Issue - meetings

To consider the report of the Strategic Director for Place.

Agreed:

RESOLVED that:

1) the publication of the draft Cultural Strategy 2026 - 2031 be approved for public consultation from 18 May 2026 for six weeks; and

2) delegated authority be granted to the Strategic Director for Place, in consultation with the relevant Portfolio Holder, to agree a change to the consultation date if required.

Reason for Decision: As set out in the report.

The Executive received the report on the Cultural Strategy, which was in the final stages of its development and that feedback was being sought from residents and the cultural sector. As such the report was seeking authorisation from the Executive to go out to public consultation from 18 May 2026 for six weeks.

The Strategic Director for Place in presenting the report made the following points:

·        a team of consultants had been appointed primarily to lead on engagement and undertake detailed research, bringing together the extensive existing evidence on culture in Exeter into a comprehensive baseline resource document to support consultation;

·        engagement had taken place over a six month period and involved over 600 residents, individual artists and cultural organisations, with a strong and positive level of participation;

·        the engagement process included multiple stages, culminating in a stakeholder summit at Exeter College;

·        further targeted workshops and in?person engagements were also held to explore outstanding issues and ensure views were fully captured;

·        consultant work was now complete and that the draft strategy had been refined internally, working with the Portfolio Holder, ahead of consultation;

·        subject to approval, the strategy would be published for online consultation from 18 May, in line with the City Centre Strategy timetable;

·        the draft vision focusing on creative confidence, inclusion and connection to culture, environment and heritage, supported by the headline: ‘Exeter: a City of Creative Confidence’;

·        the strategy was structured around the four key themes as outlined in the report;

·        the next steps included the consultation running from 18 May, with consultation outcomes being reported to Executive in August, to recommend adoption by Full Council in September; and

·        the action planning would be developed alongside the Exeter Partnership and the Connected Culture group, with an emphasis on sector ownership, collaboration and strengthening the collective voice of Exeter’s cultural sector to attract investment and funding.

During the discussion, Executive Members raised the following points and Questions:

·        the Cultural Strategy and its ambition were welcomed, particularly the links between environment and culture;

·        it was enquired as to how the consultation would reach residents who felt culture was not for them, noting concerns that an open, predominantly online consultation might not engage those groups, and how breadth and inclusivity of feedback would be ensured;

·        the importance of both the City Centre and Cultural Strategy consultations was highlighted, but their parallel timing and overlapping audiences was noted;

·        it was asked how officers intended to present and manage the two consultations to avoid any consultation fatigue and maximise participation across both;

·        clarification was sough on the composition of the group that would help deliver the Cultural Strategy action plan, including their composition, how members had been selected, and how the group had been convened; and

·        the wording of Theme 2 (connecting the ecosystem), was unclear and it was suggested that explicitly referencing “grassroots” culture within the theme would  make its intent clearer and more accessible to readers;

The Portfolio Holder for Arts, Culture & Tourism reflected on the resident survey findings,  ...  view the full minutes text for item 128