting Herne Bay to become a vibrant, all year round visitor destination. C&E will therefore support existing businesses in the town, help attract new retail and other investment making full use of opportunities in the Central Development Area. It will continue to make interventions that positively assist this aim whilst promoting available office and industrial development opportunities at the edge of the town, notably at Eddington Nursery, Links and other sites. Enhancing the competiveness of the districts rural businesses Recognising the importance of broadband connectivity to the well-being of rural communities and viability of rural businesses, we will continue to work with partners to promote access to funding schemes that reduce the presence of broadband not spots and slow spots. We will also work to enhance access to employment opportunities in rural areas by promoting the availability of new employment workspace. We will also seek to encourage and support new economic development projects which make full use of the Kent Downs and Marshes Leader Plus scheme support.

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Culture and Enterprise Policy Suite: 2011 - 2016

Visitor Economy Policy 2011 - 2016

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Culture and Enterprise Policy Suite: 2011 - 2016

Our Vision
We will build upon Canterburys offer and reputation as a cultural and heritage destination to grow the value of tourism both economically and socially across the district. By 2016 Canterbury district will be leading the way in delivering a distinctive, quality-driven and sustainable visitor economy for its visitors, businesses and communities.

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Culture and Enterprise Policy Suite: 2011 - 2016

The Visitor Economy is important to Canterbury district. Supporting over 8,000 jobs and nearly 7 million visitors, tourism contributes more than 459m to the local economy annually. This policy sets out the Councils plans to support and develop the visitor economy and tourism offer for the district over the next five years, improving the benefits for the community, visitors and businesses both financially and socially. The Council will aim to grow the visitor economy in a sustainable way, whilst supporting sector development, especially in skills and training. We will continue to support and promote the district as an all year destination, and use the Canterbury brand to encourage visitors to explore the whole district-wide offer. The core goal is to increase visitor spend by 3% each year by maximising the potential but realistic growth of the tourist market. The policy is underpinned by five Principles: I. II. III. IV. V. Excellence Sustainable Development Attraction Dispersal Regeneration and Place Shaping

The Visitor Economy Policy informs a detailed action plan for each of these principles, and will act as the basis for the short to medium term development of the visitor economy across the Canterbury district.

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Culture and Enterprise Policy Suite: 2011 - 2016

The State of Canterburys visitor economy in 2011

Canterbury district contains a range of distinct tourism products based round its three main settlements, Canterbury, Whitstable and Herne Bay. Tourism in Herne Bay is seasonal and Whitstable has particular appeal to the London market - although in the main this is based on day-visit rather than overnight tourist business. Canterbury is an internationally renowned destination with levels of business greater than anywhere else in Kent, placing it in the first division of English destinations. Canterburys tourism is based on a large number of coachborne day visitors. This is augmented by overnight stays, which are mainly leisure-based, but with a substantial volume of VFR (visiting friends and relatives) traffic due to the large numbers of students in the area. The statistics show that Canterbury is a division above any other destination in Kent in terms of both the volume of visits and spontaneous recognition in its near markets. Its health as a destination not only impacts on its immediate district but on the region as a whole: the City supports a wide hinterland and its future should be a matter for concern at regional level. The regions High Speed rail network is still in its infancy, so the effects of travel from the capital to Canterbury in less than an hour have yet to be fully realised or evaluated. It does however bring opportunities to the districts exceptional offer in terms of both domestic and overseas tourists. These must be exploited to build on the fabric and reputation of Canterbury as a cultural and heritage destination. The district of Canterbury has a long history of tourism, and includes in its portfolio a fully-fledged seaside resort, an historic port and fishing harbour, classic English countryside and one of Europes oldest tourist destinations a stopping off point since the Romans first arrived. However, as peoples holiday habits change, so must the appeal of destinations. As with many traditional or well established destinations, one of the districts issues is that facilities which were suitable for one generation of visitors can be difficult to adapt to the next. This is the classic problem faced by seaside resorts, built by entrepreneurs for a generation of working people experiencing holidays for the first time. A century later people spend their increasing leisure time in many different ways and holidays and day trips are only one of the options competing for their disposable income. Herne Bay fits this model perfectly: a traditional seaside resort in a desirable position with reasonable transport links, improving beaches and a nostalgia factor that draws people to the town in the summer season. However, when the last train departs they return home leaving insufficient tourist income to maintain a basic level of tourist infrastructure. Planned investment in the sea front, will improve the towns tourism prospects. In addition to this, a major events programme has provided new reasons to visit in recent years and there are modest signs of a recovery in business.

