Cultural Strategy
We assisted a local authority to develop its Cultural Strategy. We believe the way we approached this task is instructive and exemplifies our approach to complex commissions. In terms of the strategy development process we had three initial aims. To:
- create the context for a series of conversations about 'culture', its meaning and scope
- prevent the strategy development process starting with discussions, and remaining within, specialist interest areas
- initially to direct attention away from service plans and boundaries.
Our approach was summarised in a Common Knowledge briefing paper accepted by the cross-sectoral Cultural Strategy Group.
Culture
Experience suggests that a number of local authorities have found it difficult to grasp or value ideas about 'culture'. There are also indications that whilst local authorities have developed a certain adeptness in implementing cultural development processes, these do not necessarily translate into rich strategy content.
It will be useful to say a few words about culture.
Culture is understood as ways of life encompassing values, traditions, beliefs, conflict and coexistence, engagements born of free choice, and the meaning and values we ascribe to activities.
"A culture is always ways of life in transmission, both within and between generations and social groups. A cultural strategy should, therefore, draw attention to the necessary connection between adults and children and what this might mean in practice."
Extract from 'Play as Culture: incorporating play into cultural strategies'
A Cultural Strategy, therefore, is not only about capital 'C' Culture - for example, Arts, Museums, Theatre - but also and as importantly about 'ways of life' - the way we are, the way we wish to be.
Proposed Approach
The approach accepted by the local authority is based on the following rationale.
Cultural and social life are two sides of the same coin. If you have one, you have the other. It follows that cultural and social life are necessarily based on, and form the context for, relationships. The headings below, therefore, are grouped around themes of relationship.
The themes will form the basis of working groups comprising a range of interests and specialisms.
Each theme will be divided into subheadings:
- analysis/description of theme
- action/recommendations.
Themes
- The relationship between the City, its past, present and future.
- People's relationship with the City they share in common
- The relationship of the City to its region, nation, Europe and beyond
- The relationship between and within generations
- The relationship with the built environment
- The relationship with the 'natural' environment
- The relationship with time
- People's relationship with learning, information and knowledge
- relationship with governance
- People's relationship with their localities
The themes have the status of 'working tools'. There is every possibility that in the final Cultural Strategy document a number of themes will collapse into each other or be superseded by other headings. Indications are that the 'themes' are performing their functions in respect of our three initial aims detailed above.
Subject/concept headings
In addition to the broad brush themes above, the strategy will focus on key ideas and interest areas. These would include, for example: significance of arts and sports; children's play; theatre; intrinsic value; outputs and outcomes; the scope and limitation of user surveys; the economic benefits of tourism; cultural industries; the relationship of 'flagship' or 'destination' venues to local facilities; 'community' - use and misuse of the term; the relationship between self-confidence and risk taking.
