Ashfield Cultural Strategy - 2026 to 2035

Ashfield’s culture has always been a key part of who we are and forms the key elements of our unique identity, connecting us together and tying us to our place. 

From our rich mining background to literature, computing, and civic heritage, to the incredible events and activities that we attend across our towns and villages throughout the year.

Popular events like Ashfield Show and Hucknall Fest demonstrate our community’s appetite for shared experiences and headline events such as Sutton’s Light Night by First Art in 2022 set the ambition for what we want to see more of in the future. 

Local artists share their practice in original and organic ways, building festivals like Ashfield Arts Festival, and bringing colour to our towns through creative-led sign painting initiatives (Allie Paints signs). Organisations such as Newstead Brass shine a light at a national level on the talents of our area and James Graham (playwright and screenwriter of PUNCH, Sherwood, and Dear England) will make sure people all over the world hear about the strength of our creativity and community.

Within the grassroots, hundreds of community-led initiatives, such as Lovelace Theatre Group and Centre Stage Youth Theatre demonstrate the incredible strength of our community’s commitments to engaging with creativity, and the organisations that support this activity as well as their own programmes bring life to our high streets, neighbourhoods and outdoor spaces.

Culture strengthens Ashfield through:

• Social value: bringing people together and uniting our diverse communities through shared stories and experiences. Culture fosters our sense of who we are and our pride in our local areas, celebrating our heritage and bringing people together to imagine our future. It enriches our daily lives, supports wellbeing, and creates opportunities for lifelong learning and personal growth.

• Economic value: culture is a real driver of growth, attracting visitors, creating jobs, and driving innovation. Our cultural events boost local businesses, while creative industries and skills development position Ashfield as a vibrant place to invest, work, and grow.

By investing in culture, we invest in the heart of Ashfield—ensuring it remains a vibrant, connected, and thriving place for generations to come. This strategy outlines our collective plan to grow our creative and cultural offering to further expand the values and outcomes that arts, culture, and creativity can bring.  

Culture can be a tricky term to define, with many having a personal insight into the feelings and instincts of what ‘culture’ can be, but few able to define what it tangibly represents. To truly reap the benefits of a cultural strategy, we look to establish a mutual understanding of what culture means to us and to the outcomes and activities that this strategy will seek to achieve through our collective action. 

The United Nations and UNESCO outline and place culture at the heart of their sustainable development goals, which seek to shift how development is viewed away from a solely economic focus. They look to envision a desirable future that is equitable, inclusive, peaceful, and environmentally sustainable. Culture and creativity sit across these goals and pillars of sustainable development: economic, social and environmental development.

“Culture is who we are, and what shapes our identity. Placing culture at the heart of human development policies is the only way to ensure a human-centred, inclusive, and equitable development… 

Cultural heritage – both tangible and intangible – and creativity are resources that need to be protected and carefully managed” -  unesco.org

Throughout this document we seek to define culture as:

“Culture is a dynamic, evolving force, encompassing both inherited traditions and contemporary expressions, which fundamentally shapes our individual and collective identities. It is manifest in the arts, heritage, shared experiences, and how we interact with our places and communities. More than just personal inspiration, culture is a powerful contributor to social cohesion, wellbeing, economic prosperity, and fostering local pride”

Culture includes:

• Arts and creativity at all levels, from professional to grassroots.
  Heritage, both tangible and intangible.
• Libraries, museums, and archives.
• Public spaces, parks, and the natural environment.
• Digital media and screen-based culture.
• Fashion, food, and design.
• Festivals, events, and celebrations.
• Recreational activities (including connections with Sports and Leisure).
• Local traditions, dialects, and languages.
• Faith and belief practices.

When we refer to creativity, we built on Arts Council England's distinct definition between culture and creativity.

“We believe that creativity and culture are deeply connected, but different. Creativity is the process by which, either individually or with others, we make something new: a work of art, or a reimagining of an existing work. Culture is the result of that creative process: we encounter it in the world, in museums and libraries, theatres and galleries, carnivals and concert halls, festivals and digital spaces. In this Strategy, we are drawing a distinction between the two because we want everyone to have more opportunities for both: to be creative, and to experience high-quality culture.” - Arts Council England, Let's Create.

Arts and culture as part of the wider creative industries

While this strategy adopts a broad, inclusive definition of Culture that recognises its fundamental role in all aspects of life, it maintains a deliberate focus on the Arts and Cultural Sector. This sector encompasses the non-commercial and publicly engaged activities (such as theatres, museums, libraries, community arts, and heritage sites) as well as the commercial operations of these entities and the wider cultural events sector (festivals, exhibitions etc.) that are vital for social cohesion, community wellbeing, and celebrating identity. 

We recognise that this sector is a core component of the wider Creative Industries, which include commercial activities like design, digital media, and creative technology. The strategic emphasis of this document is on nurturing the foundational cultural ecosystem of Ashfield, which in turn acts as the essential wellspring of talent, inspiration, and audience development that sustains the commercial growth of the entire creative economy. 

This Cultural Strategy responds directly to the desire of many across Ashfield to see a sustained and ambitious growth in the role the arts and cultural sector and creativity play in the lives of everyone who lives, works, and learns in Ashfield. 

Inspired by conversations and commitments from a wide range of partners, communities, residents and policy makers, this document seeks to establish a clear roadmap through which collaboration, development and investment can begin to catalyse the growth of arts, culture, and creativity in Ashfield. 

Responding to both the wealth of opportunities available over the coming 10 years and an awareness of some of the challenges the creative and cultural sector have faced in the past, this strategy aims to unify efforts and build momentum for sustainable and inclusive creative growth.

Further, this strategy acknowledges the vast contribution made by community and voluntary organisations; this strategy aims to create a clear plan to enable the sustained growth of arts and culture in Ashfield alongside the changes that will naturally happen as a result of Local Government reorganisation and the growth of the East Midlands Combined County Authority (EMCCA) and the devolution agenda. This strategy has been instigated by the Ashfield Arts Partnership but is designed for the people and places of Ashfield to adopt and bring life over the coming 10 years. 