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Culture and Enterprise Policy Suite: 2011 - 2016 Whitstable, on the other hand, is a town whose principal function was trade and commerce operating through a minor port, local shopping centre and dormitory coupled with a combination of unique features including a working harbour, a growing number of independent shops - and oysters, which have been at the root of the towns status as a fashionable place to be. Whitstables reputation nationally has developed over the past decade into a bijou arts hub on Kents creative coast, with many former shops and businesses transforming into boutique art galleries, independent jewellery and clothes shops and artists workshops. The growth and recognition of the international festival, the Whitstable Biennale, has further developed the town as a platform for contemporary arts. These developments have strengthened Whitstables relationship with, and links to London, the Down from London visitor and second home owner. This fame has been welcomed by many but has also led to some concerns about how to maintain the character of the town. The city of Canterbury, a World Heritage Site, continues to be one of the major tourism destinations in England. This is based on a number of factors, including its international significance as a religious centre, its role as an education centre and the fact that it is a staging post between London and the Channel crossings. Its historical appeal was largely based on the attraction of the Cathedral - from an architectural and heritage point of view, as a shrine and of course as the mother church for Anglicans worldwide. While the primary appeal of the cathedral remains, Canterbury is now reaping the benefits of a decades worth of capital investment in cultural infrastructure. The new Marlowe Theatre opened in October 2011 and the restored and extended Beaney Museum, Art Gallery and Library will open in 2012. In addition, the new 8.2 million Colyer-Fergusson music centre on the University of Kents campus and the St Gregorys/Augustine House developments at Canterbury Christchurch University, build on the appeal of events like Canterbury Festival and Sounds New and will cement the citys status as a leading contemporary cultural and heritage destination. This investment in Canterburys historic strengths and contemporary opportunities positions the city well as the cultural and heritage hub of Kent and a key player in the south east. Surrounding these three main settlements is a swathe of classic English countryside interspersed with characterful villages together with a number of notable attractions, such as Howletts Wild Animal Park and Wildwood. The countryside and villages are not a destination as such, but do form part of the appeal and an essential backdrop to a holiday in this part of the country.

Tourism Volume and Value

It is important to consider the impact of the visitor economy to the Canterbury district, both in terms of financial payback but also the social benefits. The visitor economy plays a major role in the place-making agenda, from influencing development opportunities and priorities through the Local Plan, to encouraging and implementing improvements in local public infrastructure such as signage, pavements and public transport routes and stops. These Page 24 of 46

Culture and Enterprise Policy Suite: 2011 - 2016 infrastructure changes all help shape a place and are important in making a destination not only a great place to visit, but also a great place to live, learn and work. Managing how a destination is publicised, promoted and advocated is also critical to the success and sustainability of the visitor economy. Local community amenities such as parks, museums, leisure centres and theatres all benefit from their active management within a destination marketing and management function. In addition, by ensuring a strong visitor economy base for the Districts cultural and sporting infrastructure, local residents and communities are provided with more cost-effective and sustainable facilities, events and activities. Canterbury Districts visitor economy, with its strong overseas tourist base and extended tourist seasons, has been one of the catalysts for the continued development and investment in cultural and recreational facilities and activities. This is especially evident when comparing Canterburys infrastructure with that of neighbouring towns and cities. Visitor numbers It is estimated that around 584,000 overnight tourism trips were made to Canterbury in 2010. Of these trips, 73% were domestic visitors (430,000) and overseas visitors made 27% of trips (154,000). Compared to 2009, the volume of overseas overnight trips increased by 2% and both domestic and overseas overnight trips bucked the national and regional trends of decline. Despite a shortening in average trip length, overseas staying-trip expenditure increased by 11% to 132.7 million in 2010. This reflects an increase in average expenditure per person per trip, and also reflects changes in currency exchanges during 2010. The weakness of the pound against other currencies explains part of the reason for the increase in expenditure by foreign visitors. It is also likely that many foreign visitors took advantage of the weak pound and spent more money on higher value items increasing average expenditure per head. It is estimated that around 6.4 million tourism day trips were made to Canterbury in 2010, which is up by 1% compared to 2009. In turn day trip expenditure increased by 2%, raising overall expenditure from 215m in 2009 to 219m in 2010. In total, around 347m was spent on trips to Canterbury in 2010, by a combination of overnight and day visitors. This figure is up by 3% compared to 2009. 18% percent of this expenditure was made by domestic staying visitors; 19% by overseas staying visitors and 63% by day visitors. Economic impact Drawing together direct business turnover, supplier and income induced expenditure, plus the additional expenditure spent on second homes and by friends and relatives, the total value of tourism activity in Canterbury in 2010 is estimated to have been around 459m, up 2% compared to 2009. In terms of socio-cultural value, this is estimated to have supported around 6,653 Full-Time Equivalent Page 25 of 46

