A strategy for Sheffield

Contents
4 Foreword

6 Headlines

8 About us
Collective purpose
Our story so far
Our values

9 Strategic context
The strategic context
Why culture matters

14 Strategy development
Why we need a strategy
Challenges and opportunities
How we developed this draft strategy

15 Our vision
2021–31 vision
Connecting to our purpose and the strategic context

16 Outcomes
Key outcomes
Delivering the vision and responding to challenges and
opportunities

17 Actions
2021–22 actions
Delivering the outcomes
Priority capital projects
Our approach for developing future actions

26 Acknowledgements
Sheffield Culture Collective Board

28 Notes
Three
Foreword
By Dame Julie Kenny CBE,
DL, Chair of Sheffield Culture
Collective 2019-2021 and
Wentworth Woodhouse
Preservation Trust
18 months ago, in September 2019, I stood Board members have met monthly throughout to discuss
and forge a strategy that will drive forward the cultural
in front of a large and diverse audience
development of our city in the years ahead. Our focus is
at Sheffield’s Millennium Galleries to talk clear. To place CULTURE and CREATIVITY at the heart
about the launch of the Sheffield Culture of Sheffield’s economic and social future. Our resulting
Collective. Our resolve was simple: to strategy is precise and focussed. It is practical. It provides a
roadmap to transform how culture is seen and celebrated in
give everyone in this city — individuals
Sheffield. It is ambitious and achievable.
and organisations — the best possible
environment in which culture can grow and I am incredibly grateful to all those who have contributed
thrive. I talked about what culture means to our work. Their drive and passion for culture, our city
and for our communities have been constants. Despite the
to me and how culture helps care for our
challenges we have all faced personally and professionally
individual and collective wellbeing. during this historic year we have stuck doggedly to our task.
The task of putting in place a strategy that, once delivered,
Fast forward to Spring 2021 and the world now looks very will give everyone in this city — individuals and organisations
different. What has not changed is our Collective’s drive — the best possible environment in which culture can grow
to help culture to thrive and grow in Sheffield. Indeed, our and thrive.
vision and mission has grown ever more important. Culture
is going to play a vitally important role in helping individuals The work of the Culture Collective does not stop now. We
and our communities to flourish again after the worst of the are simply at the end of the beginning. Our focus now
pandemic has passed. Cultural industries can, and must is on building an ever more diverse coalition of voices
be supported, to lead the way in helping our economy to and interests, inside and outside of the city, to make this
recover. strategy a reality.

Our cultural sector, our cultural organisations, those Despite the pandemic and its awful impacts, we have every
individuals whose livelihoods are dependent on creativity opportunity to come out of this situation stronger. If there
and the arts have felt the impact of Covid-19 restrictions is a silver lining to all that has happened it has shown us
more than most. The dark days of lockdown have resulted how important collaboration is to human wellbeing. Our
in so many not being able to earn a living or express their scientists have collaborated to deliver the vaccines we
creativity. Communities have been kept apart. We have need. Closer to home, our city’s anchor institutions can now
often had to celebrate our humanity through the prism of lead the way in showing the same collaborative qualities to
technology which, however empowering, cannot replicate put culture and creativity at the heart of our city’s recovery.
that which has been taken away from us.

It is those imperatives that have kept the Sheffield Culture

Collective focussed on the task at hand in 2020. Our

Five
 Headlines
2021–31 vision Key outcomes

“Every individual and every community in

Sheffield thrives when culture and creativity
Outcome 1: Sheffield’s national cultural
funding is levelled up.

Outcome 2: Cultural infrastructure and

Covid-19 recovery investment secured.
is placed at the heart of the city’s strategic
“ Key 2021 - 23 actions
development. To achieve our key outcomes, we need to make the case
for culture, support cultural organisations, businesses and
Who we are Why culture matters creatives, and help deliver cornerstone cultural capital
projects:

Culture is about
Sheffield Culture Collective draws together partners from
Action 1. Develop a ‘message house’* for the role culture
city government, culture and creative industries, business,
has/could have in the development of the city

how we all live.

the voluntary sector and higher education.

