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Cultural Strategy: Using Innovative Ideologies to Build Breakthrough Brands

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Dorset is known nationally and internationally for the quality of its outdoor work, range of festivals (from community, grassroots to internationally significant) and for our artists and cultural organisations that use our unique environment as stimulus for creative work and experiences. Dorset is a predominately rural area with the largest town being Weymouth with a population of over 58,000. Globalisation and migration have increased diversity in cities across the world. Different dimensions of diversity intersect in multiple ways between individuals and communities. One of the city’s challenges is to create the conditions whereby Belfast’s open spaces and cultural venues offer opportunities for diverse encounters across and beyond different cultures, lifestyles and attitudes. Priorities

Cultural Strategy | by Erin Potts | A A Conversation about Cultural Strategy | by Erin Potts | A

The Government’s latest Further Education white paper encourages greater links between education and industry and at Weymouth College, they have Bay Theatre that houses professional touring companies, community groups, corporate events, stage schools and student productions. The next phase will be to reach agreement with all of our partners on how we take forward this Compact including the co-design of implementation plans to fulfil these commitments. Cultural enquiry: City compact Purpose: to co-create and co-deliver a holistic vision for culture in cities We hold internationally significant collections in Dorset, including the recently acquired Elisabeth Frink Collection of sculptures and prints hosted by Dorset County Museum and archives at the Dorset History Centre. Collections across Dorset have been designated as nationally significant by Arts Council England including The Tank Museum and the Etches Collection. Culture can play an important role in taking necessary leadership in combating these affects and help change behaviour as well as create new stories and visions for our world. To engage with public sector, private sector, cultural sector and citizens in the ongoing development of cultural policies

Dorset has strong ties with the Navy and Army, which have been well established since 1702. Bovington, Hamworthy, Blandford and West Moors are still active army bases, and the Tank Museum in Bovington draws millions of tourists and online audiences each year. 120,000 Australians were stationed in Dorset during WWI and headquartered in Weymouth (Anzac Day is still commemorated every year in Weymouth). The WW1 poet This will be supported through the Local Enterprise Partnership Investment Prospectus (2021-2031) and within this the identified need for a high quality cultural, heritage and hospitality infrastructure across Dorset over the next 10 years. Richly ornate: this industrial powerhouse of the 19th and early 20th centuries has lavish facades and gorgeous interiors - not just the grand civic buildings but its pubs and cafés and hotels. And rich in culture, talent and creativity: with our history of making things, our extraordinary street art, our live music scene, our sporting legends and our unique dialect that helps give this city its different sound. Belfast’s long been home to creators who dare to dream - industrial designers and innovators, technicians and craftspeople, as well as artists, writers and poets, music and film-makers. It is in working this way that our collective city can hear new voices and people are encouraged to open up about challenging questions of belonging. Cultural vibrancy emanates from creators, participants, volunteers and audiences. This can drive new forms of citizenship that in turn support our aspiration of being a resilient city that leaves no-one behind. Enabling a sense of belonging and sense of place through cultural participation to help encourage a strong civic identity that people can share and celebrate. Imagine an inclusive city where everyone actively participates in cultural life

Cultural Strategy 2017-2027 – Coventry City Council Coventry Cultural Strategy 2017-2027 – Coventry City Council

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. support the cultural life of the city by enabling our citizens to be active, dynamic and creative agents of changeThe culture sector encompasses organisations, freelancers, artists and creatives, public venues, institutions and activities. For the purpose of this strategy, this includes:

Cultural strategy — Exeter Culture Cultural strategy — Exeter Culture

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. This investment approach takes the long view required to deliver transformation for the city. It recognises that the first priority must be to invest in a healthy cultural ecosystem. This is essential if we are to realise the wider social benefits and economic dividends that we know cities of culture can deliver. We recognise the importance of public investment in culture. However, we also accept the reality that cities must develop new ways of raising finance as well as new types of cultural investment beyond traditional grant models. It is in this area that a new role for council emerges. Belfast City Council will take a lead role in developing public-private forms of investment working with partners to leverage new investment into the city. As we develop the investment programme all associated funding schemes will be subject to detailed published assessment criteria. Our approach to cultural development has been evolving since the publication of our first dedicated cultural strategy in 2003.New ways of working are required to grow and sustain cities in the 21st century. Belfast is a small city in terms of population but it has had a powerful impact on the world. To conserve this impact, we must develop new ways of partnership working and of making these partnerships one of the most recognisable assets of this place. To achieve this, Belfast is advocating a governance model based on the need to nurture lateral relationships and permeable networks which thrive on people-power and advocate an outward-looking approach. 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.

A City Imagining - Belfast City Council A City Imagining - Belfast City Council

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. Investing in connected, resilient and sustainable infrastructure of quality cultural spaces across the city. This will also include digital spaces. Enforced closures and ongoing uncertainty about future funding and trading conditions have put our cultural venues at risk.A long term custodian of heritage but also a facilitator of innovation, creative talent and new entrepreneurial ideas. The impact of which will be for key venues and organisations across the county to “level up” their facilities, lower their carbon footprint and increase their capacity to host high quality cultural activities both for residents and visitors. 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

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