Culture and Enterprise Policy Suite: 2011 - 2016 Jobs and 8,189 Actual Jobs (with the addition of seasonal and part-time employment). These jobs are sustained in a wide number of service sectors including retail, catering, travel and hospitality and beyond tourism businesses, going some way to helping with income redistribution and the prevention of emigration from rural and coastal areas.

National context
The Office for National Statistics figures for the first three months of 2011 reveal that inbound visits to the UK increased by 4% compared to the same period of 2010, with visitor spending 6% higher than a year ago. However, the IATA reported annual growth in scheduled passenger air travel of 3.8% in March, markedly down on growth rates from recent months due to the impact of the Japan earthquake and tsunami and the on-going uncertainties across North Africa and the Middle East. In April BAAs six airports handled 31.1% more passengers than a year before, however the ash cloud of last April and changes in the number of bank holidays during April this year make meaningful comparisons difficult. However, both Heathrow and Edinburgh had their busiest April on record. Due in part to the continued growth in global business travel and extensive positive media coverage (for example in the USA) relating to the recent Royal Wedding, Visit Britain have forecast that full-year 2011 visitor numbers will increase by 3%. Spending is forecast to increase by 4% in nominal terms.

Getting to where we want to be

The council, through its Corporate Plan has pledged to build on Canterburys international reputation to attract higher spending visitors to the district. This reflects the fact that tourism is a tremendously important sector of the UKs economy. The Visitor Economy Policy sets out how the council will achieve its aims and vision for tourism across the district. While many aspects of the economy are recovering very slowly from the recession, tourism has been charged by Government as a lead sector to support the growth of the whole UK economy, providing jobs, encouraging regeneration, and supporting a balanced and sustainable tourism offer. Canterbury, unlike many key destinations has a wide range of tourist provision, from the seaside towns on the north Kent coast to the culture and heritage of the city and the quintessential Englishness of our villages. Although Canterbury has a distinctive brand and global reputation, more needs to be done. We need to support the development of a vibrant evening and night time offer in Canterbury, encouraged regeneration investment for our coastal tourism hotspots , and play a role in ensuring that district-wide issues are addressed, such more and improved accommodation to encourage more overnight stays. With external investment decreasing and the implications of decreasing public sector budgets , it will be critical to ensure that the sector works together, raises standards of service, explores new markets and new opportunities and maximises benefits from the recent capital cultural development projects. All of this will be necessary to achieve our ambitious Vision.

