Agenda item

To receive the report of the Deputy Town Clerk.

The Committee received the report of the Deputy Town Clerk that provided an update on activity between February and April 2025 on the development of the Cultural Strategy together with a forward look for the delivery plan to January 2026, and viewed a presentation by Things Made Public on the cultural strategy’s vision, definition, processes, and KPIs.

Referencing section 1 of the report (Culture Strategy Consultation Plan), Members commented on the international nature of the City of London and asked why there appeared to be so few international stakeholders (such as embassy contacts). The meeting heard that a focus group dedicated to global exchange had included embassies within the City alongside international touring and cultural organisations and that the international strand is expected to be further developed.

A Member sought clarification on the extent of resident engagement, noting in particular the importance of engaging with residents’ associations. The meeting heard that a local residents’ focus group had taken place that included under-represented resident representatives and that work is ongoing to involve hard-to-reach residents to ensure a balanced residents’ view. In response to a question on the kinds of questions being asked (as a way of supporting the process with constituents), the meeting heard that a report outlining the key questions and responses will be submitted to the Committee, alongside the online and hard-copy survey available to Members and the public.  

Members commented on the importance of creating space for additional target audiences as part of the cultural strategy alongside optimising for the existing target audience, as well as incorporating the City’s Global City of Sport strategy and nurturing a wide range of partnerships such as Visit England and tour operators in order to realise the scope of the ‘World in One City’ ambition (together with exploiting any cross-marketing initiatives). In response to a question on the extent to which the Cultural Strategy was aligned with UK Government strategies, the meeting noted that the Corporation is in active dialogue with national-level bodies such as the Arts Council and Historic England as well as reaching out to the Department for Digital, Culture, Media and Sport. Members noted that a range of existing and future partnerships are being cemented and established. In response to a question on whether all opportunities for international outreach have been exploited, Members heard that further areas are still being explored but that resources are being carefully targeted.

In response to a question on the advertising of City cultural assets in the public realm, the meeting heard that such advertising is currently restricted by planning policies although a new working party was established at the Corporation on 08 May 2025 to discuss income generation via advertising. 

Referencing section 8 of the main report (‘Where Culture Means Business’): ‘Change perceptions of culture in corporate environments and generate cultural life to attract workers’: a Member commented that engagement modes would differ depending on whether those workers were being invited to stay longer in the City or visit the area at the weekends.