At its core a Cultural Strategy aims to establish mechanisms, ways of working and priorities through which further investment, collaboration and impact can be channelled into a place, and this document centres a clear place-based focus to enable the towns, villages and communities of Ashfield to realise their potential as a key cultural heartland of the county, and the wider East Midlands region. 

It is a clear, collaborative signpost to the future, celebrating Ashfield’s strengths and ambitions by focusing on how partners can collectively impact all communities.

Arts and culture are not just a ‘nice to have,’ they are essential to successful, inclusive, and vibrant communities and places. They bring people together, build skills and are a key factor in enabling inclusive and sustainable growth and present a huge opportunity for Ashfield and the wider East Midlands region. 

Economic impact: arts and culture make good business

While the broader creative industries contribute over £124 billion to the UK economy, the specific contribution of the cultural sector is distinct and significant.

• Gross Value Added (GVA): The cultural sector contributes approximately £33–£34 billion annually to the UK economy from DCMS (Department for Culture, Media, and Sport) figures on the value of the creative industries sub-sectors in 2022.
• Employment: The sector supports roughly 614,000 to 703,000 jobs. Notably, for every one job directly created in the arts, an additional 1.21 jobs are supported in the wider economy (supply chains, hospitality, etc.).
• Multiplier effect: The sector has a high economic multiplier. For every £1 of GVA generated by the arts and culture industry, an additional £0.91 is generated in the wider economy.
• Exports: Cultural services exports are valued at approximately £9.3 billion, demonstrating strong international demand for UK theatre, music, and heritage.
  
  
• website: House of Lords library: Contribution of the arts to society and the economy

Health and wellbeing impact: arts and culture improve health outcomes

This is currently the most rapidly developing area of research. A landmark 2024 report by the DCMS "monetised" these benefits for the first time to allow for comparison with other government spending.

• Total Society-Wide Benefit: The health and wellbeing benefits of arts engagement for UK adults are valued at £8.6 billion per year.
• website: Arts Professional: Health benefits of cultural engagement valued at £8 billion

Specific health values

• Mental Health: General arts engagement generates £2 billion in mental health benefits annually for adults aged 30–49.
• Dementia: The value of arts/museum interventions in delaying or managing dementia is estimated at £1.5 billion.
• Children: Arts activities contribute £122m–£162m in value specifically through improved self-esteem in children.

Place making and regeneration: arts and culture make vibrant places

Arts and culture are often the "anchor" for local regeneration, driving footfall that supports the wider high street and hospitality sectors.

Cultural tourism

• Value: heritage tourism contributes roughly £20.2 billion to the UK's GDP.
• Visitor behaviour: 40% of all tourists to the UK are "cultural tourists." Crucially, these visitors spend more and stay longer than other types of tourists.
• High streets: In areas where retail is declining, cultural institutions act as vital anchors. Data shows 50% of adults want more cultural experiences on their high streets, which drives footfall for nearby businesses.
• website: Local Government Association: Debate on contribution of the Arts to the economy and the society - The value of the Arts to the economy

Civic pride

• "Culture-led regeneration" (seen in cities like Hull, Margate, and Dundee) significantly boosts civic pride. Residents in areas with active cultural investment report higher satisfaction with their "place," which is a key metric for local retention of talent and investment.

Social impact: arts and culture help shape strong communities

Participation: engagement is exceptionally high, with roughly 90% of adults engaging with the arts culturally in some form annually.

Education and development: participation in structured arts activities is linked to higher cognitive abilities and transferable skills. However, there is a noted decline in formal arts education in schools, which contrasts with the growing evidence of its value to young people’s self-esteem and social mobility.

Cohesion: the arts provide a rare "third space" (neither work nor home) where diverse communities mix. This social cohesion is difficult to monetise but is qualitatively valued for reducing isolation and building community resilience.

This strategy has been shaped through extensive consultation and research with the communities, artists, residents, and creative organisations of Ashfield, ensuring it reflects both local voices and sector’s best practice. 

At the heart of this was a public engagement programme which included community workshops and an online survey that gathered views from community leaders and residents across our district. These insights were invaluable in understanding how our communities experience and value culture, and what they want to see in Ashfield's future.

The Ashfield Arts Partnership played a crucial role, bringing together cultural organisations, creative practitioners, and community groups to share their expertise and aspirations. Their deep understanding of our cultural landscape helped ensure the strategy addresses real needs and opportunities.

To develop a robust framework for action, we analysed local and regional policies, including economic development plans, tourism strategies, and health and wellbeing initiatives. We also looked beyond our borders, learning from successful cultural strategies across the UK and incorporating insights from Arts Council England, the Department for Culture, Media and Sport, and other leading sector bodies.

This collaborative approach has resulted in a strategy that is both ambitious and achievable, rooted in local identity while drawing on national best practice. The development of this strategy has been deeply informed by the voices of Ashfield, captured through extensive public consultation including an open survey that reached over 200 residents and artists from across Ashfield.

These findings reveal a community that is predominantly "excited", "hopeful", and "optimistic" about the district's creative potential. When asked if being creative is personally important, an overwhelming majority of participants strongly agreed. However, there is a clear consensus that current opportunities are lacking; many residents disagreed that the district is currently a creative place, often rating the existing offer as very low. This gap between the personal value placed on creativity and the perceived local reality forms the fundamental mandate for this strategy.

Qualitative feedback emphasised a desire for "high quality" experiences that move beyond traditional approaches to craft and heritage to events and programmes "amaze and inspire". While many value Ashfield's industrial and mining heritage, a recurring theme was the need for "new beginnings" and a vision that looks toward "future innovations". Residents identified improved mental health, community spirit, and pride in place as the most critical impacts they wish to see creativity make over the coming years. Specific requests for the future included more live music venues, public murals to "brighten up" high streets, and diverse workshops ranging from digital art and filmmaking to traditional crafts like pottery and willow weaving.

The surveys further highlighted that the community views culture as a direct route to addressing social challenges such as isolation, apathy, and antisocial behaviour. Participants frequently noted that creative activity helps them to "socialise" and provides a much-needed "sense of togetherness". There was also a strong call for more inclusive programming that caters to working-age adults and young people, as many respondents disagreed that current activities are accessible to those who work full-time.

