Joined in 2023 
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63 About this deal
Communities and individuals will be empowered to celebrate and share their heritage, culture, abilities and identity and take part in the cultural life of the city. 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.
Cultural strategy in a box - Local Government Association
The creative potential of our young people is being nurtured by our Children’s Services and City Lions officers through a range of school partnerships, industry events and cultural enrichment activities. We already offer a range of arts and wellbeing initiatives, but our new Strategy looks at whether we can do more with others on this front. 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.Supporting cultural excellence, cultural planning and cultural entrepreneurialism by providing support for artistic innovation and improved networking.
Cultural Strategy for Dumfries and Galloway 2022 - 2030 A Cultural Strategy for Dumfries and Galloway 2022 - 2030
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.
Our investment approach
Venue: Venue: University of Huddersfield Queensgate Campus Oastler Building OA4/02 Queensgate Huddersfield HD1 3DH 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 engage with public sector, private sector, cultural sector and citizens in the ongoing development of cultural policies
Cultural Strategy 2018-2027 | Milton Keynes MK Creative and Cultural Strategy 2018-2027 | Milton Keynes
Realising Belfast’s ambition to become a culturally vibrant city requires public investment in our creative and cultural lives. This investment should recognise the intrinsic value of culture in our city. The Belfast Agenda also recognises culture and creativity as essential to delivering better health and well-being for our citizens as well as providing a platform for access and inclusive growth. Cultural projects can and should present compelling investment propositions to a wide range of public and private investors. Investing in connected, resilient and sustainable infrastructure of quality cultural spaces across the city. This will also include digital spaces. Our new Cultural Strategy refresh engagement document sets out a 2022-2025 Action Plan for progress towards the ten year goals. Please read it here then complete our survey here and, where you can, commit to supporting those actions and outcomes which are relevant to you, your organisation and future planning. The principle of being investment ready is also one that applies to Belfast City Council. The ambitions set out in this strategy require organisational development to ensure that we can develop the resources, skills and capacity to deliver. What happens next?A city ready for future challenges must also support innovation and experimentation. A new approach to project grants will consider opportunities for catalyst funding. for strategic bodies such as Dorset Local Enterprise Partnership (LEP), Local Authorities and strategic boards for example Our Dorset, Dorset’s integrated care system
Cultural Strategy City of London Cultural Strategy
It is in working this way that our collective city can hear new voices and people are encouraged to open up about challenging questions of belonging. Cultural vibrancy emanates from creators, participants, volunteers and audiences. This can drive new forms of citizenship that in turn support our aspiration of being a resilient city that leaves no-one behind. 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.
Placemaking
It is an ambitious document and we will only successfully deliver on the priorities in the strategy if we work in partnership to enable this to happen. Over the last 20 years, arts, heritage and cultural organisations in Dorset have led the way nationally in supporting multi-disciplinary local authority teams (including AONB), to work collaboratively with creative practitioners on making our public spaces special. Supported by the Belfast Region City Deal, the core element of the Hub will be the Belfast Story. This major cultural attraction will invite visitors to explore the many stories of the city and its people through an immersive, multi-gallery experience. The galleries will draw on the full range of interpretative techniques, using a combination of multi-media technologies, selected objects and creative responses to reveal the histories, personal secrets and fascinating facts about Belfast. They have secured Erasmus+ funding to work up land- based residencies and laboratories for Europe and Dorset-based artists and audiences with partner Dorset AONB.
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