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Culture and Enterprise Policy Suite: 2011 - 2016 At the end of 2011, we are at a crossroads of opportunity as the tourist heart of east Kent. 2011 has seen the launch of Turner Contemporary , the Folkestone Triennial and Sandwich Golf Open and the opening in Canterbury of the landmark new Marlowe Theatre. In 2012 the UK will be host to the Olympic Games and will also celebrate the Diamond Jubilee. In the Canterbury district the Beaney Art Museum and Library will reopen and we will host the next Whitstable Biennale contemporary arts festival. 2012 and 2013 presents opportunities for the sector to maximise the potential from the current staycation trend, offering excellent service to all visitors and working together on disproving the perception that Canterbury and east Kent is expensive and difficult to reach, via both public and private transport. The legacy of the opportunities from 2011 and 2012 will be key to achieving a sustainable and growing visitor economy over the next five years. To ensure we maximise this legacy potential we will: continue to support the Visit Canterbury partnership, as well as forging ahead with innovative marketing and technological initiatives that support our aim of developing the higher spend visitor markets. extend Visitor Economy team support of the councils culture and leisure facilities and events to maximise their tourism potential, whilst also continuing to raise the bar in customer service and standards continue to support the sector and increase and improve our partner relationships In order to achieve our ambitious programme of visitor economy development and growth, the council will deliver an action plan based on seven ambitions which support the overall vision for the sector; these are set out below:

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Culture and Enterprise Policy Suite: 2011 - 2016

Priorities Supporting development of evening and night-time offer Raising standards skills, services, accommodation, attractions Maximising benefits of capital investment in culture Encouraging regeneration investment in coastal destinations Capitalising on 2012 legacy

Principles
1. Excellence Encourage training, participation and product development to improve the visitor offer, customer experience and workforce skill-set, ensuring the district is recognised as an excellent destination by visitors, residents and regulators. 2. Sustainable Development Ensure the wider tourism sector within the Canterbury District is well signposted and facilitated with opportunities, advice and partnerships that bring social, environmental and financial sustainability to the districts visitor economy. 3. Attraction The Visit Canterbury brand, coupled with the Canterbury reputation, will be further developed and promoted in order to position Canterbury as Englands foremost cultural and heritage destination, with a portfolio approach across targeted market segments, further encouraging longer stays and additional expenditure. 4. Dispersal Visitor Management within the city will continue to develop a dispersal strategy and plan to highlight the appeal, proximity and value of the whole-district offer for visitors once attracted and arrived in Canterbury. This will focus on the boutique shopping and contemporary arts and events of Whitstable, the traditional seaside attraction of Herne Bay and the quintessentially English appeal of our villages. 5. Regeneration & Place Shaping The visitor economy will lead the way in realising the economic and social value of the cultural and heritage investment in Canterbury, Whitstable and Herne Bay, advocating further external investment in the visitor infrastructure to support city and coastal regeneration.

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Culture and Enterprise Policy Suite: 2011 - 2016

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Culture and Enterprise Policy Suite: 2011 - 2016

SWOT analysis
Strengths Reputation and brand Cultural heritage Canterbury Cathedral Improved cultural offer Student population and their families Visit Canterbury partnership Visitor numbers Marketing Proximity to London and the continent Restaurant and food offer Districts tourism portfolio Weaknesses Accommodation Night time economy Skills and training Overnight stays Parking Signposting/Wayfinding Perceived expense Coastal regeneration needs Transport links Opportunities Staycation market New and emerging tourist markets Olympics Jubilee Coastal tourism offer Visitor spend Boutique shopping (esp. Whitstable) New contemporary cultural identity East Kent broader offer New technologies Ageing population Strength of Euro and Interest rates Page 30 of 46

Culture and Enterprise Policy Suite: 2011 - 2016 Threats Investment potential Public sector austerity measures Reliance on income generation Kent retail offer Terrorism (perceptions) Fuel prices Visa process Climate change Confidence in the economy Threat to Eurozone economy Increasing market competition

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Culture and Enterprise Policy Suite: 2011 - 2016

Policy Tree

Corporate Plan

Local Economy Policy

Visitor Economy Policy

Cultural Policy

Visitor Economy Action Plan

Museums and Galleries Strategy

Visitor Services Business Plan

Destination Management Plan

Destination Marketing Plans (VE and Museums)

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Culture and Enterprise Policy Suite: 2011 - 2016

Cultural Policy 2011 - 2016

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Culture and Enterprise Policy Suite: 2011 - 2016

Our Vision
We will use the substantial recent investment in the districts cultural and sporting infrastructure as a platform to promote excellence, broaden engagement and deliver a lasting legacy of cultural economic and social benefits to residents, visitors and businesses. By 2016 Canterbury will be seen as one of the most exciting, dynamic cultural destinations and sports provider in the south east, with a vibrant and sustainable sector working collaboratively to deliver excellence in the context of a culturally strong East Kent.