Despite the general enthusiasm, several barriers to engagement were identified that must be addressed to unlock success. Many residents disagreed that they are well-informed about local opportunities, noting they often discover events "after they have happened". Cost was another major deterrent, with a high number of participants agreeing that expensive tickets or materials prevent them from taking part. By prioritising affordable, well-advertised, and inclusive opportunities, this plan aims to ensure that creative growth reaches every neighbourhood in Ashfield.

Ashfield District Council’s Corporate Plan 2023 to 2027

Ashfield’s Corporate Plan sets out the Council’s ambition to become “Great” across all Arts and Cultural activities by:

• Supporting arts organisations and the development of cultural assets
• Delivering our Events Programme and considering an expanded programme from 2024 onwards

The Ashfield Local Plan 2023 to 2040

This includes a range of objectives (community, economy, and environment) and policies.

Of relevance are:

• SO6: Economic opportunity for all - including Expanding the leisure, tourism and visitor offer to inspire and encourage the exploration of Ashfield.
• SO8: Hucknall Town Centre – including protecting and making the most of the town centre’s rich heritage and strong links to Lord Byron.
• Strategic Policy S8: Delivering economic opportunities identifies that the Council will support and enhance opportunities for: tourism which reflects the local distinctiveness and heritage of the area; and heritage led regeneration to conserve and enhance the historic environment.

Ashfield’s Education and skills improvement strategy 2022 to 2031

This is structured into 3 priorities, all of which have relevance to the arts and culture sector:

• Talent attraction and retention
• Skills to meet demand
• Skills for future growth

Mansfield and Ashfield Cultural Compact Strategy (2021)

The Mansfield and Ashfield Cultural Compact Strategy (2021) encourages ‘the use of culture and creativity to improve urban environments, making them attractive to a wide range of users,’ which could include visitors (Objective 1.6) and the associated audience engagement and asset mapping which identifies the dominant market segment by ward.

Discover Ashfield

Discover Ashfield, the place partnership for the district was set up in 2017 and includes representation from a wide range of business, community, and public sector bodies, including academies, further education institutions, and business networking group Mansfield and Ashfield Business Network. Community representation is through Citizens Advice Ashfield and Ashfield Voluntary Action.

Ashfield District Council facilitates the board chaired by a business community representative. The work done by Discover Ashfield includes raising the profile of the district through positive promotion, creating pride and aspirations in its communities, improving the vibrancy of town centres, encouraging, and promoting inward investment, and supporting tourism and the visitor economy in the Ashfield area.

The Discover Ashfield board focuses its work on four themes:

Succeed in Ashfield

Supporting local enterprise and learning, promoting inward investment, and attracting new businesses to Ashfield.

Love where you live

Celebrating what is great about living and working in Ashfield, sharing information, and raising awareness of how to access services, support, and benefits that Ashfield has to offer.

More to discover

Promoting Ashfield as a destination for visitors, celebrating the industrial, sporting, and cultural heritage of the area.

Be healthy, be happy

The Ashfield Health and Wellbeing Partnership is working with organisations across Ashfield to reduce health inequalities and help people improve their health and wellbeing.

The Ashfield Arts Partnership is a subgroup to the Discover Ashfield Board and includes organisations that deliver arts and cultural activities within the district. The aim of the partnership is to work together to enhance Arts and Culture within the district.

Arts Council England priority place status

In 2021 Arts Council England identified Ashfield as one of 54 Priority Places - areas where their investment has historically been too low, and opportunity for Arts Council England to effectively increase investment and engagement is high. The Ashfield district was identified as a priority place from the following criteria:

• Arts Council England average investment per capita from 2017 to 2020 was £2.47 in Ashfield in comparison to £21.70 in Nottingham City and £16.48 in Derby (as local examples) over the same period.
• 28% of Ashfield’s local super output areas (LSOAs) are within the lower 2 deciles of the indices of multiple deprivation
• The Active Lives score for Ashfield was 36% (2015 to 2017) - the fifth lowest score in the East and West Midlands.
• 21% of pupils are eligible for free school meals - the thirteenth highest rate in the East and West Midlands
• 22% of the population of Ashfield are affected by disabilities or long-term health conditions - the sixth highest rate in the East and West Midlands.

Since the identification of Ashfield as a Priority Place, Arts Council England have been working with Ashfield District Council to establish a Shared Objectives Framework which looks to support the development of key Artsand Cultural projects, of which the creation of a Cultural Strategy for the area has been a key goal.

EMCCA inclusive growth plan (2025 to 2035)

This plan identifies the digital, creative and cultural industries as one of the 5 high-impact sectors for the region’s economy with clear regional strength (particularly in and around Nottingham) but with the wider sector being identified as a major economic driver.

The plan also identifies some actions to support the growth of the sector including access to increase creative and digital skills training and awareness of creative careers,

Cultural venues, events, and activities as part of the Visitor Economy are also identified as part of another High Impact Sector but intrinsically linked to arts and culture - with the target of increasing overnight visitors by 50% and to grow the visitor economy by 20% by 2035.

The Inclusive Growth Framework sets out 6 targeted ambitions for 2040, which underpin the Growth Plan. The arts and culture sector is central to the ambition regarding health, wellbeing and belonging:

• Pride in Place: A key measure of success is that "By 2040, every resident will be proud to call the East Midlands home".
• Social Capital: The plan commits to the UK’s first mayoral strategy to strengthen social capital (networks, trust, and relationships), recognising that "weakening social connections" hold back economic potential. It cites "Derbyshire Makes" as a project uncovering "radical creativity in our communities"

Ashfield’s Cultural Strategy is being produced at a time where there are enormous potential and opportunity for the development of the arts, culture, and creativity in Ashfield.

To build and deliver on our strategy we need to acknowledge where we stand - across both our strengths and challenges to be able to strategically act on the opportunities presented to us.

Some of our key strengths are:

• Strong history of collective partnership working across sectors.
• Proactive relationships between cultural partners and deliverers and local authorities
• Dedicated local community organisers.
• A strong appetite for activity from communities
• Beginnings of strong structures for community input and action

Meanwhile some of the challenges we need to address include:

• A limited range of cultural infrastructure, specifically dedicated arts venues (theatres, galleries, cinemas) needed to consistently host and highlight work.
• A lack of previous investment from arts and cultural funders
• Barriers to participation - Cost and logistics: Poor and costly public transport scheduling (especially evenings/weekends) and the cost of activities create major obstacles for lower-income households.
• Limited opportunities for grassroots and smaller organisations to develop networks and support infrastructure.
• Lack of awareness: Limited marketing mutes the impact of existing activity, leading to missed opportunities for engagement.

