CONFIDENTIAL

Written evidence submitted by

Stockton International Riverside Festival

What are the shared challenges faced by the major events industry?

The major events industry faces a range of shared challenges that impact its ability to deliver large-scale, high-quality experiences. One of the most pressing issues is the rising cost and complexity of infrastructure, which makes it increasingly difficult to stage ambitious outdoor events, particularly in the UK where there is an increasing demand for large scale work being made and presented by UK professionals. This includes securing suitable venues, managing logistics, and meeting stringent safety standards.

A significant talent development gap exists, especially in outdoor safety and production roles. The industry struggles to recruit and retain skilled professionals, which affects both the quality and safety of events. Compounding this is a shortage of local production professionals, equipment, and resources, leading to increased reliance on external suppliers and higher operational costs.

Counter-terrorism requirements have added another layer of complexity, requiring event organisers to implement advanced security measures that are both costly and resource-intensive. These regulations, while essential, can be a barrier to innovation and spontaneity in event design.

The industry faces a lack of sponsorship and significant funding, which limits the scope and scale of events. Without robust financial backing, organisers are often forced to compromise on creative ambition or operational excellence. Additionally, the cost-of-living crisis affects both audience attendance and artists’ capacity to create and tour work, leading to reduced engagement and fewer opportunities for cultural exchange.

Providing robust Access also comes with challenges for the industry: providing training to build needed expertise and undergoing consultation all come at a cost to budget and capacity for our team who are acutely aware that proper access to our events is needed to remove barriers to our audience for attendance.

There is a need for strategic investment, workforce development, and collaborative solutions to ensure the sustainability and growth of the sector.

What unique challenges does your event experience?

Our event faces a number of unique challenges, particularly due to operating within a local authority context. Resource limitations are a constant pressure, especially as we are a non-statutory service, which means investment is not guaranteed and often requires advocacy to secure.

Our external funding opportunities, such as through Arts Council England’s NPO programme, have remained at a standstill now for years, making it difficult to grow or innovate our festival programme and annual work without additional support.

Talent development is another key challenge within the North East of England and more specifically the Tees Valley. Accessing qualified staff - particularly producers, production managers, and safety personnel - is increasingly difficult, and the pool of experienced professionals is limited. This creates risks for both the quality and safety of our delivery.

Sustainability is a priority, but implementing environmentally responsible practices comes with added costs and requires specialist knowledge and capacity. Balancing these ambitions with budget constraints and staffing resource impact our small team’s wider capacity.

Data management also presents both a challenge and an opportunity. A well-managed CRM system could significantly improve relationships with audiences and artists, enhancing engagement and long-term development. However, this would require investment not only in the system itself but also in its ongoing management. This could be a valuable sector development opportunity that supports the wider Tees Valley and North.

Delivering high quality, inclusive, and sustainable events in our context demands creativity, resilience, and strategic partnerships. We’re proud of what we achieve, but these challenges do impact and limit the potential of our planning and delivery.

What untapped opportunities should the major events sector be exploring?

The major events sector has significant potential to expand its impact by exploring strategic business and corporate partnerships, which can unlock new sponsorship models and funding streams.

There’s also a need for environmentally proactive approaches to creation and delivery to both position major events as sector leaders in sustainability and to pioneer new ways of working.

Deeper collaboration with public health and wellbeing organisations could foster more meaningful community engagement, improve audience experiences, and support broader societal outcomes.

These opportunities enable the major events sector to become more resilient, socially responsible, and innovative within the UK’s cultural and economic landscapes.

What non-monetary changes would make a significant change to the events industry in a positive way?

A significant positive shift in the events industry could come from an attitudinal change to risk when commissioning new work – with a focus on embracing artistic risk despite the amplified risk while resources are stretched. The censorship of artists, stories and conversations that should take up space within public space, to spark change and challenge perception need to be supported not diluted. Artists need to be supported to take risks and grow their skills in order for sector aspiration can be raised. If this was wholeheartedly supported with inspiration and learning from the difference of international collaboration and difference, the UK’s major events industry will flourish, and audience experiences will be impactful and life affirming.

