Content

9.1

The Head of Culture and Place Marketing and
the Service Manager, Culture were in attendance to present a report
which gave an overview of the performance and progress of the
Culture Strategy for Sheffield, a year after it was adopted and
launched. The report outlined the progress made in aviation,
partnership building and capacity development, despite resource and
sector challenges.

 

 

9.2

RESOLVED UNANIMOUSLY: That the Economic
Development, Skills and Culture Policy Committee supports and
champions:
 

a)   
The successful first year of the Sheffield Culture Strategy
delivery

b)   
The establishment of Culture Sheffield and the planned expansion of
the team in 2026

c)   
The priorities and plans for the second year of delivering the
Sheffield Culture Strategy

 

 

9.3

Reasons for
Decision

 

 

9.3.1

The recommendations are made to ensure
continued momentum and support for the Sheffield Culture Strategy,
following a successful first year of delivery. The strategy has
activated the sector, created new partnerships, and delivered
targeted support to freelancers, organisations, and major events,
despite ongoing resource and sector challenges. Committee support
is vital to sustain this progress, enable the expansion of Culture
Sheffield, and address the sector’s evolving needs.

 

 

9.3.2

By reaffirming commitment to the strategy and
recognising the achievements of both Culture Sheffield and the
wider sector, the committee will help secure the foundations for
further growth, resilience, and inclusive cultural development
across the city. Continued leadership, investment, and
collaboration are essential to achieving the long-term ambitions
set out in the Culture Strategy.

 

 

9.4

Alternatives
Considered and Rejected

 

 

9.4.1

While there were no alternative options to
delivering the Culture Strategy, the team did consider different
approaches to implementation. The chosen method prioritised laying
the foundation for culture to thrive by focusing first on sector
activation, partnership building, and capacity development. This
approach was selected after consultation with over 1,000
stakeholders, ensuring the strategy was rooted in Sheffield’s
needs and ambitions. Other delivery methods were considered, but
the emphasis on collaborative leadership and inclusion was
determined to be the most effective way to achieve long-term impact
and resilience for the city’s cultural sector.