As always, there’s always a lot going on in my portfolio and it’s great to have the opportunity to dig deeper into some aspects.
In November, alongside Creative Island, we announced the long-awaited Island Culture Strategy. It provides a blueprint for all creative people to work from. The IW Council’s Regeneration Strategy, published in 2019, states that around a third of all workers are employed in creative roles, demonstrating how important it is to recognize and support this sector. I am.
Our cultural assets and activities are also a big draw for visitors. At the Isle of Wight Visit Conference earlier this month, we learned that 38 per cent of our economy is dependent on tourism. The existence of a strong and supported cultural sector is therefore inextricably linked to our economy. The island is also a priority location for Arts Council England, bringing us valuable investment. Currently, our national portfolio organizations have increased from two to five. This means the organization will guarantee him core funding for four years, allowing him to focus on his activities across the island. In April, the National Council of Arts Council England will visit the island. This is a great honor and an opportunity to showcase our work.
We are currently waiting to hear whether our application from Arts Council England for funding to make physical improvements to Dinosaur Island will be successful, and we will make a separate application for the Guildhall in Newport. This is what we are doing.
Sandown Town Hall, another listed building owned by the council, has received a £3.1m investment from the Government’s Youth Investment Fund and work is underway. Similarly, we are awaiting a decision on applications to improve the accessibility of Cowes and Ryde libraries. Ryde has now received an impressive investment from the Government of £20m over 10 years and understands that the rejuvenation of Ryde Town Hall is a real possibility.
It’s always difficult when finances are tight and bidding for funding takes a lot of effort. But doing nothing is costly: buildings deteriorate, services decline, and costs increase. Seizing opportunities and working in partnership is a fundamental part of our turnaround strategy.
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