Cultural Strategy: Using Innovative Ideologies to Build Breakthrough Brands

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Cultural Strategy: Using Innovative Ideologies to Build Breakthrough Brands

Cultural Strategy: Using Innovative Ideologies to Build Breakthrough Brands

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During 2023 we will launch a year-long programme of immersive cultural activity on a scale that Belfast has never seen before. So much more than a festival, Belfast 2023 will be a landmark in the delivery of the cultural ambition set out in A city imagining and a call to action for our next generation of cultural leaders. The Belfast Agenda has helped establish a new approach to partnership working. This must also be applied to cultural development and investment in the city across a range of public and private partners. All children and young people have an entitlement to the arts and digital creativity in schools and in their community which is not limited by family income, location or age.

Five Steps To Building Your Culture Strategy - Forbes

Bidding for the designation of European Capital of Culture has been a tremendous catalyst for doing things differently. Despite the end of this competition, we have decided that we must build on the momentum generated during the bidding process and push Belfast to realise its full potential as a destination city where people want to live, work and visit. We are following through with plans to make 2023 a celebratory year co-created by local people for themselves and visitors to enjoy. To support the cultural strategy, we aim to develop place based cultural delivery plans (CDPs). These CDP's will bring together the Heritage, Tourism and Cultural Strategies with clear and achievable deliverables. As part of the process to develop the approach to these plans, we will be piloting the approach in two areas: Holme Valley South Ward and the Batley and Spen localitiy. This is to determine what is best method of delivery, facilitation, and administration of the CDP's.

The themes

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. 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. Local governments must be able to take on different roles as leaders, financial supporters, facilitators and, sometimes, just as observers. They must also accept overall responsibility for creating an enabling environment for sustainable development and cultural participation. The Dorset Local Industrial Strategy identifies the creative and digital sectors as key agents of growth into the future as we seek to balance the challenges of an aging population with the need to create good jobs for the 21st Century and have the skills in place to deliver those jobs.

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

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. To increase access to culture for all, with a specific focus on reaching residents that encounter physical, social and economic barriers. A long term custodian of heritage but also a facilitator of innovation, creative talent and new entrepreneurial ideas. In presenting a long view of cultural transformation we must consider the critical role of governance in supporting the delivery of strategic priorities. Our proposed approach will be shaped by a number of commitments that have been strongly influenced by Agenda 21 for Culture and the Core Cities’ Cultural Enquiry. The multifaceted social history of Dorset’s historic towns and their traditions are preserved and shared in a dynamic network of community museums from Swanage to Sturminster Newton.

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. There 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. Consider not only how to attract more diverse employees, but practical ways to support, develop and promote these team members throughout their employee journey. Finally, codify the qualities of people who exemplify the culture you’re aiming to create. In our example of inconsistent performance standards, this strategic step may reveal the need to set clearer expectations, coach and build skills and offer practices to drive accountability.

Culture Strategy | Kirklees Council Culture Strategy | Kirklees Council

A city ready for future challenges must also support innovation and experimentation. A new approach to project grants will consider opportunities for catalyst funding. Many local cultural venues and events are run at parish and town level by volunteers and amateur groups. Building the creative capacity of our citizens and cultural sector to allow people to express their own cultural identities and respect and learn about other cultures.Young people expressed a desire to see more of the following events across Dorset in the future: Festivals followed by Music and Theatre.



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