In the face of austerity, the Cambridge Arts Network is bringing together the diverse & somewhat fragmented arts and culture scenes in Cambridge to try and unite us all in the face of a very uncertain future
The Cambridge Arts Network (convened by Cambridge City Council) had their annual conference at Cambridge University’s ‘CRASSH’ building today. I went along with a series of indirect multiple interests & connections, even though I don’t consider myself an ‘arty-painty’ sort of person that my Mum knows. But then perhaps it’s one of those things where you don’t necessarily have to be good at making something to appreciate it, or to communicate it. A useful comparison can be made between people who are great football players but who never succeed as managers – and vice-versa.
One of the strands that emerged from the Be the change – Cambridge Conversation Cafe was the vision for a single arts and culture offer for Cambridge. Driven by Jane Wilson of Cambridge City Council, she and her team have brought along a large number of people (there were nearly 100 of us today) and organisations to a point where we’re in striking distance of something quite significant.
Bringing the schools on board
Rachel Snape, the headteacher of the Spinney Primary School led a workshop on getting young people engaged – in particular through schools. At the same time, she also highlighted again and again (with good reason) the power of local networking. Good reason because Cambridge is full of stubborn silos that for whatever reason are difficult to break. Longer term readers of this blog will be aware of some of the battles I’ve fought on this over the years. One of the ideas that has evolved in our discussion spaces (whether through BTCC or other forums) is that of bringing the schools together with arts and culture providers in Cambridge in the post-exams summers of each year to ensure teachers and heads are aware of what is on offer ***prior to planning their annual schemes of work*** for the following academic year. It was at this workshop that we got the go-ahead to make the first event of this type happen.
We’re still struggling with this digital thing
The Sidgwick site seems to have been designed as a mobile ‘not spot’ – and I have no clue why. All it does is inconvenience those of us that are not members of Cambridge University. The only person consistently live-tweeting through the event was me through Puffles. The other couple or so that posted were there as co-organisers (mainly Anne Bailey and Alessandra Caggiano, both of whom are part of the core BTCC group too – small world). Yet out of the dozens of people that were there it was left to Puffles to keep open a link to the outside world – thus enabling a few people unable to attend to submit questions to the room. We’re still yet to get to the stage of UKGovCamp’s buzzing social media presence. Cambridge tweeple – next ticket releases are on 11 & 18 December at 1pm ***sharp*** – & they will go like hotcakes on a cold day. Come along & experience it!
We need to talk about community reporting
A few people have raised the issue of me filming putting them & others of from asking questions at events or even from turning up at all. At the same time, I filmed various parts of today’s event because several people unable to attend had asked me to. How do you balance the two? Responding with “The world is going digital: deal with it!” aggressive response isn’t really my style anymore. It may have its time and place in a limited situations, but not this one.
The reason is that the conversations are becoming much more nuanced – and more interesting. It’s also one that brings out the skill of editing digital video footage. Filming in the grand scheme of things is relatively straight forward. Selecting the best five minutes of footage from five hours of film is a hard-earned skill. Selecting a decent sound track and then getting the footage – visuals & audio to synchronise with the music is another skill. Creating a product that is both informative, inspiring and purposeful is another. But that level of editing & production is incredibly time-consuming. Most of what I do – film, download, adjust volume, upload & publicise…well that’s relatively straight forward. Producing a five-minute medley with a separate sound-track takes a great deal longer. But people don’t see that editing process or the thought that goes into it.
“I thought you said you weren’t an artist!”
This sort of links to breaking the cultural inertia in Cambridge. There are generations of parents & grandparents in Cambridge brought up to believe that Cambridge University & its events are not for people like them. That’s because until the 2000s, that was the message that came from the institution & its member colleges & institutes. (During my teens, Cambridge admin staff and academics said it to my face or down the phone on more than one occasion, so you can understand why Cambridge University needs to take ownership of bad decisions & bad behaviour of its members in the past, & make that extra effort today).
That’s not to say there aren’t people inside Cambridge University already working their socks off. There are – I’ve met & worked with lots of them. The problem is changing the culture of an institution – and at the same time changing how that institution’s culture is perceived by the communities around it. If you do one without the other, it’ll fail. This is why for me at a personal level, influencing the institutions were the more interesting discussion points during the day. What is it about their cultures, systems & processes that isn’t currently working for the people of our city? What needs to change? Who can make that change, and how?
“Take me to your leader!”
I don’t know how many people are aware of the Cambridge Art and Culture Leaders Group – I’ve heard positive things, (eg ‘good to see them finally coming together with a united purpose’) to areas of concern (eg ‘how are you accountable to the people of the city for the decisions you take?’). With broad partnerships (count the member institutions here) you inevitably have the problem of co-ordination. Combine that with the fragmented state of local government still reeling from austerity (and there’s even more to come – £20billion by 2020 according to Cabinet Office Minister Francis Maude MP) and you begin to realise that the context of this single art & culture offer is not one where there are lots of grants to be had. Not from local government anyway.
