CULTURAL AND COMMUNITY SERVICES STRATEGIC BOARD JANUARY 4TH 2001 REPORT OF THE DIRECTOR OF LEISURE AND COMMUNITY SERVICES

CASTLE STRATEGY 1.

SUMMARY

This report gives an outline of future development proposals for Nottingham Castle. It has been produced using the findings of a consultation exercise conducted by The Susie Fisher Group.

2.IT IS RECOMMENDED that:

2.1. Members note the proposals for the development of Nottingham Castle and ask the Director of Leisure and Community Services to invite comments from interested parties. It is intended that this matter should return for further consideration of the Strategic Board in May 2001.

DIRECTOR OF LEISURE AND COMMUNITY SERVICES. 14 Hounds Gate Nottingham NG1 7BD December 2000 Contact Officer: Brian Ashley, Assistant Director of Libraries, Information and Museums. Tel 0115 91 57205

NOTTINGHAM CASTLE DEVELOPMENT STRATEGY 2001-2011 FINAL DRAFT DECEMBER 2000

1.0 Introduction

1.1 Introduction

1.2 Purpose of strategy

1.3 Defining Nottingham Castle

1.4 Who is the Castle's audience?

2.0 Executive Summary

3.0 Nottingham Castle in 2011

3.1 The Whole Picture

3.2 Telling the Story

3.3 Opening the Gates

3.4 Safe for the future

3.5 Continuing the story

4.0 Action Plan

Appendix I - Background

1.0 Introduction

1.1 This document is for all those who have an interest in the future success of Nottingham Castle. In its current form, it is a draft document. Any comments to be sent to the Manager, Nottingham Castle, by 28th February 2001.

1.2 Purpose of Strategy

This strategy is intended to:

· Update the previous development proposals for the Castle

· Build on the successful refurbishment of Nottingham Castle Museum and Art Gallery

· Develop a strategy to present a unified site under a single vision

· Translate the findings of the Nottingham Castle consultation exercise (2000) into a service that meets the expectations and desires of its identified target audience

· Present a vision of Nottingham Castle in 2011

· Create a draft 10 year action plan generated from the people's vision of Nottingham Castle

1.3 Nottingham Castle is defined within this document as:

· The Castle Rock

· The archaeological site of the medieval castle (above and below ground)

· The Ducal mansion

· The Museum and Art Gallery

· The Caves

· The park and gardens

· Robin Hood statue

The Castle is considered within the wider context of a developing cultural quarter for the City, in the environs of Castle Road/ Friar Lane.

1.4 Who is the Castle's Audience?

1.4.1 Local people - the Nottingham community - representing a wide range of ages and social and cultural backgrounds. Users include schools and other educational groups, families out for a day's entertainment, business and corporate users. It is a source of pride to non-users who regard it as having a central and comforting purpose within the city.

1.4.2 Out of towners - overseas and domestic tourists, and people who have never visited but know of its intriguing and historical presence.

1.4.3 The priority for audience development is local people whilst at the same time recognising the need to develop further the tourism audience.

2.1 This Development Strategy sets out a clear and strong vision for Nottingham Castle as a unified site in ten year's time (2011). It provides broad vision statements mapping its future direction with regard to:

· "The Whole Picture" (The vision)

· "Telling the Story" (Interpretation)

· "Opening the Gates" (Access)

· "Safe for the Future" (Conservation)

· "Continuing the Story" (Sustainability)

These are followed by initial proposals for an action plan over the short-, medium- and long-term which enable the vision statements to be realised.

2.2 The whole document has been fully informed by the outcomes of the consultation exercise run by the Susie Fisher Group from July - November 2000. Details are provided in appendix 1. Selected quotations from various focus groups held as part of this exercise are used to support the vision statements within the Strategy document.

2.3 Priority tasks for completion in the short and medium term are:

· Interpretation project, part funded by ERDF, to develop history-based visitor experience on the site.

· Conservation Statement followed by detailed Plan.