Action 2. Create a transparent and robust mechanism to

Our aim is to make strategic decisions that deliver
identify and support organisations to achieve or sustain
Sheffield’s major cultural priorities. We believe that culture
National Portfolio Organisation status in Sheffield
should be at the centre of a strong, vibrant and inclusive
city and a driver of sustainable regeneration, economic
development and Covid-19 recovery strategies.
Culture is the Action 3. Support specific short-term cultural capital

Our purpose is to ensure culture, arts and heritage are at

people of Sheffield’s projects: Tinsley Art Project, Park Hill Art Space, Harmony
Works and the Graves Gallery and Central Library
the centre of shaping the development of the
city and wider Region.
creativity, Action 4. Develop a cultural capital project ‘pipeline’

We will listen, work together and champion culture with

knowledge, Action 5. Support freelancers, independents and grassroots

traditions and
cultural organisations to ensure investment in Covid-19 relief
the loud and confident voice it deserves.
and recovery measures
Together we will be changemakers, help to address
inequalities and enable all to thrive and grow. passions. Our *A ‘message house’ is a format used in communications and

imagination is
marketing to generate messages that focus on the value
proposition, core benefits and supporting points.
Now is the time to be ambitious, brave, inclusive and
decisive, and work together collaboratively to achieve more
for more people and for the city’s sustainable development. without limits.

Culture improves
our quality of life,
wellbeing and sense
of place. It drives our
economy.
Seven
About Us Strategic Context
Collective purpose The strategic context In Sheffield, a sample of 40 cultural sector organisations
reported a loss of 1.26 million attendees and £11 million lost
We have already made representations to the Westminster income over March to August.[2] 92% of Association of
Sheffield Culture Collective (hereafter ‘the Collective’) is a This strategy has been developed against the backdrop
government, issued press briefings, undertaken public Independent Festivals members and an estimated 93%
new public/private/voluntary sector partnership. of the Covid-19 pandemic, that is largely seen to have
engagement, consulted stakeholders, and focussed on of the grassroots music venue network face permanent
accelerated and deepened inequalities, and the economic
Covid-19 recovery plans. Over 2020 we have also been closure.
Our purpose is to ensure culture, arts and heritage are uncertainty brought about by the final preparations for the
at the centre of shaping the development of the city and developing our vision and immediate Collective actions UK to leave the European Union.
that respond to the incredibly volatile times in which Longer term impacts of a devastated sector and funding
wider Region.
culture has been a lifeline for so many people, whilst cuts could also severely erode the scale of the health,
In response, Sheffield culture and business leaders have
creatives, cultural practitioners, educators, businesses and wellbeing and educational benefits cultural organisations
We will listen, work together and champion culture with been making plans for recovery, promoting the city,
organisations are also trying to survive. contribute through their wide-ranging community
the loud and confident voice it deserves. and developing ways for fairer outcomes for Sheffield’s
engagement programmes.[3]
communities to be achieved.
Together we will be changemakers, help to address The strategic context is far from static and impacts difficult
to predict. However, we have set our direction mindful On top of this there has been a sustained and significantly
inequalities and enable all to thrive and grow. Covid-19 and recession
of this evolving context whilst driving the wider strategic lower level of national investment in arts and culture per
response for culture in Sheffield. head of the population in Sheffield (£9.50) compared to
Now is the time to be ambitious, brave, inclusive and
At the time of writing the Covid-19 pandemic continues. The neighbouring Core Cities: Manchester (£48.62), Leeds
decisive, and work together collaboratively to achieve more

“
UK has seen some of the highest infection and mortality (£34.21) and Liverpool (£22.53) (2018/19 figures).[4] And over
for more people and for the city’s sustainable development.
rates in the world. The economic impact of repeated the last ten years, local authority budget cuts in England
Our values lockdowns and restrictions has been severe. In early 2021 have reduced spending on arts and culture by 38.5%
Our story so far new vaccines started to be rolled out across the country. (down by £18.66 per person), the largest cuts being to arts
The optimism buoyed by the arrival of new inoculations is development and library budgets.[5]
These four core values drive the way we work together
The Collective formed in August 2019 as a new partnership tempered by the expectation the pandemic will continue for
and seek to influence others to achieve our purpose:
board set up in response to the recommendations of months, if not years, as humans learn to live with Covid-19. Despite these reduced levels of public investment, the
the Core Cities’ Cultural Cities Enquiry 2019. The Enquiry The social and economic scarring left by this historic event culture, arts and heritage sector is a key economic driver
concluded that smart investment through cultural activities
can bring enormous benefits to cities and citizens. It ambitious will be potentially felt for decades. for the Region, making a direct and indirect contribution
to the South Yorkshire economy of £200 million GVA and
Impacts on the culture sector
brave
recommended that cities create ‘Cultural City Compacts’ 6,400 jobs per annum.[6] And in 2020, Arts Catalyst, an ACE
to establish city-wide plans to bring in higher levels of National Portfolio Organisation (NPO), previously based in
investment, make best use of cultural property assets and London, relocated to Sheffield to join 10 other NPOs already
The cultural sector has been disproportionately affected
attract a full range of diverse talent.
inclusive “ by the pandemic. The economic impact in 2020 is likely to
be twice that of the wider economy, with a predicted Gross
based in the city.[7]

