These museums work collectively with the assistance of the South West Museum Development Programme and the Dorset Museums Association to mentor each other and improve their offer to the public.

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

Over the centuries, Dorset’s landscapes have inspired poets, authors, scientists and artists, many of whom have left a rich legacy of cultural associations. The best known of these is writer Thomas Hardy who was born and lived most of his life in the county. Many of the major themes in his work, the characters and the landscapes they inhabit, are drawn from the Dorset countryside. Transforming under-used public spaces into vibrant and diverse cultural destinations. Imagine a diverse city with vibrant public and cultural spaces

This new strategy will play a key part in the recovery of our sector. It will not only inform how Dorset Council will support the sector in the future, but it will set out a united direction forculture in our county for other stakeholders, funders, cross sector partners, Parish and Town Councils, organisations and individuals. Our local, independent businesses are often characterised as socially enterprising and community focused. Dorset is the UK’s second fastest growing area for business start- ups and 18% of rural Dorset’s workforce is self-employed. With a portfolio spanning over 80 countries, 200 cities and countless institutions and creative details, TFCC’s technical expertise and strategic thinking helps position culture and creativity at the heart of society. For a list of projects, please see www.tfconsultancy.co.uk We want the Cultural Strategy to drive positive change at the individual, sector and county level and to make culture more inclusive, accessible and visible for everyone in Dorset.

Cultural Strategy – Peterborough’s culture Peterborough Cultural Strategy – Peterborough’s culture

In 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. 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.This investment priority will support outwardfacing opportunities including marketing and international co-operation. Our investment approach Dorset has an above average aging population and the number of over 65s is growing by 2.2% per annum coupled with the number of 0-15-year olds expected to fall over the next 25 years. Kirklees has 23 wards and you can see how this looks in Kirklees and where the ward boundaries are defined by looking at the If we recognise the role of our cultural partners as collaborators and innovators, we should not approach the relationship with predetermined demands and precast solutions. The principle of reciprocity involves an open dialogue on the contribution of culture and creativity to all aspects of life in the city. Enabling a sense of belonging and sense of place through cultural participation to help encourage a strong civic identity that people can share and celebrate. Imagine an inclusive city where everyone actively participates in cultural life

Cultural Strategy City of London Cultural Strategy

The landscapes also continue to support traditional craft and trade such as coppicing and quarrying for Portland stone. The Cultural Enquiry produced for the Core Cities network recommends an adaptable model called a City Compact for how governance can support the delivery of a local vision for culture. The purpose of this City Compact model is to build capacity and maximise the investment required to deliver this shared vision. Famous scientists include palaeontologist Mary Anning who in the 1800’s became known around the world for finds she made in fossil beds in the cliffs at Lyme Regis. Each village and town in Dorset have features of local distinctiveness which help shape local identity such as food and drink, heritage and the built environment and land/seascapes.for national and local funding bodies (such as Arts Council England and National Lottery Heritage Fund, Historic England) seeking to verify or validate local need 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. Priorities The immediate shift to delivering digital programmes has highlighted some gaps in skills and resources. However, the culture sector embraced online delivery through live streaming events, producing creative and participatory digital content and using online platforms and social media as a creative tool to reach global audiences.

Birmingham cultural strategy | Birmingham City Council Birmingham cultural strategy | Birmingham City Council

Belfast has already committed to joining the Culture 21 Pilot Cities programme. Participation in this programme creates an opportunity for the city to be part of an international community. It also provides us with the support and guidance to take forward a number of specific actions that will respond to the local context as we embark on a process of truly embedding culture at the heart of our wider city agenda. Cultural 21 commitments

Author profile:

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. 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 Dorset is famous for its locally produced food and drink and this continues to be a big draw for tourists. Many esteemed chefs have taken up home in Dorset including the original River Cottage with Hugh Fearnley-Whittingstall, and the Oyster and Fish House restaurant in Lyme Regis run by chef Mark Hix.