Worthwhile works
Executive Summary
Winchester +
Creative Economy
Creative Brand
Creative Youth
Foreword
At the University of Winchester, we believe in the transformative power of culture and creativity
As an anchor institution, we are dedicated to building a thriving and dynamic community where art, heritage, and innovation flourish
We believe in the power of collaboration to create meaningful societal, civic, and community-based benefits By embedding ourselves with our local community and businesses, we aim to facilitate opportunities for mutual growth and innovation
Our partnership with Worthwhile Works is a significant step towards realising this vision By commissioning research into key areas of cultural development, we aim to gain invaluable insights that will inform the future direction of Winchester's cultural strategy
Through this collaboration, we look to gain invaluable insights into key areas of cultural development These insights will inform the future direction of Winchester’s cultural strategy, helping us to shape a city that is recognised for its cultural excellence, economic prosperity, and strong sense of community
By supporting local businesses, attracting talented individuals, and enriching the lives of our students and staff, we are confident that we can create a Winchester that is truly inspiring.
Jo Stark Head of Innovation, University of Winchester
Executive Summary
It’s hard to imagine, but thirty years ago, London’s creative landscape mirrored Hampshire’s current state: fragmented, with limited data and no cohesive leadership It was grassroots action and strategic enables what transformed London into a global creative powerhouse
Winchester can follow this blueprint for creative growth and innovation Despite being home to cutting-edge design, digital innovation and thriving arts and crafts, Winchester’s creative sector lacks long-term vision, collective leadership and recognition of its value.
Perceptions often perceive the sector as mere lobbyism, overlooking its economic and social contributions. From architects and software developers to potters and performers, the creative industries are solving complex challenges, driving growth and attracting talent, students, visitors and academics to Winchester.
Demand for creative experiences is surging as the High Street evolves from a place to shop as a place to ‘be’ Creative Courses like those offered by Peter Symonds, Design Junction, Indigo 77 and the Colour Factory often sell out, generating income while supporting wellbeing and skills development Meanwhile, Winchester’s digital and design community innovates globally, proving that the creative sector spans much more than traditional arts
Other regions offer valuable lessons Initiatives like London’s Creative Enterprise Zones and the Thames Production Corridor highlight how sector base networks drive collaboration, funding and visibility
The creative industries hold potential to address challenges like skills shortages, health inequalities and climate action while driving economic growth By valuing all creatives from potters to tech innovators Winchester can transform itself into a leading creative hub In our digital world, opportunities are no longer bound by location, whether urban or rural The key to success lies in providing the support, networks, and infrastructure needed to thrive.
Commissioned by the University of Winchester on behalf of the Cultural Strategy Group, the Creative Handbooks reveal the opportunities and overlooked challenges facing the city’s creative sector, digging deeper int three areas; Creative Economy, Youth and Brand.
The Creative Economy Handbook reveals a surprising truth - Winchester punches well above its’ weight for its size ONS data reveals that the city outperforms other areas in Hampshire in jobs across most DCMS defined creative sectors
Predominantly composed of micro-business, with fewer than ten employees the sector mirrors the UK’s broader trend This structure provides economic stability. The relocation of major employers like Hampshire County Council, Winchester Hospital or IBM could significantly disrupt the local economy, whereas the creative industries offer stability.
Collectively, these small enterprises form a substantial employment base, cushioning the impact of upheaval of larger employers should they leave. Professional services and suppliers, like accountants, legal and marketing services also rely on the creative sector not to mention a reliable source of trade for coffee shops. It’s a thriving ecosystem.
Yet despite this strength, Winchester’s creative economy remains fragmented, lacking formal governance, cohesive representation and regional or national visibility Imagine the potential if Winchester were more united and amplified
The Creative Youth Handbook highlights an uncomfortable disconnect While Winchester’s creative organisations strive to be inclusive, young people find it difficult to find information
As one student put it ‘Its like to trying to find a needle in a haystack This handboook provides practical solutions to bridge that gap If we can’t connect with our youth, we are letting down creative talent Who knows if the next Vivienne Westwood or David Bowie lives within Winchester?
The Creative Brand Handbook challenges us to think bigger A brand is not just a logo - its a story, a mission a set of values Winchester’s creative sector contributes immeasurably to the cities identity yet it remains undervalued and overlooked.
It’s time to shift the narrative and recognise the creative sector as a driving force for Winchester’s future. The question is no longer ‘why should we’ but how can we afford not to.
Hampshire Creative Employment League Table
Winchester consistently ranks at the top of national league tables for its quality of life and place to live, but it needs to amplify its strengths as a hub for creative jobs - Winchester outshines neighbouring Southampton, Portsmouth, and Basingstoke, leading in employment across most DCMS creative sectors in Hampshire in 2023.
STOP PRESS!
That’s good news to be shared!
Advertising
Architecture Film,
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Recommendations
The Creative Handbooks provide useful data, actionable recommendations, and examples of best practices, underscoring that the journey toward creative sector growth is a collective endeavour
Policymakers, creators, inventors, designers, educators, retailers, creative leaders, students all stakeholders across Winchester must collaborate to implement these recommendations, everyone is on the journey
The handbooks delve into compelling impact stories and successful interventions, demonstrating that targeted actions can bring significant results.
Whilst Winchester is not New York or London - all places have universal challenges; being inclusive, providing the right creative economic environment to grow and a good mix of cultural opportunities to thrive.
The Handbooks have been written to offer a ‘taster’ of successful projects from around the world and are intended to start a discussion.
Could we?
Should We?
How Can We?