At the time of launching this strategy Ashfield has already begun to reap the rewards of change which reflects significant confidence in the district’s cultural potential and shows how the outcomes of investment in culture and creativity create real and tangible benefits for our residents, businesses, and communities.

Ashfield Creates 2024 to 2027

In Summer 2024, Ashfield Arts Partnership secured £1 million from Arts Council England’s Place Partnership programme and established a new programme, Ashfield Creates.

Ashfield Creates aims to deliver over 650 events and activities, engaging over 20,000 individuals, and investing £55,000 directly in enabling local people to run new community arts projects.

Weaving together multiple strands of programming, Ashfield Creates provides regular, participatory activities, supporting everyday creativity; larger cultural offerings such as theatre shows or travelling exhibitions; large scale 'wow' events like light nights or lantern festival; community arts festivals that celebrate the local creative offer.

The programme will run until October 2027, but there is already an appetite for it to continue. These elements of legacy are built into the programme, collaborating with the communities of Ashfield to upskill and develop the sector during the project, but also to continue the momentum moving forward.

Sherwood Observatory

As the newest major tourist attraction to open in the area, the Sherwood Observatory Planetarium and Science Discovery Centre has shown how investment in high quality experiences and cultural assets can bring huge rewards to areas. The new venue originally targeted 20,000 visitors per year, but data from the first 8 months show that over 35,000 visitors attended, and a strong programme of cultural events and concerts has begun to happen.

Cornerstone Theatre

Sutton Community Academy’s theatre has been rebranded and opened to the public as Cornerstone Theatre. The theatre has been completely renovated and reconfigured to create a new multifunctional community space to accommodate professional theatre performances, cinematic experiences, music, and comedy nights, as well as use it for other community needs.

MakerSpace

High Pavement House in Sutton in Ashfield has been refurbished with the MakerSpace located on the ground floor and basement. MakerSpace is a community driven member run shared workshop space located at the heart of Ashfield. It is a place for all to learn, create, collaborate, and share their projects. Within MakerSpace, there are multiple workshops and studio specialisms including woodwork, textiles, metalwork, CNC, electronics, and other crafts.

The Mansfield and Ashfield Cultural Partnership

The Cultural Partnership (or Compact) is a dynamic coalition dedicated to advancing the arts and culture sector across our districts.

The partnership, supported by Arts Council England, aims to make Mansfield and Ashfield better places by using culture to improve people's lives.

By working together as local authorities, businesses, educators, and cultural leaders, we are collectively designing and delivering a vision that unites culture into the heart of our community.

Together, we are working hard to make arts and creativity more important for our local economy, health, and community spirit. Our goal is a future where culture is strong, making our towns better places to live with lasting benefits for everyone.

Core partners

• Ashfield District Council
• Discover Ashfield
• First Art
• Inspire Culture, Learning & Libraries (including Captivate, the Cultural Education Partnership)
• Mansfield and Ashfield Business Network
• Mansfield District Council
• NHS Nottingham & Nottinghamshire
• Nottingham Trent University (convener)
• Nottinghamshire County Council
• Sherwood Forest Hospitals NHS Trust
• Unanima Theatre
• West Notts College

Ashfield Arts Partnership

This partnership is a network of cultural organisations working in Ashfield, with embedded knowledge of the district. Together they work to broaden the reach of arts and creativity in Ashfield and develop a supportive infrastructure and mutual support.

The Ashfield Arts Partnership (AAP) is a steering group of core organisations that are key stakeholders in Ashfield’s cultural sector.

The steering group comprises of:

• Active Notts
• Ashfield District Council (convener)
• Ashfield Voluntary Action
• ATTFE College
• Captivate LCEP
• First Art
• Inspire Culture, Learning & Libraries
• Nonsuch Studios
• Nottingham Trent University
• Portland College
• West Notts College

Working with Ashfield District Council, the AAP developed the funding bid for Ashfield Creates. They continue to meet on a quarterly basis to shape the creative direction and offer for Ashfield.

Captivate Cultural Education Partnership

Ashfield and Mansfield Captivate Cultural Education Partnership is Nottinghamshire's Cultural Education Partnership, hosted by Inspire, focusing on boosting arts and culture for children and young people in areas like Ashfield and Mansfield by linking schools with artists and cultural providers, funded by Arts Council England and local authorities, aiming to make creativity accessible.

Our vision is to see Ashfield grow to become a bold, creative heartland of the East Midlands. Where the arts, culture, creativity, and heritage ignite inspiration, bring communities together and kick-start transformation.

We want to see culture become central to improving quality of life; driving skills development; fostering community spirit and enabling inclusive economic growth for everyone who lives, works, studies, or visits our towns, villages, and communities.

By 2035, every neighbourhood of our three towns and surrounding villages will have regular and nearby access to cultural activity and creative events. Ashfield will be energised by creative opportunity, with accessible and ambitious, high-quality cultural experiences that will empower residents to celebrate their unique stories, embrace ambitious ideas and shape vibrant, connected communities filled with pride, joy, and possibility.

To realise our vision for Ashfield’s cultural future, we will focus on inclusivity, sustainability, and excellence, ensuring all cultural initiatives align with five strategic impact goals that respond to the opportunities we’re presented with and build on our strengths to establish a clear route to Creative Growth.

1: Grow the breadth, diversity and scale of Ashfield’s arts and cultural offer

In reaching our ambitions and understanding the reasoning as to why Ashfield was identified as a priority place, there is a clear need and desire to increase the size and scale of the arts and cultural offer in Ashfield in order to make sure we reach many more in our communities and to ensure that the creative growth we’re aiming to achieve is as inclusive as possible.

This impact goal builds on the foundations of all the amazing work that already exists and happens regularly in Ashfield and does not discredit the incredible arts and cultural offer which is often provided by the community and voluntary sector. Within this goal is the need to support this work, enable its sustainability, and allow new ideas to grow in collaboration, not competition with what is already happening.