decisive
The development of the Collective has been supported Value Added (GVA) shortfall of £29 billion.[1] For example,
by seed funding from Arts Council England (ACE).[1] The it is estimated that UK theatre closures over March to May
Collective board is formed of 19 members drawing together resulted in a loss of income of £630 million.
partners from city government, culture and creative
industries, business, the voluntary sector and higher
education (see Appendix 1).

Our aim is to make strategic decisions that deliver

Sheffield’s major cultural priorities, placing culture at the
heart of a strong, vibrant and inclusive city and as a key
component in city centre development, the visitor economy,
the Local Industrial Strategy and the Strategic Economic
Plan for the city region. Whilst our immediate focus is on
cultural priorities for Sheffield, we will collaborate to build
upon Sheffield City Region’s cultural assets and strengths.

We set out to find new ways to work together and develop

new models for inward cultural investment. And so we
decided that the responsible authority would be a private
sector partner, Sheffield Property Association – the Sheffield
Compact is the only one to take this form.

Nine
A range of Covid-19 recovery measures have been Freelancers are the backbone of cultural and creative Sheffield’s cultural recovery “These sectors... are a vital part of the
introduced by the UK Government. However, the industries. 47% of the working population in creative
region’s recovery and renewal, contributing
UK Parliament DCMS Committee reported that the sectors are self-employed, whereas the UK average across
The Sheffield Covid-19 Business Response Group (BRG) to healthy and sustainable communities,
Government and its Cultural Renewal Taskforce have all sectors is 15%.[11] The Government’s Self-Employment
formed in April 2020 and includes many Collective
consistently failed to recognise the scale of the challenge Income Support Scheme has been extended to April 2021 strong local identities, and vibrant places,
representatives, such as Sheffield City Council, Sheffield
and have been slow to respond to the sector’s needs.[8] and levels for November 2020 to January 2021 scaled back
Property Association, Sheffield Digital and the two Sheffield as well as to our economic recovery. There is
up when the second lockdown was announced. However,
universities. a real opportunity now to level up the North,
For example, as creative businesses suffered significantly there are significant gaps for creative industry workers
reduced means of raising income and have limited given the seasonal and portfolio nature of their work, long to invest in our communities and to build a
The BRG published the Business Recovery Plan in October
reserves, late changes to the Coronavirus Job Retention development and lead-in times, and reduced ability to stronger, greener and fairer South Yorkshire
2020. It outlines ten outcomes for people, business and
Scheme could not prevent staff redundancies.[9] recover lost outlays.
places and provides a framework for action across six – and culture, arts and heritage must be
The UK Government’s announcement of a £1.57 billion
priority areas informed by sector feedback. central to that.”[17]
support package for cultural, arts and heritage institutions Provisional data from Sheffield City Council suggests that
on 5 July 2020 was welcomed but rollout has been slow. over 47% of creative businesses in the city are ineligible for
Outcome 7 is “Visitors and residents will be able to visit, Collaborative initiatives have moved at pace to support
government grants or loans due to business rate models
learn about and enjoy the cultural, leisure and green spaces Sheffield’s creative sector. For example, a new web platform
Round 1 of the £257 million Culture Recovery Fund opened and/or modes of production.[12] In July 2020 the DCMS
that Sheffield is renowned for.” And Priority 5 is “Stimulating to host arts and culture online events during lockdown –
in August 2020, with the first awards made on 12 October Committee recommended that “the performing arts need
investment in culture to help rebuild confidence and visitor Sheffield Culture Hub https://www.sheffieldculturehub.
2020 – 7 months after the first lockdown began. This a sector-specific recovery deal that includes continued
numbers” to support the culture and hospitality sectors, those co.uk/ - was created by Our Favourite Places in partnership
included £2.83 million awarded to 19 cultural organisations workforce support measures, including enhanced measures
most affected by the pandemic. with the University of Sheffield and Sheffield City
and businesses based in Sheffield including Museums for freelancers and small companies”;[13] there have
Sheffield, Portland Works, Site Gallery and The Leadmill. been no enhanced measures to date. Added to which, Council.[18] The Make Yourself At Home https://www.
It highlights specific areas for relief, recovery and renewal over welcometosheffield.co.uk/makeyourselfathome campaign
experts have highlighted “a long term, structural, set of
the next 0–3 years, such as relevant and accessible support was launched by Marketing Sheffield in July to support
Round 2 awards followed on 7 November 2020, including inequalities in cultural and creative occupations...[that]
for creatives, especially micro-businesses and freelancers, and local businesses and communities in Sheffield and promote
£2.93 million to a further seven Sheffield organisations. will be exacerbated by the Covid-19 crisis”[14] and that the
for cultural organisations to adapt and develop new business economic recovery.[19] And This is Sheffield’s new online
[10] These awards will provide immediate support and aid threats presented by the pandemic “to health, livelihoods,
models.[16] marketplace The Shop https://www.thisissheffield.app/
survival, but over the longer term, more support is needed social care and creativity are all frighteningly magnified for
for recovery; meanwhile small organisations and disabled people”.[15] shop/ was launched in November 2020 to support Sheffield
Welcoming the findings of a report commissioned by the independents. [20]
micro-businesses are falling through the cracks.
Sheffield City Region and the four South Yorkshire local
authorities into the value of culture, arts and heritage in Sheffield is creating tangible initiatives to deliver immediate
South Yorkshire, Dan Jarvis, Sheffield City Region support and is developing outcome-driven plans. Through
Mayor, said: this strategy document, the Collective seeks to drive public-
private investment to unlock Sheffield’s potential.

