To provide an overview of the Herefordshire Cultural Strategy 2019-29, and to seek the views of the scrutiny committee on how priorities are being progressed.

The committee considered a report on the Cultural Strategy 2019-29. The principal points are noted below:

1. The Museum Lead noted that the cultural strategy was adopted by the council but not produced by the council. Instead, the cultural strategy is held by the Herefordshire Cultural Partnership.

2. It was added that at this stage, the council supports the cultural partnership which is an independent body of arts organisations and funders who work across the county. Although the partnership is unfunded, it has been supported by the council through grants from UKSPF funding in recent years.

3. The Chair of the Herefordshire Cultural Partnership noted that the genesis for the report written in 2024 was that that the partnership had reached a point with the strategy needing to be reviewed in light of changes since. The review therefore was to look at the state of culture and cultural activity and creative industries within the county. The consultants employed to carry out the report found that as part of its data, 4,000 new creatives were created in the county.

4. The Executive Director Meadow Arts added that traditional ONS data miss very small businesses which help form a significant part of the county’s creative industry.

5. In response to a question about whether the cultural strategy has ever been formally adopted by the council, the Museum Lead noted that he had been endorsed but not formally adopted.

6. The Chair of the Herefordshire Cultural Partnership added that the difference between endorsement and adoption is key because of the responsibility that exists with delivering the objectives of the strategy.

7. In response to a question about whether there is an implementation plan in place to deliver on the strategy, the Museum Lead added that the implementation is by the organisations on their own terms so where there is direction of travel in the strategy, each organisation will deliver that in their own way within the confines of the strategy. Therefore, there is no direct, single document that sets an implementation plan across the strategy.

8. The Executive Director Meadow Arts added that the first draft of the strategy had big ambitions but was not hard on a delivery plan. Part of the revamp now is for the partnership itself to scrutinise that aspect of delivery of the strategy. There is also an ongoing review of governance and setting up new terms of reference to establish who needs to be on the partnership without it becoming too large. 

9. In response to a question about whether the council has taken on enough of an active role in the cultural strategy, the Museum Lead noted that the council in recent years has made a huge effort in investment and culture. It was added that there has been a drive in direction based on the strategy that has not existed in the previous ten years.

10. The Executive Director Meadow Arts added that the Chair of the Herefordshire Cultural Partnership also sits on the council’s economy and growth board representing culture which reflects a positive change. It is also positive that the partnership is in attendance at this meeting of the Connected Communities Scrutiny Committee. The Herefordshire Cultural Partnership represents culture across the county and the council is a very important part of the partnership’s quarterly meetings.

11. The Chair of the Herefordshire Cultural Partnership noted that from the partnership’s perspective, the first five years of the strategy have been very positive in working with the council. Going forward, it is a question of whether the council wants to adopt the strategy as its own or whether the partnership continues to work in the same way it has done to date with an independent cultural compact working closely with the council. Part of that piece of work to reach that point is to look at the external landscape including the potential of devolution.

12. In response to a question about where else does the partnership see good examples of collaboration and working, the Chair of the Herefordshire Cultural Partnership noted that well devised initiatives that then speak to other issues including, for example, the Our Place project can be replicated in the future.

13. The Executive Director Meadow Arts noted that other examples that could be considered are Plymouth and Gloucester in which the latter is a pioneer in Creative Health which is a new sector where there can be significant changes in more rural areas to help change and improve lives. The partnership is also working with Talk Community to reach into deeply rural areas with Creative Health programmes.

14. The Chair of the Herefordshire Cultural Partnership noted that thanks to the support of the council through the Towns Fund, the partnership is about to finish a digital media hub in the centre of Hereford. There are now industry professionals within the county to represent and compete on both a national and international level.

15. A committee member noted that the council should highlight the cultural strategy to parish, city, and market town councils to encourage their participation and support of local initiatives.

16. It was also noted that the recent Herefordshire Histories Festival is an example of an event that celebrated all small-makers and small businesses, particularly in the rural areas, and the digital platform helped to support it.

17. The Executive Director Meadow Arts noted that going forward the priorities in the cultural strategy will be kept consistently as headings on agendas for meetings.

Resolved:

That

1. Herefordshire Council formally endorses the renewed Cultural Strategy 2025-2029 and the key findings of the 5th Sector report.

2. Herefordshire Council to support Herefordshire Cultural Partnership to produce an implementation plan to deliver the renewed Cultural Strategy 2025-29.

3. Herefordshire Council ensures there is a dedicated officer to work with the partnership to produce and deliver the strategy’s implementation plan.

4. Herefordshire Council to ensure the updated Cultural Strategy 2025-29 is reflected in economic development and health and social care service delivery, including the evolving Talk Community network.

5. Herefordshire Council highlight the Cultural Strategy 2025-29 to town and parish councils and encourage engagement and support for local initiatives.

6. Herefordshire Council assist with the development and promotion of co-working and creative hub spaces for creatives to access shared resources and facilities to support development of new culture-based businesses in Herefordshire.