Information about the cultural and heritage strategy for King's Lynn
Culture & Heritage Strategy for King’s Lynn
We are working in partnership with Arts Council England to prepare a new ten-year Culture & Heritage Strategy for King’s Lynn. The creation of a Culture & Heritage Strategy is needed to bring together our array of creative partners, residents and businesses on the priorities to support the development of Creative Industries in the town.
A Culture & Heritage Strategy is key to align and bring together currently disparate activity to create a sector leading strategy which will enable the leverage of further investment to enable the cultural sector to grow and flourish further. Leading arts and cultural organisation, Art Reach, were commissioning in early 2024 to lead the development of the strategy. It’s aim is to strengthen joint approaches, attract investment and bring the most exciting opportunities to King’s Lynn to develop culture for all.
Engagement to date
We have conducted consultations with local people and cultural sector workers alike, through workshops, interviews and surveys. Each have shared their valuable and unique insight into King’s Lynn, it’s strengths and weaknesses for culture and heritage, and their hopes for its future.
- Initial 1-2-1 interviews were undertaken with a cross section of stakeholders at the beginning of the study.
- We held initial workshops in July 2024 to gather your feedback, views and ideas on the cultural and heritage opportunities for King’s Lynn.
- A survey and extensive engagement was undertaken by the Town Board in July 2024 to further understand local people’s aspirations for King’s Lynn which will form a new set of priorities for future investment in the town.
- Follow up workshops were held in September and a follow up in November 2024 to reflect on the feedback we have received so far on heritage, culture and creativity in King’s Lynn.
- A survey was undertaken in October - November 2024 to test the emerging themes of the strategy.
Key themes emerging
Workshops held in July and September explored and co-created a vision and key actions for four priority themes that emerged:
- Young People as Makers, Creators and Producers - the vision is to create an environment where young people in King’s Lynn are inspired and empowered to explore their creative potential, equipped with the skills and opportunities to become makers, creators and producers.
- Animating King’s Lynn heritage – the vision is to transform King’s Lynn into a dynamic, innovative and interactive heritage centre. By animating our rich history through modern storytelling methods, interactive experiences and year-round programming, we aim to make heritage accessible, engaging and relevant to all, especially young people.
- Inclusivity and diverse voice embedded in King’s Lynn Heritage and Culture - the vision is a vibrant, inclusive cultural scene in King’s Lynn that amplifies diverse voices and celebrates the rich cultural contributions of all local communities. We want every resident and visitor to feel represented, valued and inspired to participate in and contribute to King’s Lynn’s heritage and culture.
- Collaborative working for resilience - the vision is that there is a resilient and thriving cultural sector in King’s Lynn because of collaboration amongst a range of people and organisations operating in the heritage and culture sector. Under a shared vision and mission, organisations will be better at demonstrating their impact, have more financial stability and be creating a vibrant cultural landscape that benefits all.
Ideas for the delivering the strategy
Art Reach proposed that a Culture Steering Group be formed to oversee the driving of the Culture & Heritage Strategy delivery, and to set up Task Groups which bring together organisations and individuals to deliver specific projects. Part of this could be for Task Groups to secure funding for projects.
An idea discussed in workshops was for the King’s Lynn Culture Steering Group to have a maximum of 10 people recruited from the local community and cultural sector. Criteria for the range of people needed on the Steering Group will be decided, and 10 people recruited to fill these positions. The group is supported by but not necessarily led by the Borough Council.
Key Findings from the Follow Up survey (November 2024)
The aim of the survey was to test some of the ideas and priorities that had emerged from consultation workshops. This summary highlights the key concerns and priorities expressed by the community for King’s Lynn, with a clear emphasis on nurturing creativity, supporting young people, and building local resilience.
1. Focus on Youth Creativity and Opportunities
- A strong concern exists about limited creative opportunities for young people in King’s Lynn, with 89% agreeing on the lack of creative aspiration and 83% highlighting limited access to the arts. Respondents believe creativity should be accessible to all and support the need for spaces that nurture creativity and create job opportunities.
2. Tourism Concerns
- Tourism is a lower priority, with most respondents (41%) expressing moderate agreement about its importance. There’s a sense that local cultural pride needs to grow before King’s Lynn can create a compelling tourism offer.
3. Priority 1: Young People as Makers, Creators, and Producers
- There’s a clear need for more creative spaces for young people to develop artistic skills, with 90% agreeing on the importance of such spaces. Many feel that schools, under pressure to prioritize STEM, cannot meet this need, making external spaces essential.
- A mentoring scheme for established artists to guide young people is generally well-received, though concerns exist about funding and availability of mentor placements.
4. Priority 2: Animating Heritage in King’s Lynn
- Respondents support expanding the use of King’s Lynn’s heritage through creative input (88% positive feedback). Some see this as an opportunity to engage young people with heritage, creativity, and technology.
- While some view heritage and arts as conflicting, others emphasise the value of King’s Lynn's heritage but stress historical accuracy over creative reinterpretation.
5. Priority 3: Collaborative Working for Resilience
- There’s a cautious approach to learning from other towns, with concerns that King’s Lynn should preserve its unique identity.
- A marketing group for local creative industries is generally supported, but many stress it must have clear goals and encourage collaboration.
- Though 60% support work placements, there’s uncertainty about funding availability, with some suggesting apprenticeships as an alternative.
6. Priority 4: Inclusivity and Diverse Voices in King’s Lynn's Culture
- The idea of mapping demographics in King’s Lynn has mixed responses, with some uncertain about its purpose. However, many believe it could improve access to the arts and expand opportunities, especially for underrepresented groups.
7. The Role of Culture in Society
- Respondents agree that culture binds communities together and supports well-being. They also recognise that the lack of local job opportunities leads young people to leave, but see arts and culture as a way to retain talent in King’s Lynn.
8. Thoughts on the Proposed Steering Group
- The concept of a Steering Group is broadly supported, provided the right people are involved, including locals, young people, and diverse voices. Many believe the group should be independent of the council, though a council representative should be present for communication.
- Concerns include the risk of repeating past mistakes of ineffective, over-sized groups and the potential sidelining of smaller businesses. There’s also frustration with the lack of funding and decision-making power within steering groups.
Next steps
Your views are being assessed to help us shape the final Culture and Heritage Strategy for King’s Lynn to be published in early 2025.