It’s easy to talk ourselves out of trying something new for fear of risk and failure The Handbooks Impact Stories demonstrate that with risk comes reward
They are filled with inspiring examples where bold decisions and a willingness to embrace uncertainty have made a real impact
The following pages provide a summary of recommendations from each of the three Handbooks, along with a consolidated set of overarching recommendations, presented on the right-hand side of this page
The Cultural Strategy Group will take the lead in identifying priorities and driving forward the implementation of these actions.
1. Adopt a Sector-Specific Approach
Establishing collectives for key industries architecture, performing arts, crafts, and digital innovation—will give the sector a stronger voice and improve access to funding and collaboration opportunities.
2. Embed Creative Enterprise
Zones model across the District
CEZs have proven successful in cities like London, where they have revitalised areas such as Tottenham and Hackney Wick These zones promote collaboration, provide affordable workspaces, and offer support for training, networking, and enterprise development Consider their impact in regeneration projects
3. Strengthen Leadership and share good news
Visible champions at regional and national levels can advocate for the creative sector, linking it to broader economic and social goals Leaders should also be championing Winchester’s success stories and impact in the creative economy
4. Reframing Winchester’s Creative Identity
Moving beyond a heritage-focused narrative to position Winchester as a modern creative hub will attract young talent and innovative businesses
5. Leveraging Data and Strategy
Understanding the sector’s full scope will unlock opportunities for growth and inform strategic planning.
Ten principles for good creative economic growth
1
Align leaders with regional and national creative policy priorities
3
9 7 5
Strengthen evidence for future planning
Winchester needs to own its success
Build for the future, not just the present
Overcome delivery and political cycle incompatibility
2
Consolidate: Create a front door for creatives
4
Explore Private/Public Partnerships
10 8 6
Adopt a sector approach, not just a geographic one
Embrace the complex creative ecosystem
Use Culture as part of a ‘toolkit’ to address city challenges
Transform: Systems Change
Ten brand principles for good creative growth 1 2 3 4 5 6 7 8 9 10
Reframe: Value Change
Reinvent: Identity Change
Believe in dreamers - they could become gamechangers
Make friends across the District and beyond
Learn creative language digital and visual Join the dots
Be accessible, don’t be hidden from view
Create a strong visual identity
Lead with Purpose
Ten principles to engage young people in the creative scene
Launch a Creative Enterprise Zone with creative skills at its heart
1 2
Strengthen skills development for young people
3 4 5 6 7 8 9
Set up a creative digital exchange to improve access
Connect with youth-led creative programs beyond winchester
Launch a District wide ‘Discover! Creative Careers Week
Refresh the Cultural Education Partnership group
Futureproof connections by centralising information
Celebrate Young Creatives Formalise Creative Networks Across the District
10
Put young people at the heart of the process
Nutshell Cabaret Night
Acknowledgements
A big thank you to the following organisations and businesses that have provided invaluable advice, perspectives and information towards the Creative Youth, Brand and Creative Economy Reviews 2024
Thursday Studio. University of Winchester. University of Southampton. University of Sussex Policy & Evidence Centre RIBA Hampshire Winchester School of Art Jolyon
Knott Emily Monsell-Holden British Council Stephanie Swan Winchester District Ward
Councillors Maven Workspace Kings School Westgate School European Creative Hub Network. Canopy Studio. Swanmore School. Henry Beaufort School. Chaos Network. Creative Network South. Royal Society of Arts. A Space Arts. SEEN Agency. Nutshell
Theatre Creative UK Design Council Creative Assembly Collective Studio Providers Network CTS Consulting Workshop Workspace Winchester Cathedral Igloo Winchester Youth Counselling Network IBM Susanne Edwards Peter Symonds Adult Education Peter Symonds Sixth Form. Urban Sketch Group. Hampshire County Council. Mayor of London Culture Team. Creative Colchester. Film London. Arts Council. Boomtown Festival. Frome Studio Network. Innovate UK, The Saturday Club
About Worthwhile Works
Worthwhile Works was commissioned to produce this Handbook because of our expertise in the creative industries and cultural strategy The aim of the Handbook is to build on the Cultural Strategy and provide a snapshot of the current creative economy and serve as source of ideas and reference g to help the growth of the local creative scene.
Based in Winchester, we co-own two successful local businesses, The Handmade Cyclist and South Downs Social. Together, these businesses employ 15 local staff, generate over £1 million in turnover, and have earned recognition for their achievements. South Downs Social was named a finalist in the 2024 Hampshire Business Awards and Winchester Business Excellence Awards.
Our experience extends to shaping national and international cultural policy, having worked with organisations such as the Department for Culture Media & Sport, the Department for International Trade, the London Development Agency, the Foreign Office, Creative London, the Mayor of London, the World Cities Culture Forum, and the British Phonographic Industry & Brit Awards.
Wendy has played a leading role in driving economic strategy. She served on the boards of the DCMS Creative Exports Committee and Music Exports Committee, where she actively lobbied for improved trade deals for the UK record industry She authored the strategic plan that repositioned London Fashion Week as a global leader in the fashion industry and established the British Embassy at SXSW This initiative helped create the PRS Showcasing Fund, which has supported UK artists on the international stage Wendy is also recognised as a Bloomberg Tech Fellow
Neil brings a wealth of practical experience to the creative sector As a former concert promoter, he worked on all major UK festivals and represented bands such as Radiohead, Coldplay, and Foo Fighters He also served as Head of Live Music for BBC Radio and delivered BBC Radio 1 Big Weekend in cities across the UK, BBC Radio 2 Hyde Park, BBC 6 Music Festival and 1Xtra & Teen Awards
This combination of strategic and practical experience gives us a unique perspective on the transformative power of the creative industries, where we have witnessed many dreamers become gamechangers