This growth also speaks to the knock-on effect of cultural development.

By 2035 we will have:

• A thriving and full events calendar of high quality events across cultural venues, community spaces and outdoor spaces operating at a range of scales from the locally essential to nationally significant.
• Regular arts, creative, and cultural activities happening in every neighbourhood in Ashfield.
• More people from across Ashfield are engaging in arts and cultural activities with increasing regularity.

2: Centre culture as a key driver of the local visitor economy

There is enormous potential in Ashfield to place events and cultural experiences as a key focus for the visitor economy, for residents to engage with and from those further afield from across the region.

This work will be achieved both by new and existing venues as well as an increase in larger scale work that can take place in the public realm, green space, and rural settings.

Cultural entrepreneurship and connections with the wider creative industries will be key in boosting the local economy.

By 2035 we will have:

• Developed new event concepts and activities that are led by the cultural sector as key headline activities across Ashfield
• Laid the foundations for national and international collaborations for broader visitor reach.
• Established clear case studies of success with strong data analysis of the impact of the cultural sector on the visitor economy.

3: Connect culture and creativity as catalysts for learning and skills

We will support learning and professional development within the cultural sector, ensuring clear pathways into creative industries. Through partnerships with education providers, cultural organisations, and businesses, we will create opportunities for skills development at all levels, from early engagement to career progression.

By 2035 we will have:

• Established a creative curriculum offer for all schools, colleges and learning institutions in Ashfield
• Embedded arts and cultural skills into the family, community and tailored learning across Ashfield
• Expanded opportunities to have a clear offer on the technical and production areas of cultural production.
• Developed new approaches to expand the capacity for participants learning within cultural and creative projects and programmes (i.e., technician training courses, event management apprenticeships)

Tangible professional entry points for early career creatives and practitioners, with clear industry connections in training processes.

4: Develop creative health and wellbeing

Arts, culture and creativity have a key role to play in supporting the health and wellbeing of citizens and we will work to ensure there are clear connections between the cultural sector, public health and the NHS across prevention, acute care, and treatment and recovery.

By 2035 we will have:

• Clear relationships and partnerships with key health bodies, commissioning boards, health, and wellbeing third-sector organisations working together on common goals.
• Embedded models of social prescribing ensuring that arts and culture are accessible to all to live a healthy and well life.
• Demonstrable impact on the value and difference of the arts on health and wellbeing outcomes

5: Embed sustainability across our cultural offer

As an area where investment in culture has been limited in the past, at the heart of all our work in growing the size and scale of the cultural offering must be a focus on sustainability. The exciting momentum built by new programmes, venues and opportunities must not be allowed to be short lived. Whilst having many strong cultural partners working in Ashfield, none that are currently based in our geography have long term secured funding (from Arts Council England’s National Portfolio Programme or similar), which must change to support the longer term ambitions of this strategy.

Equally through the establishment of new projects, infrastructure and ways of working, Ashfield has an opportunity to embed environmentally sustainable practices at the heart of our work, upskilling the workforce to ensure what we produce has environmental awareness built in.

By 2035 we will have:

• Several regularly funded cultural organisations and venues based in Ashfield, supporting the longer term growth of arts and cultural engagement across our towns and villages.
• A wide, active, and collaborative support network for all levels of the cultural sector; from the grassroots to senior leaders, with a clear focus on supporting local artists and creative practitioners.
• Placed the cultural sector as a best practice exemplar of embedded environmental sustainability practices in line with the ambitions and climate plans set by both local and regional governments.

In working towards our Strategic Impact Goals over the course of the delivery of this strategy to bring our vision to life and ensure we enable our outcomes to be achieved we will focus our work, conversations, and partnerships in the following key areas.

These priorities speak to the values we want to employ in the growth of the arts and cultural sector of Ashfield.

Priority 1: People centred culture

The people of Ashfield make it what it is, and we want the arts and cultural offering we develop and grow to come from the people. Collaboration and co-creation are key in delivery of our 5 delivery goals, and we are already starting to see the strength this approach has had in the convening force of Captivate, our cultural education partnership. By engaging residents to play an active part in shaping cultural events and creative activity, we know we increase our chances of success dramatically.

Priority 2: Neighbourhoods of creativity

As we build our offer, we want to ensure this growth equally benefits every community in Ashfield and will work across our partners and programmes to support creative growth in every neighbourhood, providing new opportunities and experiences as close to where people live as possible.

Priority 3: Celebrate Ashfield’s story

We want to strengthen local identity and bring people together by celebrating Ashfield’s heritage and stories. By using culture to make public spaces well used and build pride in our area. Empowering communities and visitors alike to connect with our past and shape an exciting and meaningful vision for the future through cultural projects and public art.

Priority 4: Early years, education and young adults

Supporting young children and families to take part in cultural activities that are inclusive for all. Develop welcoming spaces and initiatives that boost imagination, fun, and bring different age groups together. This will help make cultural experiences a normal part of family life, providing engagement points for young people that move beyond curriculum, and provide demonstrable examples of creative processes and job roles, working to build the next generation of arts workers.

Priority 5: Culture for all

Access and inclusion are vital to ensure that any growth in arts and culture is for everyone in Ashfield.

With Ashfield having a high proportion of the population whose lives are impacted by disability or long-term health conditions (22%), there is a clear need to embed accessible practices across our work and development. All activities should be accessible and inclusive, and specialist working groups will be established to share best practice and resources across everyone working on cultural and creative projects in the district.

There is also a need to be aware of additional circumstantial factors that may exacerbate the barriers to true access and inclusion such as Ashfield’s geography and the limiting factor of transport for those with disabilities or access needs. Equally a focus on support for carers and young carers, providing tangible support to allow them to engage with cultural activity on both a general level, as well as targeted activity.

The use of arts and culture to help people feel healthier and happier is a proven method for improving health and wellbeing. Through creative activities and engaging with cultural experiences, we can begin to tackle issues such as mental health, loneliness, and social isolation, and engender community connections.

Priority 6: Cultural sector development and establishing solid foundations

To ensure our investment and growth in the cultural sector is sustained and can continue for years to come we need to ensure that the people, organisations, and venues who make up the cultural sector in Ashfield have the skills, capacity, and ambitions to thrive.