Eleven
Why culture matters Place-shaping Wellbeing

We have adopted a broad and inclusive definition of Sheffield is recognised as a city that has developed The Audience Agency’s Covid-19 Monitor found that 57% of
culture: successful creative clusters that drive innovation and people in the UK – including segments that are outwith the
business.[21] The city’s digital companies have one of the core audience – think that taking part in organised cultural

Culture is about
highest growth rates in the UK, with turnover increasing activities adds to their sense of wellbeing.[28]
at a rate of 47% in 2017. Across the city region over
In another wide-ranging study, London School of Economics
how we all live.
21,000 people are employed in digital industries.[22]
ChamberlainWalker’s 2020 survey of culture, arts and researchers found that cultural engagement and
heritage organisations in South Yorkshire also shows that participation, particularly with the arts, dance, crafts, music,
44% provide or support placemaking and regeneration.[23] performance, and libraries, are positively and significantly
associated with life satisfaction.[29]

Culture is the A recent study commissioned by ACE found that a rich arts
and culture offer promotes and drives positive economic Recent research also shows a positive correlation between

people of Sheffield’s and social outcomes by shaping the identity of places,

enabling businesses to promote the benefits of an area
the arts and educational attainment. Key outcomes include:

creativity, and attract and retain talent, attracting inward investment,

drawing in creative entrepreneurs and enterprises,
participation in structured arts activities can increase
cognitive abilities by 17%

knowledge, contributing to place making, and fostering community

cohesion by proving opportunities to come together and learning through arts and culture help develop skills and

traditions and create a sense of collective identity.[24] behaviours that increase attainment

passions. Our A survey of international literature by Sheffield Hallam

University found correlation between arts participation
students from low-income families who engage in the arts
at school are three times more likely to get a degree, twice

imagination is and social capital, contributing to community cohesion, as likely to volunteer, and 20% more likely to vote as young
reducing social exclusion and making communities feel adults

without limits. safer and stronger.[25]

people who take part in the arts are 38% more likely to report
good health.[30]
These benefits can be further enhanced when cultural
organisations have a pivotal strategic role and work in

Culture improves
partnership with communities to ensure cultural expression The pandemic is widening inequalities, including the unequal
and local heritage are woven into the distinctiveness of a impact of Covid-19 on people from Black, Asian and minority
ethnic communities. The research consortium SIPHER,
our quality of life,
place’s story and identity.[26]
Sheffield City Council, Greater Manchester Combined
Authority and the Scottish Government are working together

wellbeing and sense

Joined Up Heritage Sheffield (JUHS) have recently
published their long-term strategy, which aligns closely with to explore how to build a fairer society and inclusive
economy that considers evidence-based approaches to

of place. It drives our

the Collective’s future vision. Collaboration and partnership
between JUHS and the Collective is already taking place balance health, wellbeing and environmental sustainability
and will be key to the successful implementation of both with prosperity in all decision-making and increase resilience

economy. strategies.[27] to future shocks.[31]