· Management plan, incorporating interpretation, income generation and marketing strategies.

Nottingham Castle in the year 2011 …

3.1.1 Nottingham Castle is the rock on which the City rests. It is a unique site with a central place in the heart and soul of the City and the people who live in it. It is a powerful physical symbol of the past, which acts as a catalyst for cultural change and regeneration.

3.1.2 The rich layers of its history from its medieval origins to the present day and the stories it can tell us about the past and present enable local people to explore their own sense of identity. A vital part of its recent role has been making art accessible to people of the region and beyond as the first local government art gallery outside London and it continues this pioneering tradition in the twenty-first century.

3.1.3 To visitors from outside the city boundaries, Nottingham Castle epitomises the significant and turbulent history and cultural diversity of what is now a modern and vibrant City. It is the flagship of Nottingham.

3.1.4 People see the Castle as the jewel of the city's cultural heritage and a green oasis, to be both enjoyed now and passed on to future generations. Peoples' emotional commitment is channelled into their active involvement in both making the site safe for the future and telling the stories of Nottingham. It is accessible and appealing to a wide audience of both local people and visitors from outside the city. Nottingham Castle in the year 2011 …

3.2.1 Imaginative interpretation is the key to creating a living space which awakens and inspires people to value Nottingham's cultural heritage and their own personal identity.

3.2.2 The role of Nottingham Castle is to tell stories of the past and present of the city and its people and explore their future. This role is a natural extension of the site's own history and development, enabling people to find their own sense of place in the world. It is a unified site with rich and diverse resources of history, arts, collections and the natural environment that work both within and beyond its physical boundaries to create an holistic experience.

3.2.3 The role of history in the Castle is to awaken and enhance people's understanding of the rich tapestry of the Nottingham story and its influence in the wider world. The threads of that history include the medieval castle, Ducal mansion, Caves, Robin Hood and the myths, Civil War, Luddites, the Robin Hood Rifles (now part of the Sherwood Foresters) and the Castle's place as the first local authority public art gallery. The site satisfies the questions people bring about the medieval castle and Robin Hood legend; it also brings alive the Nottingham Castle which can be seen today through exploring the emotions of dominance, power, oppression / struggle, resistance, independent mindedness, rich and poor.

3.2.4 Local people are involved in this interpretation and help to create the powerful image demanded by out of town visitors. History plays a part in the Castle as a living space. People look to the Castle to provide an authentic account of the story of Nottingham; it must also provide entertainment.

3.2.5 The role of visual art and crafts in the Castle is to provide a unique dimension to exploring issues about the place of Nottingham and its people within the wider world. Art is a powerful medium for sharing experiences, emotions and opinions that are meaningful and relevant to people in their daily lives. Imaginative links are forged taking visitors on a journey; creative interpretation will enable users to explore and interact with a broad range of visual arts and crafts. Local, regional, national and international artists' work is presented and commissioned, and artists are involved in events and interpretation. Local people are involved in the process of creating and interpreting artworks. In keeping with its role as a pioneering art gallery for the people it is a venue for high profile exhibitions bringing household names, both contemporary and historical, to the East Midlands region.

3.2.6 The role of collections is essential to development at the Castle. The historical collections provide a visual link to the past of the Castle and the City and help bring personal stories to life. The art collections provide both a historical and contemporary context for continuing the tradition of patronage of the arts. Together they create a sense of the Castle as a cultural treasure house.

3.2.7 The role of the natural environment shows the changing interactions between people, buildings and landscape, through creative interpretation of the changing uses of the site. The Rock has been many different things to different people and now provides a green space appealing to all ages - an oasis and play area - in the City. Nottingham Castle in the year 2011 …

3.3.1 The Castle gates have been opened so that every individual and community, present and future, can find a reflection of their identity within the site. Those who felt excluded are now involved and consulted so that the Castle has become their place of sanctuary. Nottingham Castle has awakened the interest of people who did not see it as part of their lives, satisfies the passion of fervent supporters and activates observers to positive action. The heightened sense of public ownership in the site creates a duty to make the site accessible to all.