Priority 7: Data and embedded practice

Ashfield has a once in a generation opportunity to make this strategy come to life and in doing so we need to build a clear picture of what we are achieving, who is engaging and how we are working towards our plans. Regularly reflecting, learning, and iterating our approach to build success.

As a result of this strategy’s delivery goals and development priorities our ambition is to see Arts and Culture bring about change through the following key outcomes

Increased cultural participation and accessibility

Through breaking down barriers to entry for cultural events and creative activity, we can expect to see higher levels of engagement from residents of Ashfield. By providing additional and targeted support, we can increase accessibility for marginalised groups traditionally excluded from cultural activity.

Enhanced community wellbeing and cohesion

Culture will help people connect, be inclusive to all and build stronger communities across the district. By placing culture at the heart of community life, we will improve collective wellbeing and place pride. High quality cultural experiences will be made accessible to all, ensuring inclusive and equal opportunities across the district.

Ashfield is recognised as a cultural heartland of the East Midlands

By creating solid infrastructure and cohesion between the creative and cultural organisations in Ashfield, we will create an Ashfield Identity. This, coupled with high value events and consistent regular activity, will establish Ashfield as a place to go for cultural experiences.

Vibrant and resilient creative economy

The development and celebration of Ashfield's existing cultural offer, and the ignition of more creative activity, will drive local engagement from residents within the districts, as well as drive the visitor economy. Increased footfall will boost local businesses, and upskilling and training for sector specific jobs will encourage more creative businesses to establish themselves within Ashfield.

Invest in the scale of Ashfield’s arts and cultural offer

Priorities

• People centred culture
• Neighbourhoods of creativity
• Celebrate Ashfield’s story
• Early years, education and young adults
• Culture for all
• Cultural sector development
• Data and embedded practice

Centre culture as a key driver of the local visitor economy

Priorities

• Neighbourhoods of creativity
• Celebrate Ashfield’s story
• Early years, education and young adults
• Culture for all
• Data and embedded practice

Connect culture and creativity as catalysts for learning and skills

Priorities

• Early years, education and young adults
• Culture for all
• Cultural sector development
• Data and embedded practice

Develop creative health and wellbeing

Priorities

• People centred culture
• Neighbourhoods of creativity
• Early years, education and young adults
• Culture for all
• Data and embedded practice

Embed sustainability across our cultural offer

Priorities

• People centred culture
• Neighbourhoods of creativity
• Celebrate Ashfield’s story
• Early years, education and young adults
• Culture for all
• Cultural sector development
• Data and embedded practice

The Middlesbrough Cultural Strategy, spanning a decade, is a powerful example of how sustained cultural investment can be a primary catalyst for town centre regeneration and the building of civic pride in a post-industrial context.

Delivery Mechanism: The strategy is executed through a robust partnership model involving Middlesbrough Council, the Tees Valley Combined Authority, and a dedicated Cultural Partnership Board, ensuring alignment across political and regional boundaries.

Key achievements:

• Infrastructure investment: Securing £35 million for cultural infrastructure projects, fundamentally improving the city's cultural assets and capacity.
• Participation growth: A 22% increase in cultural participation, demonstrating success in widening access and engagement across the population.
• Flagship events: The successful launch of the Middlesbrough Art Weekender, an annual event that draws significant visitor numbers and elevates the city’s profile.
• Economic impact: The creation of 120 creative sector jobs, contributing directly to the local economy and diversification.
• Creative spaces: The innovative creation of fifteen new artist studios in former industrial spaces, linking culture directly to heritage and urban revitalisation.

Innovation and community funding:

The strategy is underpinned by the Community Cultural Fund, an accessible funding stream that provides £100,000 annually to support small, grassroots projects, ensuring cultural activity permeates throughout the community.

Strategic insight:

Middlesbrough's success provides a compelling narrative of how cultural investment can effectively drive town centre regeneration while simultaneously building community pride and creative skills. This success is particularly notable for its focus on engaging young people, achieved through strategic partnerships with major regional institutions like Teesside University and local colleges. The strategy's emphasis on converting industrial heritage into contemporary cultural use offers a model for other areas with similar histories.

Rochdale's ten-year strategy highlights a successful approach to using rich industrial heritage as the foundation for modern cultural regeneration, with a strong focus on community capacity building and skills development.

Delivery Mechanism: Leadership is provided by Rochdale Borough Council in close collaboration with key delivery partners, Your Trust and Link4Life, leveraging local charitable and leisure expertise.

Key achievements:

• Major capital funding: Securing £16 million through Heritage Lottery funding, underscoring the strategy’s commitment to preserving and repurposing historic assets.
• Participation growth: An impressive 30% increase in cultural participation, indicating high levels of community buy-in and successful outreach.
• Place shaping: The successful creation of the Drake Street Creative Quarter, clustering cultural organisations and businesses to create a distinct cultural destination.
• Economic impact: The generation of 85 new creative sector jobs, demonstrating cultural activity's role in local economic diversification.
• Event development: The launch of the Rochdale Folk Festival, reaching 12,000 attendees annually, establishing a popular, major fixture in the town's calendar.

Innovation and community funding:

1. The 'Heritage Skills Academy: A dedicated programme focused on training young people in a blend of creative and conservation skills, linking cultural activity to vocational learning and long-term asset management.
2. 'Cultural Champions' Programme: This initiative has successfully supported 150 community leaders to design and deliver neighbourhood cultural activities, decentralising cultural ownership and increasing grassroots activity.

The strategy's Creative Community Fund provides a significant annual resource of £175,000 for grassroots projects, further empowering community-led initiatives.

Strategic insight: 

Rochdale exemplifies how industrial heritage can be a powerful engine for cultural regeneration, driving economic and social outcomes. The strategy is particularly effective in building creative skills and community pride, with a dedicated focus on engaging young people through partnerships with local colleges and the borough’s principal museum and art gallery, Touchstones Rochdale.

Wandsworth’s strategy offers a model for high-growth areas, demonstrating how a London borough can strategically weave cultural development into major urban regeneration and leverage private investment for public benefit.

Delivery Mechanism: A coordinated effort between Wandsworth Council, Enable Leisure and Culture, and the established Wandsworth Cultural Partnership Board ensures the cultural agenda is central to the borough’s wider development plan.

