Cultural Strategy: Using Innovative Ideologies to Build Breakthrough Brands

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Exploring partnerships and joint projects has worked well in the past to allow organisations to utilise the facility at greatly reduced cost in exchange for students gaining free access to arts experiences. The Dorset Local Industrial Strategy identifies the creative and digital sectors as key agents of growth into the future as we seek to balance the challenges of an aging population with the need to create good jobs for the 21st Century and have the skills in place to deliver those jobs.

Culture Chelmsford publishes first district-wide Cultural Culture Chelmsford publishes first district-wide Cultural

There is a large public engagement with heritage. Archaeology and research into local history are popular recreational activities, engaged in by many locals and visitors. Dorset’s important archaeology attracts research by a wide range of students and senior academics. The numbers of young people in care has risen significantly over the last 10 years. Pupil achievement in Dorset is around the national average and there are increasing numbers of children electively home educated.This investment priority will support the cultural infrastructure necessary for a thriving cultural ecosystem. Activate Degradation and loss of cultural fabric such as historic building and landscapes risks loss of local distinctiveness and sense of place. Transforming under-used public spaces into vibrant and diverse cultural destinations. Imagine a diverse city with vibrant public and cultural spaces The UK government responded to calls for cultural sector-specific support with the provision of the Culture Recovery Fund. We have a diverse mix of organisations of varying scale based in Dorset, those supported through Arts Council England’s national portfolio programme (including museums, arts centres and organisations, festivals and touring companies), local authority supported libraries, museums and archives, organisations and venues including (voluntary run) museums, arts centres, theatres and organisations specialising in participatory arts and creative learning.

Cultural strategy in a box - Local Government Association

Our cultural offer ranges from grassroots organisations delivering creative opportunities for local communities to large scale cultural events which attract great numbers of visitors and are of UK and international significance. our arts, heritage and cultural offer is accessible and open to everyone; encouraging more people to regularly engage in arts, heritage and culture We recognise the limitations of previous approaches, in particular, an over-emphasis on linear and transactional relationships. At times there has been a disconnect between recognising the benefits and understanding the value of culture. However, successive cultural strategies have helped to lay a strong foundation for what we will now take forward as a new lateral and integrated approach to cultural development and placemaking. The Compact will support collective, co-ordinated action to grow and sustain the cultural ecosystem. This will involve aligning activity and funding, and levering additional human, financial and property resources, in support of an agreed local purpose. The Compact will be the primary vehicle for discussion between local partners and with government about how best to deploy culture for the city. Each city’s Compact will have a distinctive purpose, according to need and opportunity.Supporting cultural excellence, cultural planning and cultural entrepreneurialism by providing support for artistic innovation and improved networking. Increasing the contribution of both public and private cultural sectors to inclusive economic growth. Imagine a city confident of our place in the world The Belfast Agenda recognises the city’s abundance of open space including parks, playing fields, greenways as well as the River Lagan and Belfast Hills. These spaces are complemented by our historic and contemporary cultural venues including our museums, theatres and galleries. The challenge is to ensure the purpose and use of these places reflect the diversity of our city. Importantly we are also committed to moving beyond grants-based models to explore new forms of investment. The recent Cultural Enquiry published by the Core Cities network of the UK has presented a number of recommendations that merit serious consideration of how they might be applied in the local context. This includes the potential of establishing a tourism levy that would act as a tax on overnight visitors into the city and would be directly reinvested in local cultural development. These recommendations include more effective use of cultural assets as well as new ways of investing in culture through greater collaboration between the private and public sectors.

Cultural Strategy 2018-2027 | Milton Keynes MK Creative and Cultural Strategy 2018-2027 | Milton Keynes

A landowner and planning body which can embed creativity into the urban fabric and act as a beacon of place-based regeneration. The Arts Development Company and Dorset Music Hub will lead on this area of work, establishing a focussed network of cultural education stakeholders and learning from regional and national partners. Our year is designed to create a collective moment for the city. The programme does not have a final destination. If the purpose of this wider strategy is cultural transformation then the legacy of 2023 is that in activating a new sense of place we can find new senses of belonging.

At home in 2023

The cultural, social and economic impacts of events cut across all areas of the Belfast Agenda. The decision to bid for the European Capital of Culture indicated that there is a desire to enhance the quality and ambition of the cultural offer in Belfast through closer partnerships within the city, across the region and internationally. We are starting from a strong position. However, from this foundation we must commit to a long-term and strategic approach to events that supports the wider ambitions of this strategy. Despite the richness of Belfast’s cultural offer and a number of significant successes in recent years, the city has not yet established itself as an events destination. What the city has demonstrated is the potential to be different, authentic and distinctly Belfast. Events can challenge and articulate a city’s diverse identity and personality. Public engagement must underpin our city’s new approach to developing events and festivals. Successful cities of culture have shown that investment in homegrown talent has long-term and measurable impacts. Finally, in this age of hybrid work arrangements, gaining clarity around where and when your team is expected to work is essential. Even in-office team structures can offer a high degree of flexibility. Codifying the company’s philosophy and approach allows for greater transparency, trust and equity across groups. These strategic choices will impact the culture. And it's not just about what is decided, but also how the principles are considered, shaped and communicated to the team.