3.3.2 The gates are open in welcome to all users and physical, cultural and emotional barriers have been swept away. A visitor to the Castle should leave with their outlook on life enriched.

3.3.3 The Castle is accessible within the wider city landscape and consciousness reinforcing it's role as the symbol of Nottingham and its central role within the cultural heritage.

3.3.4 Nottingham Castle provides a welcoming and accessible environment to all visitors by overcoming the natural barriers to approaching the site both within and without the walls. There are clear and easy routes to the Castle from the city centre and within the site for all who wish to use it. Visitors are cared for throughout their visit. Information is provided using accessible language and format reflecting our diverse users.

3.3.5 Visitors engage with the atmosphere of the site, its drama, sense of history, the memories and stories and the emotions inspired by the visual arts and crafts it holds. Their imagination is captured by stories of 'people like me' in the past and present. By using innovative and effective techniques of interpretation, visitors will be inspired and entertained. Multi-sensory experiences should be an integral part of all interpretation on site.

3.3.6 The castle is a key focus of a new and lively cultural quarter for the city, enhancing the use and enjoyment of Brewhouse Yard Museum, the Castle Road area Nottingham Museum of Costume and Textiles and the Lace Centre.

3.3.7 Nottingham Castle has a key role to play in promoting civic pride and the regeneration of an emerging cultural quarter within the city. It is a resource that is made accessible to corporate and business use.

3.3.8 A clear balance is struck between caring for the fabric of the site, preserving a sanctuary and the needs of users.

3.3.9 The cost of a visit recognises the wide range of people who use the site and it is affordable to as many as possible given that there is a need to generate income in order to provide facilities on site. Nottingham Castle in the year 2011 …

3.4.1 Nottingham Castle's significance lies in its complex history beginning as a medieval Castle built in 1068, destroyed and rebuilt as a ducal mansion in the late 17th century, and conversion into a public museum, art gallery and park in the later 19th century.

3.4.2 It is a heritage resource of national and international importance reflected in its status as a Scheduled Ancient Monument and Grade 1 listed building. This unique treasure is valued by the people of Nottingham.

3.4.3 A Conservation Plan that explains the significance of the heritage asset and how that significance is vulnerable and sensitive to change is in place. The Plan identifies the policies adopted to retain that significance in future use or development.

3.4.4 The Castle Rock, the caves and its natural environment are also worthy of preservation in their own right and are an integral part of the Conservation Plan for the site.

3.4.5 The Castle is a real connection with the nation's past and the integrity of its fabric must be respected. There is a clear duty of care to look after this fragile site achieved through implementation of the Conservation Plan. This takes place on a daily basis and informs all development in the long term.

3.4.6 However the site must also be accessible and relevant to people today and a balance must exist between these two apparent tensions. The strong Conservation Plan ensures the long term preservation, interpretation and access of this heritage resource.

3.4.7 The Castle is a building where collections of art works and artefacts, part of the city's cultural heritage, are housed. These are both on public display and in store. There is a similar duty of care to look after these objects, whilst making them as accessible to as wide an audience as possible. Nottingham Castle in the year 2011 …

3.5.1 It is essential that all development at Nottingham Castle is sustainable in the long-term, and that the future of the site is secured. A strategic approach to planning and management facilitates decision-making ensuring the Castle is available for future generations to enjoy.

3.5.2 It has a key role within the city relating to economic growth and urban regeneration. It is a core element of city centre strategy and plays a lead role in developing tourism. Successful partnership with both the public and private sector enables the full potential of the Castle to be realised.

3.5.3 Nottingham Castle plays a key part in the cultural quarter which also includes Brewhouse Yard Museum, Castle Road, the Robin Hood Square and other cultural and commercial attractions such as The Nottingham Museum of Costume & Textiles, The Lace Centre and the Castle Road caves.