Thirteen
Strategy Development Our vision
Why we need a strategy encourage challenge and negotiation, find innovative 2021–31 vision
solutions and make strategic decisions.
The Collective came together in 2019 to enable culture to This is the future we will work together to achieve:
The Collective commissioned how2glu ltd. to design and
drive placemaking, positive social change and inclusive
facilitate this process and pull together the outputs to form
growth by supporting, facilitating and optimising public- Every individual and every community in
a draft strategy. The how2glu approach fosters shared
private strategic investment.
understanding, effective collaboration and evidence-based Sheffield thrives when culture and creativity
Right now, new strategies are being created in response to
decision-making through comparator research, iteration is placed at the heart of the city’s strategic
and review, and using graphic facilitation methods. The
the rapidly changing strategic context and to plan for an development.
project was adjusted to adapt to the immediate constraints
uncertain future.
presented by the pandemic: 1) we extended the timeline for
Connecting to our purpose and the strategic context:
strategy development, and 2) development workshops were
In city government a new Director of Culture and Chief
redesigned for virtual settings.
Executive have been appointed and Sheffield City Region The Collective has a central role to play in placing culture,
has created a new role: Art, Culture and Heritage Project arts and heritage at the centre of strategic development,
Director. We have immediate opportunities to achieve Stage 1 making the case for culture, and working collaboratively
shared outcomes, create direction and influence. March-July 2020: The first task was to collate views on to achieve our vision. By doing so, opportunities for
Collective ambitions and purpose, and identify challenges every individual and every community in the city will be
This strategy focusses on Collective actions for the next and opportunities through a series of interviews with eleven enhanced, enabling Sheffield to thrive and grow.
two years and how we can extend our influence to achieve Collective board members.
ambitious long-term goals. Having been placed in an even more precarious position
Through two workshops and pre-workshop tasks in May, by the effect of the pandemic after a decade of falling
a Collective subgroup defined ‘culture’ and the scope of
Challenges and opportunities public funding, we have a collective responsibility to ensure
this strategy; identified drivers and what made Sheffield that culture doesn’t just survive, but recovers and blooms.
distinctive; characterised challenges and analysed Culture, arts and heritage have the potential to stimulate
Opportunities are often the flip-side of challenges, and as opportunities; drafted the vision and values; identified the visitor economy, develop business and enable talent
we have developed our strategic direction and formulated outcomes, outputs, inputs; and drafted actions. The retention, grow educational attainment and improve life
our primary objectives, we are addressing key issues and how2glu report of the Stage 1 outputs and strategic context chances, enhance community cohesion and build a fairer
believe the positive actions we have set out here make the was finalised in July. society.
most of known opportunities.
Following Stage 1, we then undertook a small scale informal It makes social, economic and cultural sense to invest in
• We have a key role to play to change the rhetoric stakeholder engagement exercise in August-September. culture, forming a central pillar of the city and city region’s
about what ‘culture’ is and making the case for cultural
strategy for regeneration.
investment by demonstrating why it is important and
how it benefits everyone.
Stage 2
September-November 2020: A second series of two
workshops and tasks in September followed a similar
• We want stakeholders to see how culture links social,
process to Stage 1. We reviewed our values, vision, purpose
economic and environmental priorities and delivers
and culture definition; identified key outcomes, measures,
outcomes for people’s life chances, for communities
actions and delivery mechanisms; identified primary
to thrive, for places to flourish, and for businesses to
audiences for the strategy and methods of engagement.
recover and grow.
The how2glu Stage 2 report was finalised in November.
Throughout both stages, views from the wider Collective
• Now is the ‘right’ time to do things differently. We want
were sought through monthly board meetings, briefings and
to model collective leadership and show what public/
ad-hoc feedback.
private/voluntary sector partnership can achieve for
the city through culture and how we can attract more
Both reports detailed the process to ensure transparency
inward investment.
and enable wider input from the board as outputs and
recommendations were considered.

How we developed this draft strategy This draft strategy draws on the findings from the two
stages and makes a case for culture drawing on recent
We developed this strategy using a flexible and research findings, while being mindful of the critical and
collaborative process over a ten-month period. The aim was fast-changing
to identify shared outcomes and build on common ground, strategic context.