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Culture and Enterprise Policy Suite: 2011 - 2016

Achieving our Vision

Canterbury is a vibrant and distinctive cultural district at the heart of east Kent. The district hosts a mixed economy of public, private and third sector cultural and sporting organisations and facilities that support the delivery of an exciting programme of events, activities and festivals. This activity positively affects the development of the districts local economy, and specifically supports the districts visitor economy. This Policy sets out the Councils priorities in how it will deliver, support and commission cultural and sporting providers and activities across the district over the next five years. It also sets out how the Council will monitor measure and support the improvement of the districts cultural offer and its benefits for residents, visitors and businesses. The Policy emphasises the importance of making the most of both the recent investment in our cultural and sporting infrastructure and the substantial investment over the last ten years in activities, organisations and individuals. A programme will be established to challenge the Council and other cultural and sporting providers to increase the frequency of use and breadth of audience of our districts facilities, events, activities and festivals, whilst ensuring that excellence drives forward the standard of the offer. The Council will develop ways of supporting and commissioning work, organisations and individuals, who can deliver the best possible outcomes for our residents and local economy, whilst promoting the district as a great place to visit. Sustainable development and delivery of services owned or operated by the Council, i.e. Museums and Galleries and Leisure Centres, will be key to ensuring customers can continue to access high quality, affordable facilities and events throughout the district. A five year programme of activities, support and partnership will underpin the vision, focussing on five key principles: VI. VII. VIII. IX. X. Support Collaborate Engage Excellence Sustainable

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Culture and Enterprise Policy Suite: 2011 - 2016

Why do we need a cultural policy?

Culture is one of a key means of delivering the Councils vision for Canterbury District, and it is the Councils role to provide leadership and advocacy through and across the sector. Huge public and private sector investment in new infrastructure such as the Marlowe Theatre, Beaney Art Museum and Library and Herne Bay Sports facilities have created an opportunity for the district to build on its reputation as an the cultural heart of East Kent, if not the county. . The successes of the last ten years were based on a strong strategic plan underpinned by a clear programme for delivery. It is important now to develop a policy that capitalises on the previous growth in the sector and captures the opportunities presented by the range of quality buildings and organisations we now have in the district. Culture covers a broad spectrum of activities so strategies that flow from the policy have to be tailored very specifically for each area, yet must be aligned at a corporate level. The Cultural Policy provides a link between these separate and specific strategies and the Corporate Plan.

Our Corporate priorities

The Council sets out its strategic direction in its 5-year plan. The current Corporate Plan runs from 20112016 and sets out its ambitions and intentions through a set of 10 Pledges. These pledges are directly influenced by local opinion, reflecting the priorities and feelings of the communities the Council serves. The Councils Corporate Plan states that Culture is a means of creating places where people want to live [by] providing an excellent range of cultural and sporting facilities and offering a great visitor experience. Specifically, the Plan emphasises the importance of: supporting excellent and diverse cultural facilities and activities for our citizens and visitors (Pledge I), and supporting a broad range of sporting and fitness facilities and activities (Pledge J) The Council aims to support and promote a cultural offering that is: Distinct Supporting varied cultural and sporting experiences for residents and visitors alike that are authentic, distinctive and compelling; much more than the average experience. Diverse Encouraging a wide range of activities from across the cultural spectrum, appealing to a wide range of tastes and interests, so that there is something for everyone. District-wide Ensuring that residents across the District - in Canterbury, Herne Bay, Whitstable and the Villages benefit from the positive outcomes of accessing cultural and sporting facilities, activities and events.

