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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
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.