Fifteen
Outcomes Actions
Key outcomes 2021–23 actions Delivering the outcomes

To deliver the vision, the Collective will focus on two key Short to medium-term (within 2-5 years) In order to deliver the outcomes, we have developed a To achieve our key outcomes, we need to make the case
outcomes: series of five deliberately focused actions the Collective will for culture, support cultural organisations, businesses and
Outcome 2: Cultural infrastructure and Covid-19 recovery undertake over the next two years. creatives, and help deliver cornerstone cultural capital
Long-term (within 5-10 years) investment secured. projects.
We will:
Outcome 1: Sheffield’s national cultural funding Primary measure: priority cultural capital projects delivered We have developed these actions mindful of our core
is levelled up. to development timelines and recovery strategy aligns Action 1. Develop a ‘message house’* for the role culture purpose, our collective expertise, resources and networks,
with Sheffield Covid-19 BRG Business Recovery Plan for has/could have in the development of the city and where we can make the biggest difference.
Primary measure: Sheffield’s national cultural funding is stimulating investment in culture.[1]
levelled up to the average of the 11 UK Core Cities on a per Action 2. Create a transparent and robust mechanism to We will support the sector by promoting the case for culture
capita basis, based on ACE and National Lottery Heritage Secondary indicators deriving from the Business Recovery identify and support organisations to achieve or sustain (Action 1), through lobbying and advocacy with politicians
Fund (NLHF) data. Plan are: NPO status in Sheffield and investors, assisting the sector by making connections,
enabling leverage, and opening the door to alternative
Supporting the achievement of this outcome necessitates • a stronger case for culture has been made Action 3. Support specific short-term cultural capital funding sources. Our support will align with Priority 5 of the
secondary indicators: projects Sheffield Covid-19 BRG Business Recovery Plan (Action 5).
• the city’s business support offer and Kickstarter
And an early action (Action 2) is to ensure that our support
programmes support creatives and grassroots
• a stronger case for culture has been made Action 4. Develop a cultural capital project ‘pipeline’ and assistance is appropriately targeted.
organisations to develop new business models, income
• local government and private sector match funding sources, and digital infrastructure and skills
has increased Action 5. Support freelancers, independents and grassroots We will help to move forward pivotal cultural capital
• cultural sector opportunities for graduates and young cultural organisations to ensure investment in Covid relief projects that will deliver significant benefits for creatives,
• more artistic output of national and international people have increased and recovery measures communities and businesses delivering far-reaching
standing is produced
• more small cultural organisations able to access outcomes for the city and for the city region in priority
• more talent is being supported and developed apprenticeship schemes *A ‘message house’ is a format used in communications and regeneration areas (Actions 3 and 4).
• more cultural organisations are based in Sheffield • cultural/business collaboration for regeneration and marketing to generate messages that focus on the value
• cultural infrastructure projects are delivered to community development has increased proposition, core benefits and supporting points.
development timelines • more support (underwriting/subsidy) for cultural events
• more cultural community and civic programmes are • more access to cultural education offer, co-produced
provided. by children and young people
• development funding for future priority cultural capital
projects is secured.

Delivering the vision and responding to challenges and

opportunities

These outcomes and measures will place culture and

creativity at the heart of Sheffield’s strategic development,
regeneration priorities and Covid-19 recovery response.

Through on-the-ground change and improved prospects

for the city’s cultural sector, we will be able show that we
have made a powerful case for culture. These outcomes
strongly link cultural investment to improved individual,
community and business outcomes. Now is the time to be
ambitious, brave, inclusive and decisive, and work together
collaboratively to achieve more for more people and for the
city’s sustainable development.

Seventeen
Priority capital projects

The four immediate capital project priorities the Collective will work to support are: Tinsley Art Project, Park Hill Art Space,
Harmony Works and the Graves Gallery and Central Library.

These projects will underpin the cultural regeneration of Tinsley, Park Hill, Castlegate and the city centre, providing
opportunities for creatives, communities and businesses, repurpose historic buildings, lift pride and sense-of-place, create
cultural destinations, develop home-grown talent and bring artists and performers of international standing to Sheffield.

The Collective will act as a strategic advocate for each of the priority capital projects in the city, regionally and nationally.

Credit: Alex Chinneck

Tinsley Art Project

Following an open competition in 2016, internationally-

renowned artist Alex Chinneck https://www.alexchinneck.
com was commissioned to design a major public artwork to
replace two landmark cooling towers in Tinsley that once
dominated the skyline.