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Culture and Enterprise Policy Suite: 2011 - 2016

National context
The cultural and sporting infrastructure of the UK has benefited from almost 15 years of unprecedented investment, a cultural renaissance that has been recognised worldwide through its award of events such as European Capital of Culture in 2008, to Liverpool, and hosting of the Olympic and Paralympic Games in 2012, to London. This investment in infrastructure has been matched by greater investment in practitioners and professionals. This in turn has led to a growth in the sector and a step change in the practice and consumption of culture. The cultural and creative industries are a significant sector of the UK economy representing over 5% of the UKs employment, and over 10% of the UKs exports in 2010. Culture and sport have also had a significant influence on the growth of the UK as a visitor destination, from high profile sports such as football and cricket, to cultural festivals such as Edinburghs and our own in Canterbury and Folkestone. However, after 15 years of growth, the UK like much of the world is beginning to adjust to the affects of a global recession. Central government and local authorities are increasingly supporting a public sector on reduced funding, which for a culture and sport a disproportionately public funded sector is feeling the effects of the current coalition governments austerity measures and fast-paced governance and support changes. However, both the Department for Business, Innovation and Skills (BIS) and the Department for Culture, Media and Sport (DCMS) place a great emphasis on the UKs cultural and creative industries as catalysts for recovery, seeing the small and medium enterprises that largely make up the sector (over 80%) as key to the countries economic recovery as a micro-economy of production, manufacture, sales and service industries. The UK also has the unique opportunities that the 2012 Olympic Games have to offer, both in terms of being a global platform for sporting and cultural excellence during 2012, and its legacy offer in terms of the visitor economy and associated facility improvements. The investment in London 2012 will be capitalised on over the coming years, encouraging other international sporting events to the UK, as well as the anticipated (and well evidenced) increase in inward tourism over the next three to five years, attracted by Londons global media presence in 2012. As such DCMS describe in their Four Year Business Plan a cultural and sporting sector that will be dominated by the opportunities and legacies of the 2012 Olympics, supported through a mixed economy of Big Society intervention, public sector funding and private sector support. The Olympics and Cultural Olympiad offer a rare opportunity for sports, arts, heritage and creativity to work together in delivering excellence across the board, for practitioners, providers, users and audiences regionally, nationally and internationally. DCMS see the catalyst potential of the Olympics and its subsequent legacy as a way of sustaining, and even developing, the nations cultural and sporting offer during the global economic crisis.

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Culture and Enterprise Policy Suite: 2011 - 2016 Despite the opportunities that 2012 provides, the sector will still need to adjust to a funding climate that shifts dramatically from core public-centred funding to a mixed economy of funding, commercialisation and sponsorship. DCMS has made this change clear from the start of the coalition governments term of office through substantial changes in the number and remit of its key strategic delivery partners, its Quangos, in 2010/11. The sector was effectively reorganised under two strategic bodies, Sport England and Arts Council England (ACE), the latter taking up the strategic management of museums and libraries from the former Museums, Libraries and Archives Council in October 2011. The changes have realigned the majority of cultural institutions and businesses under the one set of strategic aims through ACE, and similarly for sports through Sport England. These changes have several cross-over points, most significantly the assertion that both culture and sport should strive to use the developed infrastructure and practitioner development to deliver excellence for users and audiences. Excellence has very much become the kite mark for the UKs culture and sporting sectors.

Sub-Regional Context
Much of Kents cultural and sporting infrastructure and delivery is operated or supported at the district level, however, Kent County Council publishes a series of strategic frameworks and action plans for culture and sport that frames national vision within a regional context. For culture Kents vision for culture in 2011 stated that, in order to drive Kents economy, culture should: grow Kents creative economy be responsible stewards of Kents built and natural heritage, and be ambitious and resourceful cultural planners Through Kents priorities, Canterbury is able to position itself as a key district in the delivery of the countys strategic cultural aims, whilst also being able to drive the cultural agenda as a prominent provider and deliverer of cultural activity for the sub-region. Kents strategic vision for sports and leisure, which comes to an end in 2013, places its strategic importance on fostering communication and strategic planning across Kent and Medway, whilst providing leadership and advocacy across specific sporting sectors and at district level. The importance of sport and leisure in contributing to wider agendas, such as health and wellbeing, are becoming increasingly important, and Kents Active Lives strategy and the Primary Care Trusts priorities and business plan place a great emphasis on sports role in improving peoples health and reducing preventable illness through healthier lifestyles. The resource and ability for a wide-ranging sector such as sport to effectively communicate and strategically plan the delivery of such diverse agendas, supports Kents ambition to act as a strategic leader, rather than deliverer, of sporting outcomes for residents. Kent has been successful in establishing itself a host county for the Paralympic games, hosting the Road Cycling at Brandshatch in west Kent. This recognition, and the subsequent publicity and tourism Page 38 of 46

