Cultural Strategy: Using Innovative Ideologies to Build Breakthrough Brands

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Shouldered by hills and both challenged and sustained by waterways, Belfast has been characterised by forces of endurance and determination since ancient times. Archaeologists have documented at least 9,000 years of human settlement in the mountains and high ground around modern-day Belfast. The importance of geography - both its tests and opportunities - has been evident through the long and compelling story of the city’s development. Fast forward to 21st century Belfast and the landscape has become a cityscape, moulded by a new ebb and flow, by the tides of people living in, sharing and coming to visit the remarkable place that we call home. New perspectives 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. Artistic Director of Gobbledegook Lorna Rees has toured internationally with Ear Trumpet, and Stuff and Nonsense , led by Artistic Director Niki McCretton, work with children, families, artists and theatres from across the globe. 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. We have a wealth of freelancers, artists, curators, producers and technicians in Dorset who work independently as well as bring their expertise to many of the organisations and festivals above.

Cultural Strategy City of London Cultural Strategy

Kinetics was initially produced by Dorchester Arts as a touring stage play. With their support Sue established DT2 Productions and Kinetics was made into a 45-minute feature film shown by Parkinson's groups and medical institutions in the USA, Canada and Holland and was featured at the World Parkinson's Congress in Kyoto in 2019. They work collaboratively with arts organisations to create space for both visual and performance art and link with local public bodies and charities to partner on meaningful community projects. 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. Potentially there will also be extensive, positive opportunities for cultural venues and organisations arising from the predicted growth of domestic tourism within the South West and UK. It’s something we all create collectively that encompasses everything about us, the identity of the people, all striving for beautiful together. It’s a collective way of thinking that we all express uniquely, fragments of society all glued together to tell our story. It’s having a vision to motivate change, being proud and expressing yourself, turning emotion into action, giving life meaning and making things better.

Raymond Williams

We can see that our future is there for the imagining and that we must do this together. It will take great courage, some patience and a lot of creativity but imagination is a gift and action a responsibility.

Five Steps To Building Your Culture Strategy - Forbes

we continue to retain strong relationships with key funders and stakeholders such as Arts Council England, National Lottery Heritage Fund, Historic England and the National Lottery Community Fund 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. For years some of us have felt the need to protect ourselves by turning inside and guarding our sense of belonging. But that was then and this is now. 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. There are countless independent breweries in Dorset, numerous food festivals – one of the largest being Dorset’s seafood festival held in Weymouth and the locally produced cheese, Dorset Blue Vinney is one of our most famous food exports.In the Dorset museum sector, regular regional data gathering, highlights that on average over 1000 volunteers contribute over 100,000 hours annually, with many contributing specialist skills and professional advice and support. 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. The Artsreach performance programme is managed by a small staff team at the Little Keep in Dorchester, working with a network of more than 300 volunteers to put on more than 150 professional events every year, mainly in village halls. Tourism’s still relatively new here, and the people go out of our way to make you feel welcome. There’s a generosity to strangers that can take the visitor by surprise … but it shouldn’t: it’s part of who we are.

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

We recognise that this is an ambitious approach. We are confident that by working together we can make Belfast a unique events destination. Opera Circus, has been based in Bridport in West Dorset for over 20 years having come from London where they had developed a reputation for high quality award winning devised experimental work using opera and physical theatre, touring widely in the UK and globally. Opera Circus’s work with arts and young people, including arts exchanges with European partners, has brought over €600,000 into Dorset since 2012. The economic and social impact of the arts, heritage and cultural sector will be both evidenced and collated through Dorset Council. a city of innovation and experimentation. A city creating supports the next evolution of this story. Chapter 5: A city exploring Our place in the worldThis strategy seeks to sustain cultural activity and increase cultural impact by building capacity at a citizen, sector and city level. Critical to this will be the development of stronger regional cultural networks (formal and informal connections and opportunities supported by local authorities) that will allow for deeper collaboration and partnership working between Belfast and other areas. Belfast’s Destination Hub (the Hub) will be a landmark signature experience in the heart of the city centre that speaks to the essence of this vibrant place. This will be achieved through an innovative cluster of existing and new developments.

Cultural strategy in a box - Local Government Association

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. A city ready for future challenges must also support innovation and experimentation. A new approach to project grants will consider opportunities for catalyst funding. 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. 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 belonging can be defined as an individual’s feelings in relation to their sense of identity, their relationship to other people around them and their sense of place. Agenda 21 for Culture states that cultural rights guarantee the ability of everyone to identify with one or several cultural communities and to adapt this choice throughout their life. The exercise of cultural rights is essential for the development of a sustainable city. This also includes respect and understanding for the cultural rights of others. We believe that arts and creative practices can foster the confidence to imagine new and diverse senses of belonging in Belfast. PrioritiesIn practice, a leader may advise their direct reports not to work late nights and weekends or while on vacation; however, if these actions are modeled by the leader, they can easily translate to cultural norms that contribute to burnout. Investing in connected, resilient and sustainable infrastructure of quality cultural spaces across the city. This will also include digital spaces. Most cities claim their people are the best, however we truly believe that it’s our incredible people who give character and charm to Belfast. A city where people love to talk, to tell and share stories, to banter and make the visitor feel like they belong - that’s Belfast. Conversations are nourished as much by wonderful food as they are flavoured by local voices. You might have heard one story about Belfast but you certainly haven’t heard them all. Hidden depths (A maritime city) position Belfast as an international testing ground for new approaches to cultural engagement, development and placemaking