Additionally, ensuring proper investment in nurturing and supporting qualified production staff to work in a sustainable manner will retain employment and enable professional skills development thereby ensuring safer, more innovative delivery, raising artistic standards and supporting long-term sector sustainability and growth.

Where could there be better collaboration within the major events sector?

- Are there examples of different events joining up for mutually beneficial outcomes and, if so, what can be learnt from this?

Better collaboration within the major events sector could be achieved through stronger international partnerships that prioritise shared values such as diversity, artistic difference, and environmental responsibility.

Events that join forces across borders can offer richer experiences for audiences and artists alike, while reducing duplication and environmental impact through shared resources and touring models.

For example, festivals that co-commission new work or align programming schedules allow artists to reach wider audiences without excessive travel, supporting sustainability and creative risk. These collaborations also foster cultural exchange and innovation, encouraging bold outdoor arts commissions.

Learning from such models, the sector can build more resilient networks, reduce costs, and amplify impact. Collaboration rooted in shared purpose rather than competition can transform the sector into a more inclusive, sustainable, and artistically ambitious space.

Which Government bodies do you engage with as part of organising major events?

- How effective are they at helping with the issues you raise as priorities?

- What would you like to see put in place to address/improve this?

Our events are delivered by Stockton-on-Tees Borough Council (SBC). Significant support from the local council ensures alignment with regional priorities and enables strong logistical and community backing. Other key funders include Arts Council England (ACE) and the Department for Culture, Media and Sport (DCMS) and the Tees Valley Combined Authority (TVCA), all of which play key roles in supporting cultural programming particularly through their funding.

The current funding landscape is highly competitive and often funding processes are laborious, complex, and require a lot of capacity. Streamlined, more transparent processes would alleviate this pressure particularly in priority places. It is also worth noting, that while we are an NPO in a priority place, we have seen no uplift in funds nor had capacity to access any further funds to support our event delivery compared to before our location was assigned priority place.

Additionally improved collaboration between these bodies could help to both promote and share resources, and to support more ways for collaborations focusing on funds for the development of artists and the overall quality of work being produced in the UK through more strategic approaches which avoid super-serving the same artists and could enhance the infrastructure for communication and touring across the sector.

6. Where could there be better collaboration between major events organisers and Government/local authorities?

N/A

7. Are there Government models in other countries or devolved nations which make the organising of major events easier and what are the key lessons that can be learned?

N/A

8. What has or will likely be the impact of recent legislation either passed or going through Parliament currently on the major events industry?

- What, if any, further regulatory changes are needed to support major events?

While Martyn’s Law aims to improve public safety and preparedness, it also places considerable pressure on event organisers, especially smaller teams or community-led events, who may lack the capacity or resources to meet compliance requirements. The sector will need clear guidance and support to implement these changes without compromising creativity or accessibility.

The Hodge Report poses a significant impact on the work artists prioritise making in the UK as well as the way funding streams are accessed and used in our sector. Any changes recommended from this report need to be properly means tested and informed by the freelance culture sector, and the North of the country and its residents must continue to remain of focus in order to ensure the equitable support of artists and organisations nationally.

To support the sector, further regulatory changes should include:

• Simplified and inclusive funding processes, especially for priority places and underrepresented artists.
• Clearer guidance and transitional support for Martyn’s Law compliance.
• Investment in artist development and touring infrastructure, ensuring creativity, artistic risk, and diversity remain central. As a sector we must also continue to present international work for audiences and for artists to retain artistic diversity and difference, and to ensure processes for artists touring into the UK are streamlined with straightforward guidance for the understanding of both events organisers and international artists, particularly post-Brexit.
• Recognition of creative risk and innovation as essential to a vibrant cultural ecosystem.