Following a creative process that included a series

of collaborations with local manufacturers and
universities and a programme of community outreach
and complementary creative commissions, ‘Onwards &
Upwards’ was formed.

Onwards & Upwards is a public art trail of monumental

scale, a series of four 30m-high brick chimneys alongside
the Sheffield and Tinsley Canal inspired by the area’s rich
industrial heritage.

The first sculpture will be an illuminated ‘cracked’ chimney

rising from a redundant canalside pumphouse.[1] Located
next to and visible from the M1, it will create a cultural
beacon at the heart of the city region and the ‘Gateway
to the North’. The project will open up the underused
greenspace of the canal and riverside towpath, help
promote active travel and engage local communities in
their heritage and natural environment.

As part of Tinsley’s ongoing relationship with the artist,

temporary pieces ‘Pick Yourself Up and Pull Yourself
Together’, featuring a peeling section of road complete with
an upside-down car and ‘Alphabetti Spaghetti’, a knotted
traditional red pillar-box, were installed in 2017 and 2019.
[2] Alex creates theatrical, playful artwork that transforms
the ordinary into the extraordinary, becoming ‘must-see’
cultural attractions. Illuminated ‘cracked’ chimney sculpture
Credit: Alex Chinneck

Nineteen
Park Hill Art Space infrastructure.

Led by Sheffield’s S1 Artspace, https://www.s1artspace.

org the heart of the Park Hill Estate will be transformed
to create Park Hill Art Space, a new national flagship for
arts, culture and heritage at the largest listed structure in
Europe.

Park Hill Art Space will be an anchor institution of

Park Hill’s £100 million Urban Splash and Partners for
People regeneration.[3] It will feature one of the largest
contemporary art galleries in the North of England,
alongside workspace for artists and creative businesses, a
dedicated learning and community space, heritage flats,
and accommodation for visiting artists, surrounded by a
six-acre sculpture park.

Its vision is to enable new ways for Sheffield’s communities,

artists and visitors to engage with art, society and culture
through a programme that supports creative opportunities
and collaborations in the context of one of the city’s best-
known landmarks.

Park Hill Art Space will be home to national partner

organisations, alongside a strong and active community of
artists, architects, creative businesses and start-ups. More
than half the building will be income generating, creating a
financially sustainable business model to support a world-
class arts programme.

The project has been developed over the past six years
through extensive consultation with the local community
and a successful pilot exhibitions programme. Following a
£1 million investment from HM Treasury, Carmody Groarke
was appointed lead architect and in 2019 planning
permission and listed building consent was granted.

This is a national flagship project that responds to a

longstanding need in the city for a transformative step
change to the scale and impact of Sheffield’s cultural

Twenty One
Harmony Works

The leading music education providers in the city region,

Sheffield Music Academy and Sheffield Music Hub, have
created a joint vision for Harmony Works, a permanent
home for music education in the city that will provide a
physical focus and enable music education to touch the
lives of thousands more children and young people in the
city region, whatever their background.[5]

The vision found a home in Canada House, an historic

Grade II* building in the heart of Sheffield’s historic
Castlegate. The new use will reconnect the building to
the life of the city and provide inspirational spaces for
music-making. Its reach will be broad and deep, attracting
musicians and educationalists of the highest calibre.

Over the last three years the Academy and Hub, supported
by the University of Sheffield School of Architecture, have
produced a scheme for the £10 million remodelling of
Canada House, and raised development funds and industry
sponsorship to progress the project. Its central location will
allow access for all, creating a focal point for young artistic
talent within the city region. A flagship redevelopment for
Castlegate, Harmony Works will help rejuvenate the historic
centre of the city as a thriving cultural quarter.[6]

Twenty Three
Graves Gallery and Central Library

The Graves Gallery and Central Library, a substantial and

landmark building, opened in 1934 as a city centre hub for
knowledge and culture, with the library at its core, a gallery
on the top floor and a theatre in the basement.

Situated at the heart of Sheffield city centre, the building is

home to Sheffield’s visual art, local studies and special library
collections. Today, the collections are accessible through
activity delivered by Museums Sheffield and Sheffield
Libraries and Archives Service who share a remit to inspire
knowledge and creativity and make the best of art, culture
and heritage accessible in Sheffield for the benefit of its
people.

