Agenda item

Cabinet Portfolio:                 Cleaner, Greener Communities

Strategic Directorate:           Regeneration and Environment

Consideration was given to a report submitted for pre-decision scrutiny prior to determination at the Cabinet meeting to be held on 20 May 2019 which requested consideration and endorsement of the new Cultural Strategy 2019 – 2026. Rotherham’s new Cultural Strategy had been produced in collaboration with members of the public and partners from across the cultural, leisure, green spaces and tourism sectors. This would be the first Strategy produced by the local Cultural Partnership Board since it was established in 2018.

Having commended the extensive consultation on the proposed strategy, Members sought assurances in respect of the accountability arrangements for the Cultural Partnership Board and wished to understand how this body linked to the Rotherham Together Partnership (RTP). In response, the Cabinet Member for Cleaner Greener Communities advised that she was the Chair of the Cultural Partnership Board, which met every couple of months, and had attended meetings of the RTP as requested.

Reference was made to the need to link the strategy to public health priorities to reduce obesity levels in children and young people and Members sought to understand how the strategy would complement this approach and how the Health Select Commission could be involved in this work.

Members expressed pleasure at the positive responses received to the consultation on the strategy and queried whether there was a need to leverage what was at the borough’s disposal so that the public would have clarity on what was available and to also provide clarity to arts organisations. Furthermore, Members were pleased to see that  the Sheffield City Region were preparing to bid for the UK City of Culture and sought to understand who was organising the bid and what involvement there would be from the borough.  In response, it was explained that the Culture, Sport and Tourism service was working closely with the Neighbourhoods Service to develop a much deeper understanding of what was available locally, as it was appreciated that not all cultural activities took place in a theatre, museum or arts centre. The bid for the UK Capital of Culture had been a manifesto commitment for the Mayor of the Sheffield City Region and Rotherham MBC had been the first local authority in the region to indicate its support for the bid.

Members sought to understand how the Cultural Strategy would link to the work that had been undertaken in respect of the Child Friendly Borough. In response, it was explained that the Children’s Capital of Culture was a key action and the service had been working closely with colleagues in Children and Young People’s Services to apprise them of progress made in obtaining funding.

Clarification was sought as to how the strategy would fit into the broader skills agenda. In response, the Strategic Director of Regeneration and Environment indicated that this was seen as a key component of the growth agenda for the borough. Businesses and their employees want to live and have exciting things to do in nice places and this was a key driver in the strategy. It was noted that places with a strong cultural offer tended to enjoy stronger economic growth.

Reflecting on the earlier reference to the Children’s Capital of Culture, Members noted that this would be a significant decision and noted that there was no previous frameworks or models so that this would present challenges in developing and delivering the idea. Assurances were sought that the authority was linking to previous Capitals of Culture to draw on their experiences to inform the approach to make the Children’s Capital of Culture a success for Rotherham. In response, officers confirmed that the authority had trademarked the concept and held a licence for it. Furthermore, a lot of co-creation was taking place, which had been tested by national grant funding bodies, who had indicated a keen interest in the work being developed. Furthermore, Hull and the forthcoming UK Capital of Culture, Coventry, were both keen to work with the authority so as to continue and build legacy work arising from their experiences as capitals of culture.

The Chair advised that the Board would recommend that the Cabinet should not consider the report at its meeting on 20 May 2019 on the basis that an equality impact assessment had not been included with the agenda papers. Whilst Members were broadly supportive the provisions and vision of the strategy, the Board felt it necessary to make a recommendation to the Cabinet that the absence of an equality impact assessment would present a risk in respect the proposed decision to adopt the strategy.  

Resolved:-

1.     That Cabinet be recommended to defer consideration of the strategy, pending the completion and submission of an accompanying Equality Analysis.

2.     That greater clarity be provided on the governance arrangements and lines of accountability in any future report presenting the strategy for endorsement.

3.     That a detailed implementation plan be submitted to the Improving Places Select Commission, following endorsement of the strategy by Cabinet.