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Creativity and Cultural for All: Cambridge City Council’s Cultural Strategy (2024-2029)

Meeting: 18/01/2024 - Environment and Community Scrutiny Committee (Item 8)

8 Creativity and Culture for All: Cambridge City Council’s Cultural Strategy (2024-2029) pdf icon PDF 241 KB

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Matter for Decision

The Cultural Strategy strategic principles were developed as a pre-cursor to a final Strategy. It set out a framework for proposals around the impact Culture has on key aspects of wider Council activity; commitment and role across the City’s cultural activity and development.


Between now and the final strategy, officers would focus on:

- Alignment with wider work in the City.

- Understanding how best to measure the impact of such a Strategy.

- Continued discussion on a shared focus for Cultural Development in the City.

- Internal action plan.


Decision of Executive Councillor for Communities

Agreed the strategic principles for Creativity and Culture for all: Cambridge City Council’s Cultural Strategy (2004 – 2029).


Reason for the Decision

As set out in the Officer’s report.


Any Alternative Options Considered and Rejected

Not applicable.


Scrutiny Considerations

The Committee received a report from the Culture & Community Manager.


The Culture & Community Manager said the following in response to Members’ questions:

      i.          Officers consulted with the community, the City Council did not take a top down approach to culture. The final strategy was expected in March 2024. A broad principles document was being considered at this committee members. It was  a high level document. The more detailed final strategy would set out the Council’s accessible approach to culture so it could be enjoyed by all, including children and disabled people.

     ii.          A Youth Strategy was in development.

   iii.          Officers acknowledged in the Cultural Strategy they could do more to measure the success and impact of work they do.

   iv.          A matrix of success was planned. This would include community cohesion, digital inclusion, skills and learning, involvement of residents in their neighbourhoods and city centre (place making)  alongside economic benefits.


The Committee unanimously resolved to endorse the recommendation.


The Executive Councillor approved the recommendation.


Conflicts of Interest Declared by the Executive Councillor (and any Dispensations Granted)

No conflicts of interest were declared by the Executive Councillor.