Cultural Strategy: Using Innovative Ideologies to Build Breakthrough Brands

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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. City events have an important role within the wider cultural offer of Belfast. Events can tell stories, connect people and present new perspectives on our place. To support these active forms of participation and co-creation we must better understand the existing obstacles to citizens’ access and engagement in cultural life. We must also support and strengthen those organisations devoted to culture and value the important contribution they make to the life of our city. Chapter 3: A city challenging Diversity Long standing global approaches to sustainable city development have recognised the importance of social, ecological and economic factors and the interconnections between each of these three pillars. In the 21st century, there has been an increased awareness of the need to understand and value a fourth pillar. This is what Culture 21 refers to as the cultural dimension. In doing so cities not only recognise the important relationship that culture has with the three other pillars but also the need to protect the integrity of a clear cultural agenda by applying a cultural lens to all areas of local policy making.

Cultural strategy in a box - Local Government Association

The depth and breadth of existing partnerships and networks between cultural players (including educational, sports, community and voluntary) is already evident. The positive impact of these connections has ripple effects across many sectors at a city and regional level as well as securing Belfast’s place within the global creative economy. Belfast will facilitate, support and maintain city, regional and international networks and collaborative partnerships on a range of levels, from the individual artist to established cultural institutions. Priorities Investing in connected, resilient and sustainable infrastructure of quality cultural spaces across the city. This will also include digital spaces. a city of innovation and experimentation. A city creating supports the next evolution of this story. Chapter 5: A city exploring Our place in the world Economy: we will position arts, heritage and culture as part of Dorset’s sustainable economic growth, ensuring all communities across Dorset benefit. The immediate shift to delivering digital programmes has highlighted some gaps in skills and resources. However, the culture sector embraced online delivery through live streaming events, producing creative and participatory digital content and using online platforms and social media as a creative tool to reach global audiences.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.

Cultural strategy — Exeter Culture Cultural strategy — Exeter Culture

To support the cultural strategy, we aim to develop place based cultural delivery plans (CDPs). These CDP's will bring together the Heritage, Tourism and Cultural Strategies with clear and achievable deliverables. As part of the process to develop the approach to these plans, we will be piloting the approach in two areas: Holme Valley South Ward and the Batley and Spen localitiy. This is to determine what is best method of delivery, facilitation, and administration of the CDP's. A city ready for future challenges must also support innovation and experimentation. A new approach to project grants will consider opportunities for catalyst funding. Humanity faces the combined catastrophes of climate change, a mass extinction of vital biodiversity and a degradation of ecosystems health. Encouraging environmental responsibility and resilience by understanding and adapting cultural behaviours. A significant proportion of revenue funded organisations (2021-2024) will be asked to measure their social impact through the HACT social value calculator which measures both social and wellbeing impacts and savings to the NHS.By 2026 we want Dorset’s arts, heritage and culture to be a significant force for positive change. Dorset will have a full and diverse programme of meaningful cultural experiences all across our county that will improve wellbeing, reduce inequalities, build an environmentally conscious society and sustain a healthy economy. There are 4 overarching priorities The Belfast Agenda has helped establish a new approach to partnership working. This must also be applied to cultural development and investment in the city across a range of public and private partners. These museums work collectively with the assistance of the South West Museum Development Programme and the Dorset Museums Association to mentor each other and improve their offer to the public.