A commitment has been made that in 2021, plans and next

steps for the redevelopment of Graves Gallery and Central
Library will be agreed in recognition of the huge amount of
work that has been undertaken to date and the identification
of this project as a priority for Sheffield City Council.

Museums Sheffield and Sheffield Libraries and Archives

Service have developed outline visions for the gallery and
the library.

Graves Gallery will be nationally recognised as one of the

UK’s leading art museums, renowned for exhibitions, displays,
events and an approach that makes visitors feel connected
and valued in a space where they have the opportunity to
think, create and connect.

The Central Library will be a destination not only for the

people of Sheffield but also for visitors, providing world class
reading resources, digitally enabled flexible spaces and a Our approach for developing future actions
place where learning, exploration and creation is available
to all. We will regularly review our actions, and progress against our outcomes and measures. As part of this
process we will bring forward follow-on actions and update capital priorities. As the strategic context
The opportunity will be taken to refine and progress the changes, we will review our key outcomes to ensure that they remain fit-for-purpose.
vision for this building and the services currently based within
it and to position its redevelopment as a catalyst for the We will continue to work closely with researchers, cultural institutions, cultural grassroots organisations,
transformation of Sheffield city centre. and public, voluntary sector and business leaders to ensure that our priorities will lead to the greatest
impact for individuals and communities through culture and creativity, realising change that will enable
everyone to thrive and grow.

Twenty Five
Acknowledgements
The Culture Collective is grateful to the following organisations for their strategic
and financial support.

The Culture Collective is grateful to the following individuals who have played an
active role in developing this strategy.
Dame Julie Kenny, Councillor Mary Lea,
Wentworth Woodhouse Preservation Trust (Chair) Cabinet Member for Culture, Parks & Leisure,
Sheffield City Council
Martin McKervey,
Sheffield Property Association (Vice Chair) Neil MacDonald,
Sheffield City Region Local Enterprise Partnership Board
Alexis Krachai,
Member, Museums Sheffield Trustee
Director, Sheffield Property Association & Managing Director,
Counter Context Rebecca Maddox,
Head of Business Development, Culture, Sheffield City
Charlie Adan,
Council
Former Interim Chief Executive, Sheffield City Council
Kirsten Major,
Dan Bates,
Chief Executive, Sheffield Teaching Hospitals NHS
Chief Executive, Sheffield Theatres
Foundation Trust
Julie Dalton,
Nick Morgan,
Managing Director, Gulliver’s Kingdom
Director, Kollider Projects
Maddy Desforges,
Kim Streets,
CEO, Voluntary Action Sheffield
CEO, Museums Sheffield
Lisa Firth,
Professor Vanessa Toulmin,
Director of Culture, Parks & Leisure, Sheffield City Council
Director of City & Culture, Partnerships and Regional
Judith Harry, Engagement, University of Sheffield
Executive Director, Site Gallery
Professor Chris Wigginton,
Louise Hutchinson, Pro Vice-Chancellor for Global & Academic Partnerships,
Artistic Director & CEO, S1 Art Space Sheffield Hallam University
Mel Kanarek,
Director, Sheffield Digital

The Culture Collective is extremely grateful to all those who have provided both their time and
insight during the development of this strategy, including those who contributed to our workshop.

Thanks also to Dr Sabina Strachan from How2Glu for her considered and expert advice
and consultancy.

Twenty Seven
Notes
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South Yorkshire local authorities and Sheffield City Region, uk/documents/s41012/Appendix%20-%20Sheffield%20
[1] Core Cities, Cultural Cities Enquiry, 2019, p.1 & p.5, https://
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www.corecities.com/sites/default/files/field/attachment/
org.uk/wp-content/uploads/2020/09/Sheffield-CR- [17] Dan Jarvis, Sheffield City Region Mayor, cited in
Cultural%20Cities%20Enquiry%20%5Bweb%5D.pdf,
Culture-Arts-and-Heritage-Report-final.pdf, p.7, accessed ‘Culture, arts and heritage can help recovery from Covid-19
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Initiative, BOP Consulting, 30|10|20, p.3, https://www.
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Compacts_Report%20_031220_0.pdf, accessed 04|12|20. org/new-view-recentring-attention, accessed 22|11|20; [18] ‘New web platform keeps Sheffield’s arts and culture
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Sheffield Star, 11|03|20, ‘People in Sheffield get less than

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Twenty Nine
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Thirty One
www.sheffield-culture-collective.co.uk