3.5.4 Nottingham Castle actively promotes and its role as a high profile arts venue within this context; its richly textured story cutting across time and continuing today. A marketing strategy for the Nottingham Castle concept sells this wealth of discoveries, delivering an exciting and special experience. The deeply held local attachment to Nottingham Castle is harnessed and people are encouraged to become involved as ambassadors for the Castle within the city.

3.5.5 Income generation is maximised without compromising access to the widest number of people. Imaginative strategies enable income to be obtained by both direct and indirect means, exploiting some of the less obvious areas of the Castle.

3.5.6 Nottingham Castle demonstrates that it is fulfilling its purpose as a cultural heritage attraction for its identified audience, and continue to improve its effectiveness and impact. Targeted evaluation provides the information required to meet this need.

4.1 On the following pages a draft action plan is mapped out to work towards the vision for Nottingham Castle over the next 10 years. It gives an indication of proposed content; it will be further refined during consultation over the next few months. Tasks are identified for short, medium and long-term milestones as defined below. Each task in the Action Plan is cross referenced to key points within the vision.

4.2 In two years time visitors to Nottingham Castle will:

· Have a stronger sense of the history of the site, the city and its people.

· See the Castle as a unified site.

· Begin to experience art projects that relate to the vision.

· Be able to view exhibitions in which local people have been involved.

In two years time development at Nottingham Castle will be underpinned by an approved Conservation Statement working towards a Conservation Plan and a draft Management Plan including an Interpretation Strategy for the whole site.

4.3 In five years time:

· Visitors to Nottingham Castle will see history, art and natural environment working together on a unified site to tell stories relevant to the city and its people, past present and future.

· Local people will be an integral part of the interpretation process.

· The Conservation Plan will be completed and the Castle cared for in line with policies identified within the Plan.

· Options for larger scale visitor development explored and decisions made about the nature of that development. The relevant strategic and funding building blocks will be in place.

4.4 In ten years time:

· The vision will be realised.

· Nottingham Castle will be a strong market leader in tourism and cultural heritage development.

· Nottingham Castle's pioneering spirit as the first local authority art gallery outside London will be reflected in its profile as a major national arts venue.

Short Term (next 2 years)

1. Develop a unified interpretation strategy for the whole site; a pre-requisite to ERDF application. To include an options appraisal of space function (medium - long term), and development of criteria for visual arts and crafts temporary exhibitions to be used in conjunction with East Midlands Arts criteria. [3.2.1; 3.2.2]

2. Application to ERDF submitted as part of Nottingham City tourist strategy to part-fund key interpretation project(s) identified within the above. e.g. What is Nottingham Castle; Virtual reality of Medieval Castle; Robin Hood and the Rebels. [3.2.3]

3. Develop an integrated strategy to events programming on site. [3.2.2] Marketing/ Events/ Exhibitions.

4. Develop Visual Arts, Crafts and Performance Arts programmes relevant to the Vision that bring contemporary and historical art to a wide audience. [3.2.1; 3.2.5; 3.3.5] Exhibitions Team.

5. Develop history and art collections which support the Vision, as part of the Nottingham City Museums & Galleries Collection Development Strategy. [3.2.6]

6. Develop pilot programme of re-enactment events, during days and evenings relating to diverse history of site - from medieval castle to art gallery. Develop links with Brewhouse Yard Programming from June to September plus October half term. Active marketing required. [3.2.1; 3.2.3; 3.3.5] DOLACS Events Team/Museums Archaeology and History Team/Site management. Review of existing expenditure.

7. Review development policy for gardens and develop a history of garden design from the medieval period through to contemporary design. To take place in parallel with Conservation Plan development. [3.2.7] Parks Development. Review of existing expenditure.