Culture and Enterprise Policy Suite: 2011 - 2016 potential, are all key building blocks in further establishing the county as a growing sports venue and deliver of sporting excellence. The Olympic torch relay will also offer regional, and local, opportunities to highlight and showcase the cultural and sporting successes of the county, with the relay passing directly through Canterbury towards the end of its passage through the country. This event in itself offers the district a substantial opportunity to promote its cultural and sporting offer to a national audience as the appetite for the Games reaches its highest levels. Within east Kent, there is growing national and international recognition and publicity of this geographical cultural growth area, which has developed through the volume of cultural and sporting regeneration programmes and capital infrastructure programmes primarily in the Canterbury, Margate and Folkestone triangle. This in turn has brought extra interest to established and growing cultural organisations and programmes, such as the Whitstable Biennale and Canterbury Festival, whilst building new interest and support for flagship developments, such as the Turner Contemporary gallery and Marlowe Theatre. This cultural regeneration and growth programme, coupled with a new appetite for the stay-cation in Britain, has brought new interest on culture activity from regional and national visitor marketing organisations, such as Visit Kent, who are increasingly advocating Kent, and particularly east Kent, as a cultural hot spot. Coupled with the opportunities High Speed 1 has brought to east Kent, Canterbury district finds itself at a point of demographic change in light of its new position on the commuter map, and the strong emerging cultural and sporting infrastructure will be important in showcasing the district as a place to relocate both business and family.

Local Context
In 2011, Canterbury district boasts a range of leading 21st Century buildings and facilities, from the new Marlowe Theatre to the Herons Leisure Centre, and more is to come over the term of this policy, from the launch of the newly redeveloped Beaney Art Museum and Library to the Kingsmead Leisure Centre. However, the times of constant and continued capital development and revenue funding are in steep decline, both locally and nationally, and new ways of working and delivering a sustainable cultural offer is central to the majority of organisations and practitioners across the cultural spectrum. This Policy, and the aims and objectives as set out in the Corporate Plan, highlight how the Council will work with the cultural and sporting sectors over the next five years, and in particular how it will manage its funding and support of the sector to deliver the Councils and Plans outcomes. In a climate of reducing funds, priority will be given to those who are best able to deliver positive and legacy outcomes for the communities the Council delivers to and for. Culture and sport will not see itself in isolation of other key Council services, and will therefore strive to make positive and measurable impacts on the development of the local and visitor economies.

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Culture and Enterprise Policy Suite: 2011 - 2016 The investment in Council and others cultural and sporting infrastructure offers the district a unique and enviable position from which to work from, in order to engage more people in cultural and sporting activity throughout the district. The Council will work closely with partners and stakeholders in developing a sustainable and excellent sector, advocating the role that culture and sport plays in delivering positive outcomes for residents and visitors, not only in the short term, but how these interventions deliver positive changes to peoples lives over the foreseeable future. The Councils ambitions, as set out below, not only describe how the Council will aim to deliver or support the delivery of future cultural and sporting activity, but how we will encourage the districts sector to develop over the course of this Policy. As such, this is a Cultural Policy for all who operate within it, and will help sustain the sector through a difficult economic climate, whilst driving forward change and ambition.

Getting to where we want to be

The Council has a clear strategic leadership role to play in delivering the best outcomes for its communities, these are: ensuring that the community has access to vibrant, exciting and inclusive cultural and sporting activities and facilities; providing clear and relevant information that develops talent and encourages new ideas; working with and through partners in east Kent to jointly promote and present a bigger and better cultural and sporting offering acting as an advocate and champion for Kents cultural and sporting offer on the national and international stage.

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Culture and Enterprise Policy Suite: 2011 - 2016 There are three different levels at which the Council is currently involved in, in achieving both Corporate and Policy objectives:

Coordinating
The council engages with strategic deliverers and partnerships to shape delivery. The council may provide seed-funding or logistical support and shared accountabilities.

