Cultural Strategy: Using Innovative Ideologies to Build Breakthrough Brands

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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 The artistic programme for the year will be structured around six flagship projects. Four of these projects will build on existing signature events in the city with a further two being special commissions for the year. The rationale for this is to support the long-term transformation of established cultural events as well as recognising a unique opportunity to commission new work of scale and international relevance. A culture, then, is like a galaxy. Ever expanding and evolving, a culture is comprised, in part, of narratives as the galaxy is comprised, in part, of constellations. The galaxy is where stars and constellations live — it is their home. Likewise, culture is home for story and narrative. And like all of the elements of the galaxy, story and narrative are in a constant state of motion and interaction — each influencing and being influenced by the others. As a result, culture is not static either. Why the relationship between them is important?

Cultural Strategy 2021 - 2025 | Westminster City Council

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. 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 Diversitycontribute to placemaking by using public spaces in innovative ways to shape identity, regenerate the city and tell new stories After getting a baseline and crafting a strategic point of view around the why, who, how, where and when of work, culture can then be periodically assessed. This leads to the reidentification of gaps and an opportunity for continuous process improvement. Much like other parts of the business, this strategic approach will ensure your culture isn’t merely an afterthought, but a core competitive advantage. And that’s a strategy any business should embrace. Collectively, Dorset’s museums attract over 900,000 visits per year (including 170,000+ children) and deliver approximately 1200 events annually. High profile temporary exhibitions, such as the 2019 Turner in Bridport make a strong and distinctive contribution to the cultural tourism offer. We recognise the limitations of previous approaches, in particular, an over-emphasis on linear and transactional relationships. At times there has been a disconnect between recognising the benefits and understanding the value of culture. However, successive cultural strategies have helped to lay a strong foundation for what we will now take forward as a new lateral and integrated approach to cultural development and placemaking.

Cultural Branding, Cultural Strategy, Cultural Douglas Holt: Cultural Branding, Cultural Strategy, Cultural

We are a city that confounds expectations. A city that’s like no other. For a capital city we’re small … compact. Our heart is big. Our spirit strong. Our energy palpable. Our character stout. Our humour dark. And the craic is mighty.

Priorities under this theme will aspire to cultivate creative environments for dynamic co-creation and synergy in our placemaking. 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. We are proposing to design a number of investment strands to support arts, heritage and events. These strands will be developed around the following four priorities. Anchor Our citizens, neighbourhoods and local communities are at the core of telling these stories. This in turn shapes places. This theme will support the development of cultural tourism across the city through a long-term commitment to local placemaking. Growing our sustainable cultural tourism product through a creative approach that respects the city’s heritage and communities.