Evidence and intelligence gathering
The Partnership wanted to find out more about cultural provision in Brighton & Hove. Reports were commissioned on the engagement levels of local communities with the arts, including the Child Poverty Index (2011), Brighton & Hove City Snapshot (2014), Brighton & Hove Health Counts (2012), and the Safe and Well at School Survey.
During this consultation phase the need for a ‘backbone organisation’ was identified. This prompted the creation of a Cultural Hub to ensure close strategic working between Brighton Dome & Festival, Royal Pavilion & Museums, and SoundCity.
Creating a template for engagement
Artswork, one of the Partnership’s key collaborators, pioneered a template to create educational and socio-economic profiles of children and young people. The information gathered using this resource has increased our understanding of low-engagement areas. The template draws from a range of comparable data, covering free school meals, special educational needs, child poverty, attainment, Artsmark and Arts Award.
A strategic advisory board, chaired by the Vice Chancellor of the University of Brighton, oversaw the initial work. The advisory board included members of Brighton & Hove City Council, Public Health & School Improvement, National Portfolio Organisations, Major Partner Museums, Music Education Hubs, Artswork and headteachers.
The partners spoke with nearly 1,000 people in the community about the city’s future – more than half were children and young people.
Developing a new focus for local schools
Giving children access to great cultural experiences was highlighted as a priority for the city’s schools. The Partnership will play an important role in developing a local cultural education curriculum underpinned by the Arts Council’s Quality Principles, and incorporating Arts Award and Artsmark.
The Partnership has established goals for the next ten years, which include:
- Fostering creativity
- Improving wellbeing
- Encouraging the development of digital skills
- Creating pathways into employment
- Sustaining coordinated action
A full three-year business plan has also been produced which includes new strategic commissioning opportunities as well as the re-alignment of existing budgets and consortia bids to major trusts and foundations.