Key achievements:

• Participation growth: A 25% increase in cultural participation, reflecting successful efforts to engage a large, diverse urban population.
• Private sector investment: Securing £2.5 million additional investment through developer contributions (Section 106 agreements), highlighting a successful mechanism for leveraging new development for cultural gain.
• Economic impact: The creation of 150 new creative sector jobs, supporting a thriving cultural economy within the borough.
• Cultural infrastructure: The establishment of 30 new cultural spaces, significantly expanding the capacity for arts and creative production.
• Flagship festival: Attracting 50,000 annual attendees at Wandsworth Arts Fringe, cementing the festival as a major cultural event.

Innovation and community funding:

1. Meanwhile Space Programme: An inventive scheme that activates vacant properties for cultural use during development phases, turning temporary emptiness into creative opportunity.
2. Arts Prescription Programme: Delivered in partnership with Southwest London NHS, this initiative has engaged 500 participants through culture for improved mental and physical health outcomes, integrating arts into public health provision.
3. The Creative Wandsworth Fund offers substantial annual support of £250,000 for community-led initiatives. Crucially, this fund is designed to support over 45 projects yearly with matched developer funding, creating a sustainable, scalable funding model.

Strategic insight: 

This case demonstrates how comprehensive cultural planning can successfully deliver across multiple complex objectives: economic development, health improvement, and urban regeneration, all while maintaining a solid foundation of community engagement. The effective use of developer contributions is a standout lesson for areas undergoing rapid growth.

Bradford’s strategy, developed in tandem with its successful bid to become UK City of Culture 2025, illustrates how a young, diverse city can powerfully harness its cultural assets for social and economic transformation, with a specific focus on inclusivity and youth engagement.

Delivery mechanism: 

A strong civic and cultural partnership led by Bradford Council, Bradford 2025 (the delivery vehicle for the City of Culture programme), and the Cultural Place Partnership ensures city-wide buy-in and resource alignment.

Key achievements:

• Capital investment: Securing £15 million in additional investment for culture, primarily through the City of Culture process, boosting the city’s cultural infrastructure.
• Skills development: The successful launch of the LEAP, a creative skills programme, focused on nurturing local talent and capacity.
• Participation growth: A 25% increase in cultural participation, demonstrating the strategy’s ability to reach a broad and diverse demographic.
• Creative hubs: The creation of 12 new creative hubs, decentralising cultural activity and providing affordable space for artists and creative businesses.
• Youth engagement: A remarkable engagement of 20,000 young people in cultural activities, reflecting the strategy's core focus on the city's youth population.

Innovation and community funding:

The strategy is defined by two key community-focused innovations:

1. Creative Streets Programme: This initiative focuses on transforming neighbourhood spaces through community-led culture, ensuring that culture is accessible and relevant at a hyper-local level.
2. 'Bradford Producing Hub: A dedicated support mechanism that has supported 75 local artists to develop new work, fostering the local creative ecosystem and retaining talent.
3. The strategy’s Culture IS Power Fund provides a substantial annual investment of £300,000 for grassroots initiatives, reflecting the strategic intent to empower citizens.

Strategic insight:

Bradford’s approach demonstrates how cultural planning can be leveraged to drive inclusive growth while powerfully celebrating diversity. It is particularly successful in engaging young people through deep-rooted partnerships with local communities, reflecting and capitalising on the city's unique demographic profile and rich industrial heritage.

The joint strategy between Boston and Spalding in rural Lincolnshire provides a strong model for how market towns and rural areas can collaborate on cultural development, focusing on linking agricultural heritage with contemporary artistic practice.

Delivery mechanism:

Led by Boston Borough and South Holland District Councils, the strategy benefits from the expertise of Transported Arts, a nationally recognised creative producer for the area.

Key achievements:

• Heritage funding: Securing £2.8 million through Heritage Lottery funding, primarily focused on major heritage assets like St Botolph's Church (Boston Stump) and Ayscoughfee Hall.
• Collaborative events: The launch of the Emerge Festival, connecting both towns through cultural activity and fostering a shared regional identity.
• Cultural infrastructure: The creation of 5 new cultural spaces, increasing local capacity for arts and performance.
• Network building: The establishment of the Boston and Spalding Arts Network, strengthening communication and partnership among local cultural groups.
• Community reach: Engaging 15,000 residents in cultural activities, demonstrating a significant impact relative to the local population.

Innovation and community funding:

1. 'Migration Stories' Programme: A unique initiative celebrating the area's changing communities through arts, using culture as a tool for integration and cross-cultural understanding.
2. 'Market Place Arts Scheme: This programme has successfully activated traditional market spaces with cultural programming, revitalising high streets and connecting culture with local commerce.
3. The Fens Creative Fund provides £50,000 annually for community projects, tailored to the scale of the collaborating districts.

Strategic insight:

This case study demonstrates how rural market towns can effectively pool resources for cultural development while successfully maintaining their distinct local identities. The strategy is particularly successful in engaging diverse communities by leveraging the power of food culture and agricultural heritage as accessible cultural touchpoints.

Horsham's strategy offers a blueprint for how smaller, successful market towns can develop cultural provision proactively while managing the pressures of population growth and preserving their local character.

Delivery Mechanism: Leadership is provided by Horsham District Council, working closely with anchor cultural institutions such as The Capitol (the main theatre and cinema) and Horsham Museum & Art Gallery.

Key achievements:

• Cultural infrastructure: £3.2 million invested in cultural infrastructure, ensuring the provision of high-quality local cultural facilities.
• Flagship year: The creation of 'Year of Culture 2019', reaching 25,000 people, serving as a successful anchor for cultural engagement and visibility.
• Space development: The establishment of 3 new cultural spaces and the development of 8 creative maker spaces, supporting local production and entrepreneurship.
• Network building: The successful launch of the Horsham Creative Network, enhancing collaboration among creative professionals.

Innovation and community funding:

The strategy includes 2 key innovations to enhance local cultural vibrancy:

1. 'Market Towns Cultural Programme': A scheme focused on activating historic spaces with contemporary arts, bringing new life to traditional locations.
2. 'Creative Shops Initiative': A clever approach that has transformed vacant retail units into temporary or permanent cultural venues, addressing high-street vacancies through creative means.
3. The Community Culture Fund provides £75,000 annually for local projects, ensuring decentralised funding across the district.