8. Pilot projects that involve local people in interpretation and presentation. [3.2.4; 3.2.5] Access and Exhibitions.

9. Pilot projects that develop interpretation of and audiences for the visual arts and crafts (Proposed cross site RALP bid). [3.2.1; 3.2.5]

10. Develop provision that enhances access to history of the Castle, Nottingham and its people:- · leaflet · guidebook · tours of caves and castle (history, hidden treasures) [3.3.4]

11. Investigate feasibility of developing a team of living history interpreters for regular short performance events during Summer holidays. To bring aspects of history to life through story, e.g. Civil War soldier, Queen Isabella's Lady-in-waiting; ducal mansion builder. Investigate the role of performance art and living history interpretation in bringing alive the Castle as a living space. [3.2.1; 3.2.3; 3.3.5] .

Medium Term (3-5 years)

12. Successful completion of ERDF part funded interpretation project. [3.2.2; 3.2.3]

13. Local people involvement as integral part of temporary exhibitions. Establish a Community Exhibitions Officer Post. [3.2.4; 3.2.5]

14. Develop a reconstruction experience of part of medieval castle - in Outer Bailey, Gatehouse etc. Requires completion of a Conservation Plan for Castle. (see page 24) [3.2.3]

15. Draw up plans for large scale redevelopment of the Castle fully informed by completed Conservation Plan. Explore options for financing large scale visitor developments at the Castle. [3.2.2; 3.3.1; 3.5.5]

16. Involvement in development of proactive community history strategy. [3.2.4] .

Long Term (5-10 years):

17. Implement proposals for large-scale redevelopment of Castle interpretation as a unified site. [3.2.2; 3.3.1; 3.5.5].

Short Term (next 2 years)

1. Provision of new signage at Gatehouse and development of Gatehouse as information point. [3.3.4]

2. Viewing platform and reinstatement of terrace. [3.3.2; 3.3.8]

3. Business and strategic plans for commercial activities - Shop and café. [3.3.4; 3.5.1]

4. Customer care strategy and training, automatic inclusion in Induction Training for all staff. [3.3.4]

5. Work with Development Department on improving signage in City. [3.3.4]

6. Investigate feasibility/develop scheme for banners on Friar Lane. [3.3.4]

7. Improvement of signage within grounds. [3.3.4]

8. Protection of key views of Castle from City. [3.3.3]

9. Developing partnerships with transport and travel facilitators, e.g. Bus Companies, Car Parks and Park and Ride, in City to provide marketing and access opportunities. [3.3.4]

10. Investigate feasibility of evening opening during summer. [3.3.1] .

Medium Term (3-5 years)

11. Develop strategy for school's use of revised gallery space. [3.2.2]

12. Develop and enhance where appropriate opportunities for key views of the Castle from City. [3.3.3]

13. Opening up views of Castle from the City by reviewing landscape. Requires completion of a Conservation Plan for Nottingham Castle. (see page 24) [3.3.3]

14. Develop external catering and retail facilities in grounds. [3.3.4; 3.5.5]l.

Long Term (5-10 years)

15. Develop the Castle and surrounding area as a cultural quarter of the City. [3.3.6; 3.3.7; 3.5.3]

16. Creating an enticing and clear pedestrian access to Castle from Market Square, Broadmarsh Centre, for example. [3.3.4]

17. Develop visitor facility in Friar Lane/Castle Road area - for visitor information and ticket sales. [3.3.4] .

18. Improving mobile access up to Castle using energy efficient and environmentally friendly methods. [3.3.4]

19. Lift access to Mezzanine gallery (Nemi room). [3.3.4]

Short Term (next 2 years)

1. Preparation of an initial Conservation Statement for Nottingham Castle, informed by the Castle vision. To be followed by the preparation of a relevant Conservation Plan taking into account identified preservation, interpretation and access needs. [3.4]

2. Establish preventative maintenance programme for buildings and rock. [3.4.3; 3.4.4; 3.4.5]

3. Re-establish south terrace. [3.4.5; 3.4.6]

4. Continued programme of collection management improvements in line with relevant Museum Policies; to enable enhanced access to reserve collections for present and future generations. [3.4.7; 3.3.2]

Medium Term and Long Term (3-10 years)

5. Implement outcomes of Conservation Plan, including restoration working through priorities as resources allow. [3.4; 3.3.2] Various. Review of existing expenditure; additional funding to be sought.

