Content

13.1

The Committee
received a report from the Director of Economy, Skills and Culture
which outlined the development work that had been taking place on
the City Brand for Sheffield. The report contained information of
the refining and developing of the City Brand which had taken place
over the previous 12 to 18 months, carried out in conjunction with
internal colleagues, external partners and stakeholders.

 

 

13.2

RESOLVED
UNANIMOUSLY: That the Economic
Development and Skills Policy Committee:
 

 

(a) 
Endorse the development work which has
taken place on the City Brand for Sheffield
(b) 
Approve the ongoing work of Marketing
Sheffield with partners and stakeholders to bring the City Brand to
life for Sheffield
(c) 
Give permission for Marketing Sheffield
to work with colleagues across the City Council and with partners
and stakeholders to develop and deliver campaigns around the City
Brand
(d) 
Support the Marketing Sheffield team in
advocating for the resources require (internal and external) to
deliver the ambitions of the City Brand

 

 

13.3

Reasons for Decision

 

 

13.3.1

Committee members
are asked to endorse the work that has been completed on refining
and developing Sheffield’s City Brand and approve the ongoing
work of Marketing Sheffield with partners and stakeholders to bring
the City Brand to life for Sheffield through a range of campaigns
and activities.

 

 

13.3.2

With Sheffield
experiencing so much positive change and development as a city and
with key strategies and policies being developed and launched, now
is the right time for Sheffield to invest in its City Brand and
embed it at the heart of key strategies and policies including the
Council Plan, City Goals, Growth Plan, Destination Management Plan,
Major Events Plan and Culture Strategy.

 

 

13.3.3

A stronger
perception of Sheffield will increase people’s willingness to
visit, invest, live, to work, or do business; all of which will
drive economic value and increase the ability to improve the city
for all. Sheffield’s City Brand is a crucial part of the
city’s inclusive growth.

 

 

13.4

Alternatives Considered and Rejected

 

 

13.4.1

Alternative Option
1: We continue to use the existing City Brand which provides a
strong visual identity for the city (shortlisted as Place Brand of
the Year twice in 2019 and 2022 in the City Nation Place global
awards). We have had a great deal of success over the past 6 years
in applying the current Sheffield place brand with the theme of
‘makes’. At present the word
‘Sheffield’ (and its logo) are working hard for the
city but there’s a need for another layer which
differentiates the city from other cities and which stands for something and makes a
statement about the impact that Sheffield can have now and into the
future. There is a risk associated with missing the opportunity to
capitalise on Sheffield’s new plans and strategies in 2025
with a City Brand which best reflects how we want to talk about
Sheffield now and how we want other people to talk about the
city.

 

 

13.4.2

Alternative Option
2: We do nothing and no longer invest in city branding for
Sheffield. This would mean moving away from proactive work in this
space (as Sheffield City Council and Marketing Sheffield) and let
partners and stakeholders create their own city brands, narratives
and key messages. The resulting outcome could include chaotic and
divergent narratives about Sheffield which would place the current
upward trend of improved perceptions of the city at
risk.