This explains why I believe the single art and culture offer for Cambridge cannot be seen as a standalone project or objective. Its success depends on things like a sound restructure of local government. (You can’t have huge cuts to an institutions budget and hit it with a communications revolution & then expect it to have the same structures, systems & processes).
One of the challenges that people expressed frustration over was institutional leadership. With the current structure of institutions in Cambridge, no one institution has the competency to provide that leadership. By that I mean legal, financial and influencing. Cambridge City Council has planning & development control, with some community & leisure funding. Cambridgeshire County Council has control of transport & education. Cambridge University & its member colleges have lots of money, own lots of land and has a significant influence over what happens in our city. What would it look like if Cambridge University behaved in a manner where it believed itself to be responsible for and accountable to all of the people that make up the city of Cambridge rather than just its members?
So…what’s stopping all of this then?
Again, one of my big bugbears is the culture within administrative departments of institutions. Having worked in or for a few of them over the years – even outside the civil service, sentiments from the Whose University? campaign set up recently by Cambridge students is one I empathise with. In whose interests are our institutions acting in? Because if students are feeling that Cambridge University is not acting in their interests, combine that with the town-gown divide, we have a real challenge. It might be that the solution involves a level of transparency and accountability that makes Cambridge University and its colleges feel, in the short term at least, very uncomfortable.
One of my basic campaigning points for Cambridge – one that was a major part of my election manifesto in May 2014’s Cambridge City Council elections – was making basic digital skills and data analysis skills mandatory competencies for all newly advertised management posts in the public sector in Cambridge. (See here). You can imagine how that went down in some quarters. You never know – I could bring the dragon back for the 2015 Cambridge City Council elections and try it again.
It’s not just digital though, is it?
Not at all – and a number of other solutions were raised. Some very familiar ones. A single city-wide events portal that is user-friendly and is acknowledged as the single port of call – such as http://events.onthewight.com/ on the Isle of Wight, came up. Another one was information overload – particularly with schools. How does the Cambridge arts & culture community ensure schools are not bombarded with marketing materials to the extent that the latter simply shut up shop?
The same is true but from a different perspective for potential donors and sponsors. How do we make it dead easy for people & organisations that have very limited time to make quick decisions on who to support? The same goes for employers wanting to engage with schools and provide things like workshops & work experience. At workshops with the Cambridgeshire/Peterborough Local Economic Partnership employers have regularly spoken of their frustration at not being able to get past the school receptionists at state schools, while private schools have trained outreach officers that make the job of organising work experience from the employers’ perspective a doddle.
“This all looks incredibly complicated – I just came along because I agreed with the aims & wanted to help out!”
Let me introduce you to the delights of local government finance policy! Then again. Actually, one of the biggest barriers I noticed was on information (in terms of data sets & evidence bases), and communications.
Information – qualitative & quantitative
Again, I put this in Puffles’ manifesto back in May, calling for us to do a mapping exercise for the city to give us a baseline from which to work with. On community venues for example, I wanted to know the following:
- How many venues there are
- The distribution of those venues across the city
- Accessibility – especially by public transport to the venue but also wheelchair access inside the venue
- Who owns/runs those venues
- The capacity & facilities available at those venues
- When they are available
- Cost of hiring
- % of the total available days they are booked
- Quick-wins investment-wise – what new facilities would venue owners like to add, at what cost and what additional income would they bring in?
- Audience segmentation – who are the users? Who is conspicuous by their presence/absence?
On the numbers side, it might be things like:
- How many community engagement officers (FTE and number) have we got in Cambridge irrespective of the institution that they work for?
- Total spending on community outreach across the city, irrespective of institutions (note we’d need to be careful on definitions)
- Distances travelled by users to get to venues
- Can we get some data on our audiences – generic data that can influence & inform decision-making?
Me and Richard Taylor gatecrashed the November meeting of the Cambridge City Deal Shadow Board at The Guildhall. Hashtag #GuildhallGroupies. Hence being able to influence their discussions on communications just by being there. With camcorders. And smartphones. All the more surprising that their official record of that meeting doesn’t include a record of the public questions I put to them.
…even though we have it on video! #Facepalm
Actually, the wider issue is with their communications strategy (which is here). As a city, we need to come to a collective agreement about how we the people of our city communicate with each other and our institutions. What’s the point in saying you’ll use social media if people cannot access it? What’s the point of using print publications if they are struggling to shift copies? The word ‘feedback’ is only mentioned once in the entire document. Mother Nature gave us two ears, two eyes and one mouth in those proportions for a reason. How does that feedback get analysed & influence decision-making?
So…lots of food for thought at an event where…I got a sense that we’re really getting somewhere with a very important part of city life. So ***well done*** everyone who organised & participated.
Now…after all that, have a panto song!!!