Cultural Strategy: Using Innovative Ideologies to Build Breakthrough Brands

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Each village and town in Dorset have features of local distinctiveness which help shape local identity such as food and drink, heritage and the built environment and land/seascapes.

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

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 It is an ambitious document and we will only successfully deliver on the priorities in the strategy if we work in partnership to enable this to happen. Many local cultural venues and events are run at parish and town level by volunteers and amateur groups. Continuing our hypothetical case study, you may discover the leadership team brings starkly different core values. They may benefit from anchoring to the organizational purpose and making commitments to consistently develop and reinforce desired behaviors. It’s who we are and where we’re from, it’s everything that affects us, from the habits of our lives, to the way of the world. It doesn’t always work, and sometimes it divides us, but it’s always striving, always challenging us to come together. It’s a barometer of where society is at that goes beyond aesthetics, a way of thinking that’s both personal and collective. It’s a tone to identify with that creates harmonies across the city. It’s in us. It’s in everything we do. It’s how we live our lives.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. Dorset has many ‘flagship’ monuments and excavations, and a wealth of historic buildings and finds which continue to inspire high quality research, and enormous public interest and enthusiasm. Our new Cultural Strategy refresh engagement document sets out a 2022-2025 Action Plan for progress towards the ten year goals. Please read it here then complete our survey here and, where you can, commit to supporting those actions and outcomes which are relevant to you, your organisation and future planning. A collaborative approach to cultural provision will directly benefit our communities, visitors, and the local economy.

Cultural Strategy 2021 - 2025 | Westminster City Council

Developing a people focussed approach to cultural development by facilitating citizen and sector participation in setting priorities, decision-making and in the evaluation of cultural policies. We want to create a strategy that is about place, is of place and is place-based. It should be localised to celebrate our differences but over-arching to unite the district. For many people the city already has a thriving cultural scene including high quality sporting facilities and excellent examples of natural and built heritage. However, a vision of cultural inclusivity must push out to connect to all dimensions of cultural life including engagement, programming, accessibility, participation, audiences, volunteering and employment. The two Cultural Strategies are different from each other and will deliver on place-based priorities shaped around a predominantly rural area contrasting with a large conurbation.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. This strategy is a consolidation of the foundation, commitments and achievements of several preceding strategies and frameworks and commits the city to facilitating a new integrated phase of culture-led progress and development,with the individual at the heart of this process. By 2023 we also aspire to have achieved the designation of UNESCO City of Music for Belfast, to have embedded a new approach to festival and events in the city, and to be well on our way towards opening our new cultural attraction in the city centre. The priorities of this strategy, including a visioning tourism narrative for the city, will facilitate the creativity, capacity building and energy that is required in the lead up to this celebration and beyond. It is hoped the impact of the year will be a change that is felt at a personal level and borne out in the collective action of the city. At home in 2023 This Cultural Strategy was developed in the middle of the COVID pandemic which has severely affected the financial health of the culture sector across the UK. We have already created many creative policies and strategies to support what we're trying to achieve, however we would like to hear from you and give you the opportunity to have your say on the new cultural strategy.

Cultural Strategy for Dumfries and Galloway 2022 - 2030 A Cultural Strategy for Dumfries and Galloway 2022 - 2030

Furthermore, the relationship between these terms and the many strategies to enact change through them is important because cultural and narrative strategy are often used by the social justice field interchangeably. While the term “cultural strategy” tends to be favored by those working in arts and culture, “narrative strategy” tends to be favored by those working in organizing, policy and philanthropy. But culture and narrative are not interchangeable terms. Narrative is part of cultural strategy, and therefore the broad transformation of power such that worldviews and social norms have been realigned that is the goal of cultural strategy. Put another way, cultural strategy is most successful when a convergence of multiple narrative shifts move us toward social transformation. In this way, cultural strategy asks more of us — which is to think and act strategically to accomplish or amplify multiple narrative shifts in ways that add up to an ever-more equitable, inclusive and just world. Increasing the autonomy of the creative sectors to explore and shape the city’s evolving, rich and multiple cultural narratives. This investment priority will support outwardfacing opportunities including marketing and international co-operation. Our investment approachThere 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.