Short Term (next 2 years) Task: Lead: Resource implications:

1. Develop management plan for site. To include review of working practices and management structure. [3.5.1]

2. Develop promotion and marketing strategy with a unified focus. Implement strategy. [3.5.4]

3. Review of income generation policies to meet percentage of costs identified within the action plan. [3.5.5; 3.3.9]

4. Business plans for the café and for the shop. [3.5.1]

5. Prepare for Best Value Review. [3.5.1] .

6. Develop role of Castle within City Tourism Strategy. [3.5.2; 3.5.3]

7. To identify the role for Nottingham Castle within a visual arts and crafts strategy for Nottingham City Museums and Galleries which considers their place within the wider city. [3.5.1]

. 8. To identify the role of Nottingham Castle within a Nottingham City Museums and Galleries Social Inclusion strategy. [3.3.1; 3.3.2; 3.5.1]

9. Work with Development Department over City Centre Review. [3.5.2; 3.5.3]

10. Evaluation of ongoing changes, customer satisfaction, audience development. [3.5.6]

11. Invest in visitor counting mechanisms within the ducal mansion to identify footfall in the building to assess use of facilities. [3.5.1; 3.5.6] .

12. Further develop networks and sense of ownership with corporate community and local amenity groups through active promotion of corporate event facilities, invitations to previews and involvement in Castle development opportunities. [3.3.7; 3.5.2]

Medium Term (3-5 years)

12. Investigate and prepare fundraising infrastructure for next phase of Castle development. To include Development trust; local appeal for funds - 'adopt a brick'; exploiting international profile and links - twinning, Nottingham across the world. [3.5.5]

Long Term (5-10 years)

13. Preparation of next phase of development strategy. [3.5.1]

 

In 1995 a major refurbishment of the Castle commenced funded by the Arts Council and ERDF money. Over 5 years the Castle has been transformed into a state of the art Museum and Arts venue. The temporary exhibition galleries, Long Gallery and shop area have all been refurbished. The interactive gallery 'Every Object has a Story' has been created and the Colonnade repaved set with a mosaic artwork. A key area which has not been addressed within this project is the historical context of the building and its environment.

At this stage it was felt important to stand back and review the role of the Castle in the medium and long term and create a Development Strategy for the Castle. Fundamental to this has been a consultation exercise with people and organisations with an interest in the site's future. The objectives set in consultation with the Suzie Fisher Group and a list of participant groups involved are given below.

The results of this exercise have fully informed this draft Development Strategy.

Objectives of Consultation Exercise

· To define the broad segments of opinion relating to the future development of Nottingham Castle and Grounds amongst individual participant groups.

· To explore perceptions of the Castle and the relationship between Castle and City and identity of the City.

· To explore the relationship between individuals and the Castle - ownership and access?

· To understand peoples' goals for the Castle.

· To explore the ideal future scenario for the Castle in 3, 10, 50 years time.

· To explore peoples' existing boundaries concerning the nature of the Castle's future development (using some borderline scenarios).

· To investigate the Castle's relationship with other Nottingham City Museums and Galleries and also with competitive visitor attractions.

· To prioritise target audiences for the future.

· To identify any areas of conflict or misunderstanding and to seek out the underlying common ground.

· Participant Groups:

- Ø Regular local museum visitors Ø Tourist visitors Ø Non-users - local and tourist Ø Nottingham City Council Members Ø Local Business Community Ø Nottingham City Council Chief Officers Ø Nottingham Museums and Galleries Staff Ø Staff from relevant City Council Departments (Development; Parks; Design and Property) Ø Nottingham Civic Society Ø Friends of Nottingham Museums Ø Castle 2000 Ø East Midland Arts Ø East Midlands Museums Service Ø English Heritage Ø Nottingham Historical and Archaeological Society Ø Independent visitor attractions Ø Thoroton Society Ø Sherwood Foresters Ø Profile Nottingham Ø Regional Cultural Consortium Ø Drawbridge Group