Strategic insight:

Horsham’s experience demonstrates how smaller towns can strategically develop cultural provision while consciously preserving local character. The strategy is successful in engaging older and younger residents through dedicated intergenerational programmes and strengthening partnerships with local heritage organisations, ensuring a balance between modernity and tradition.

To reap the benefits that Arts and Culture can bring to Ashfield we need to accelerate the development of:

• Cultural venues and spaces to create
• Strong networks and developing partnerships both in Ashfield but also with those in our nearby city and across the EMCCA region.
• Engage with and empower communities
• Support artists and the creative workforce
• Accessibility
• Secure sustained funding and committed resource

Once this strategy is adopted, it will be for partner organisations, local and regional authorities, and wider partnerships to bring it to life. This will be done through collaborative work through the key partnerships focused on this work, including:

• Ashfield Arts Partnership
• Captivate Cultural Education Partnership
• Mansfield and Ashfield Cultural Partnership

Conversations and workshops will be held to identify and map the progress that will be made by creating a Collective Action Plan for each of the following stages of the delivery of this strategy. Whilst each stage of the delivery increases in length over the course of the strategy, these plans will be working documents that will live in the day-to-day and strategic collaborations that are already in place across Ashfield, providing a mechanism for channelling investment, reviewing impact and addressing the needs and requirements for change that will deliver this strategy's vision.

The key delivery stages are:

Stage 1: Laying the Groundwork and Early Delivery - 2026 (Year 1)

In the first year, the focus will be on establishing strong governance, embedding community voices, activating early delivery programmes, and building solid foundations for sustainable cultural development.

Stage 2: Scaling and Deepening Impact - 2027 to 2030 (Year 2 to 5)

Build on early successes, expand reach, and embed sustainability into programme delivery.

Stage 3: Embedding Change - 2031 to 2035 (Year 6 to 10)

Transition successful initiatives into sustainable, community-led programmes.

Ashfield Arts Partnership

• Function as the strategy’s anchor, coordinating stakeholders, ensuring alignment, and driving partnerships, communications, and evaluation.
• Oversee implementation of foundational programmes and delivery of subgroups/working groups to deliver and implement the strategy and work plan.
• Offer strategic direction and maintain accountability across stakeholders.
• Ensure resources and opportunities are shared equally and support collaborative where possible to enable broader goals and impact.
• Share data, insight, and best practices.

East Midlands Combined County Authority

• Overseeing the strategy at a regional level
• Engage local policy at a regional level
• Identify areas for collaboration with local partners

Local authorities and regional partners

• Align cultural initiatives with broader regeneration and wellbeing priorities.
• Facilitate funding and logistical support for infrastructure and programmes.

Mansfield and Ashfield Cultural Partnership

• Support cross-district initiatives with broader regeneration and wellbeing priorities.
• Increase access to and participation in cultural activities for all.
• Provide resources and opportunities for local artists and cultural organisations to thrive.
• Integrate cultural education into schools and community programmes to nurture creativity from a young age.
• Secure sustainable funding and investment to support long-term cultural initiatives.

Arts organisations, cultural venues and artists

• Lead delivery of early and larger programming, ensuring innovation and community focused.
• Provide platforms for emerging artists and underserved groups to contribute to the cultural workforce.
• Connect delivery to the framework of this strategy.
• Attend and contribute to Arts Partnership meetings.

Community and volunteer organisations

• Promote participation for local people and feedback on their thoughts to ensure programmes remain relevant and impactful in a changing environment.
• Embed and advocate for community voice across governance structures.

Health, education and business partners

• Collaborate on initiatives linking cultural activities with creative businesses, skills development and economic growth.
• Embed cultural activities within the health strategy locally to promote positive mental health.

This monitoring, evaluation and learning framework will evolve within the  ten years of this strategy, ensuring it remains relevant, impactful and aligned with Ashfield's aspirations for its cultural future.

Measuring impact

To ensure the cultural strategy delivers meaningful outcomes, it employs a dual focus on quantitative metrics:

1. Quantitative measures:

• Participation and engagement:

• Attendance rates at cultural events and activities, segmented by demographic groups.
• Geographical distribution of participation across Ashfield.
• Digital engagement metrics on online platforms.

• Economic impact:

• Number of new creative businesses established and sustained.
• Spending related to cultural activities.
• Diversity of funding sources for cultural programme.

• Health and wellbeing:

• Improvements in mental wellbeing scores.
• Increase in social prescribing referrals to cultural programmes.

• Environmental sustainability:

• Reduction in carbon footprints for cultural activities.
• Increase in green energy and sustainable practices in cultural activities.

2. Qualitative measures:

• Documented personal wellbeing journeys and transformation stories.
• Case studies highlighting the impact of partnerships and initiatives.
• Stakeholder and audience satisfaction surveys.
• Documentation of local identity and community pride built through cultural activities.

Review process

A robust review process will ensure the strategy remains adaptive and effective:

1. Quarterly reviews

• Evaluation of performance.
• Review of resource allocation and emerging risks.
• Inclusion of feedback from participants, stakeholders and community groups.

2. Yearly reviews

• Comprehensive assessment of all activities.
• Evaluation of progress to meeting priorities.
• Assessment of the effectiveness of partnerships and governance frameworks.

3. Three-yearly strategic review

• Assessment of strategic direction and alignment with emerging cultural, economic and social trends.
• Deep dive into infrastructure development and sustainability.
• Input from regional and national benchmarks.

Reporting:

Transparency and accountability are central to the strategy's success:

1. Internal reporting

• Quarterly dashboard updates for the Ashfield Arts Partnership.
• Annual detailed impact reports for Ashfield District Council, Discover Ashfield and internal stakeholders.

2. Public reporting

• Publication of an annual report highlighting achievements, challenges and future plans.
• Regular updates through community newsletters and digital platforms to ensure continuous engagement.

3. Stakeholder engagement

• Regular feedback sessions with community groups and funding bodies.
• Quarterly updates for local creative and cultural organisations to maintain alignment and support.