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. 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. 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. Priorities under this theme will facilitate and explore new ways of working, taking more risks and helping artists to have more autonomy to engage with citizens in new and creative ways. The city is a major tourist destination for the West Midlands and successfully attracts new businesses and investment, particularly in high- tech creative industries, talent development and cultural production. An additional goal was added in early 2022, following public consultation as part of a strategyreview and refresh process:

Cultural Strategy 2018-2027 | Milton Keynes MK Creative and Cultural Strategy 2018-2027 | Milton Keynes

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 Richly ornate: this industrial powerhouse of the 19th and early 20th centuries has lavish facades and gorgeous interiors - not just the grand civic buildings but its pubs and cafés and hotels. And rich in culture, talent and creativity: with our history of making things, our extraordinary street art, our live music scene, our sporting legends and our unique dialect that helps give this city its different sound. Belfast’s long been home to creators who dare to dream - industrial designers and innovators, technicians and craftspeople, as well as artists, writers and poets, music and film-makers. Our case study suggests that team meetings are becoming inefficient, with performance standards all over the map. A focus on good meeting hygiene is a great place to start. Are meetings fun and engaging? Is everyone clear about their purpose with an agenda? Do people walk away with clear next steps, a timeline and their distinct role to play? Are meetings a good use of everyone's synchronous time together? If not, offering guidance on meeting best practices and expectations can shape culture by influencing how teams engage in these forums. The Belfast Agenda sets out an ambitious vision for a city that is energised, vibrant and connected. The opportunity for this transformation is considerable, however, the challenges are significant. Each of these descriptors - energised, vibrant and connected - speak to specific cultural values. It is in this space that our artists and cultural players can lead in imagining this transformed city.This Cultural Strategy is for the Dorset Council area of Dorset. The other unitary authority in Dorset – Bournemouth, Christchurch and Poole (BCP) will also have a new Cultural Strategy in place by the end of December 2021. for strategic bodies such as Dorset Local Enterprise Partnership (LEP), Local Authorities and strategic boards for example Our Dorset, Dorset’s integrated care system contribute to placemaking by using public spaces in innovative ways to shape identity, regenerate the city and tell new stories 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.

Cultural strategy - Southwark Council Cultural strategy - Southwark Council

It is the relationship between an individual’s sense of belonging and a sense of place that we create a collective experience of Belfast as our home. Chapter 4: A city creating New approaches We co-produce with communities and develop meaningful participatory projects which have a long- lasting legacy. The cultural, social and economic impacts of events cut across all areas of the Belfast Agenda. The decision to bid for the European Capital of Culture indicated that there is a desire to enhance the quality and ambition of the cultural offer in Belfast through closer partnerships within the city, across the region and internationally. We are starting from a strong position. However, from this foundation we must commit to a long-term and strategic approach to events that supports the wider ambitions of this strategy. Despite the richness of Belfast’s cultural offer and a number of significant successes in recent years, the city has not yet established itself as an events destination. What the city has demonstrated is the potential to be different, authentic and distinctly Belfast. Events can challenge and articulate a city’s diverse identity and personality. Public engagement must underpin our city’s new approach to developing events and festivals. Successful cities of culture have shown that investment in homegrown talent has long-term and measurable impacts. 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. 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.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. This investment approach takes the long view required to deliver transformation for the city. It recognises that the first priority must be to invest in a healthy cultural ecosystem. This is essential if we are to realise the wider social benefits and economic dividends that we know cities of culture can deliver. We recognise the importance of public investment in culture. However, we also accept the reality that cities must develop new ways of raising finance as well as new types of cultural investment beyond traditional grant models. It is in this area that a new role for council emerges. Belfast City Council will take a lead role in developing public-private forms of investment working with partners to leverage new investment into the city. As we develop the investment programme all associated funding schemes will be subject to detailed published assessment criteria. 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 The next phase will be to reach agreement with all of our partners on how we take forward this Compact including the co-design of implementation plans to fulfil these commitments. Cultural enquiry: City compact Purpose: to co-create and co-deliver a holistic vision for culture in cities The opportunity for the people of Belfast to be involved in shaping and renewing the stories of the city is at the heart of this project. This will be an experience that is truly of the place with the power to evolve our city narratives past, present and future. Listening in

Cultural Strategy City of London Cultural Strategy

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. 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 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. Culture makes a major contribution to encouraging healthy lifestyles and physical activity. Goal 5: Economic GrowthA culturally vibrant city must take risks. The citizens of Belfast have indicated that they are ready to challenge traditional mind-sets and take a culture-led leap into the future. Cultural, arts and heritage organisations have 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)