Delivering
The council provides or controls the majority of resources, funding and support and retains a high level of accountability.

Commissioning
The council provides some funding in return for strategic delivery; accountability of delivery will rest with another organisation.

Delivering Council officers directly own key elements of the activity and may act as overall owners/leaders of projects. Other organisations may be involved as strategic partners.

Coordinating Council officers may coordinate or monitor key elements of the activity, which will typically be led by other people or organisations.

Commissioning Council officers will commission organisations, individuals or partnerships to deliver the Councils aims and outcomes for its residents and communities. Officers will monitor delivery and evaluate performance.

Measuring the value of culture and sport

The Council will actively encourage partners and organisations to adopt a strategic approach to measuring the impact of culture and sport. This will include promoting the use of best practice and standardised research methodologies to offer both cross-sectional and longitudinal evidencing and research into cultural and sporting interventions. The Council will monitor whether or not the sport and cultural priorities have been achieved in two ways:

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Culture and Enterprise Policy Suite: 2011 - 2016 Qualitative Data (the personal experiences of participants and audiences). This kind of measurement provides an important counterbalance to numerical targets, even more so in the Cultural Sector where individual experiences can vary so greatly from person to person and where any measure of quality or excellence must take this variation of experience into account. For that reason, the Council will ensure that the stories, reactions and opinions of people within the sector are taken into account when evaluating the success of this policy. This will involve surveys, focus groups and ongoing consultation with project managers, cultural leaders and key practitioners. Key metrics: Residents Survey Social Return on Investment analysis Budget Consultation Visitor and Event surveys Partner and Stakeholder Consultation Active People Survey Physical Activity Survey Quantitative Data (numerical metrics and statistics) The Council will, where possible, use existing metrics and indicators measured though existing processes so that this aspect of evaluation can be carried out with minimal additional work and red tape. Key metrics: Economic Impact Analysis Gross Value Added data Corporate Plan Performance Indicators Visitor/Audience data Mosaic Profiling analysis

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Culture and Enterprise Policy Suite: 2011 - 2016

Priorities Building on the success of ten years investment and growth in the sector Maximising impact and influence of capital investments in culture and sport Improving audience engagement increasing frequency of use and extending breadth of audience/participants Developing and promoting a joined-up culture offer across East Kent Making the case for culture

Principles

1. Support Commissioning or supporting the delivery of cultural and sporting facilities, events, and activities that deliver the best outcomes for residents, communities and customers 2. Collaborate Supporting collaboration and partnership working across the sector to encourage innovation, capacity building and knowledge transfer 3. Engage Encouraging deliverers/promoters of cultural and sporting facilities, activities and events to increase their engagement with existing users and to attract and retain more first-timers 4. Excellence Encouraging excellence by investing in quality, championing and rewarding successes and celebrating achievements regionally and nationally 5. Leadership Promoting, encouraging and setting the standards of best practice in the delivery of cultural activities and businesses

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Culture and Enterprise Policy Suite: 2011 - 2016

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Culture and Enterprise Policy Suite: 2011 - 2016

Policy Tree

Corporate Plan

Local Economy Policy

Cultural Policy

Visitor Economy Policy

Culture and Sport Action Plan

Marlowe Artistic Policy

Museums and Galleries Strategy

Sports and Leisure Strategy

Culture Strategy

Public Art Policy

Strategies in Italics to be published in 2012/13

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Culture and Enterprise Policy Suite: 2011 - 2016

Culture and Enterprise ContactsCulture and Enterprise Policy Suite

Janice McGuinness Head of Culture and Enterprise janice.mcguinness@canterbury.gov.uk Local Economy Policy Dawn Hudd Deputy Head of Service dawn.hudd@canterbury.gov.uk Visitor Economy Policy David Ford Deputy Head of Service david.ford@canterbury.gov.uk Cultural Policy David Ford Deputy Head of Service david.ford@canterbury.gov.uk Peter Davies Cultural Policy Advisor peter.davies@canterbury.gov.uk Caroline Cooper Visitor Economy Manager caroline.cooper@canterbury.gov.uk Nick Churchill Economic Development Policy Officer nicholas.churchill@canterbury.gov.uk

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