Culture Strategy 2023-2028 Mid-Term Review
Perth and Kinross Council · 1 October 2025
Back to Housing and Social Wellbeing Committee — 1 October 2025 and its agenda
Text extracted from the council's PDF. Layout and reading order may differ from the original.
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Our vision is a Perth and Kinross where everyone can live life well, free from poverty and inequality ___________________________________________________________________ Committee or Board: Housing and Social Wellbeing Committee Date of Meeting: 1 October 2025 Report Title: Culture Strategy 2023-2028 Mid-Term Review Report Number: 25/245 Report Authors: Julie Barnsley, Economic Development Officer Kirsty Easton, Team Leader Business, Place & Investment Organisational Lead: Serge Merone, Strategic Lead - Economy, Development & Planning __________________________________________________________________ 1. Purpose 1.1 The purpose of this Report is to provide an update on progress made to date on the delivery of the actions contained within the Culture Strategy 2023-2028 (Appendix 1); and to seek Committee approval for the progression of the Strategy and actions for the next 3 years. 1.2 Sections 1. Purpose 2. Recommendation(s) 3. Background and Context 4. Proposals 5. Conclusion 6. Impact Value Assessment 7. Appendices 2. Recommendations 2.1 It is recommended that the Committee notes the progress of the actions to date. 2.2 It is recommended that Committee approves the revised action plan detailed in Appendix 2 including the 3 new actions driven by Perth’s designation as a UNESCO City of Craft and Folk Art. 2.3 It is recommended that Committee approves the revised reporting structure.
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2.4 It is recommended that Strategic Lead (Economy, Development and Planning) brings back annual progress reports to this Committee. 3. Background and Context 3.1 The Culture Strategy 2023-2028 aligns with Perth and Kinross Council’s Corporate Plan vision for a Perth and Kinross where everyone can live life well, free from poverty and inequality. 3.2 The creation of the Culture Strategy was led by Cultural and Community Services and was informed by the findings of the Cultural Task Force – a partnership convened by the Council in late 2020 / early 2021 in response to the Covid pandemic. The following consultations informed the content of the Culture Strategy: (i) Stakeholder and public consultations (August to October 2022). (ii) Elected members (through the Leaders’ discussions) (November 2022). (iii) Engagement with Creative Scotland and Museums Galleries Scotland (October 2022). 3.3 The Culture Strategy was submitted to Full Council by the Head of Cultural and Community Services in May 2023 when it was approved. It comprises 9 pledges, each with its own set of actions (Appendix 1). 3.4 Since the approval, progress has continued despite the significant capacity required for the delivery of Perth Museum and the need to accommodate some structural changes. Culture is now situated within Economy, Development and Planning, providing a stronger platform for both the Culture workstream and the Culture Strategy. This alignment enhances opportunities to connect cultural initiatives with the economic potential of the creative industries. 3.5 Perth and Kinross’s cultural profile and reputation are growing. This has been supported by the Council’s significant investment in cultural capital projects, including Perth Creative Exchange, Perth Museum, Perth Theatre, St Paul’s Church, and the City Centre Lighting Strategy. 3.6 Perth and Kinross’s cultural profile is strengthened by its designation in 2021 as the UK’s first and only UNESCO City of Craft and Folk Art. This prestigious recognition presents a unique opportunity to further enhance the area's reputation as a cultural destination and a hub for makers, creatives, and visitors. To capitalise on this, a dedicated UNESCO Programme Officer post has been established to lead the development and delivery of a high-impact programme of activities, ensuring the full potential of the designation is realised across Perth and Kinross.
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3.7 A Cultural Forum was established in 2022 to lead the development of the pledges which form the Culture Strategy. It is open to culture and heritage organisations, chaired by the Chief Executive of Culture Perth and Kinross and is supported by PKC Officers. Members of the Forum lead on many of the actions contained in the action plan. The Cultural Forum continues to provide opportunities for information sharing and programming discussion, and to support the delivery of the Culture Strategy. 4. Proposals 4.1 The Culture Strategy consists of 9 cultural pledges with a combined total of 56 actions. Progress to date can be found in Appendix 2. 4.2 Officers will continue to engage with the lead partner for each action to monitor progress and agree next steps and the action plan will be updated accordingly. 4.3 It is proposed that 3 new actions, which focus on Perth’s designation as a UNESCO City of Craft and Folk Art, are added into the Culture Strategy action plan and delivered over the remaining term of the Strategy: Pledge 2 We will ensure culture and heritage are integral to Placemaking decisions Proposed new action (2.4) Utilising our unique UNESCO City of Craft and Folk Art Designation as a driver to share culture and celebrate creativity within our public realm and underutilised spaces (including vacant shop units and city signage) Lead Perth UNESCO City of Craft and Folk Art, CPK, PKC Resources Existing staff resource and external funding where available Success measures • Number of public realm interventions and development of a creative pilot project situated in a vacant shop unit. • Raising awareness of our UNESCO city of Craft and Folk Art designation through city centre signage Deadline March 2028 Pledge 6 We pledge to use data and evidence collaboratively to shape programmes which are well tailored to audiences and increase participation by growing new audiences. Proposed new action (6.5) Be actively engaged in UNESCO's MONDIACULT activity to share data, cultural policy, and climate change mitigation within our cultural sector Lead Perth UNESCO City of Craft and Folk Art, CPK, PKC Resources Existing staff resource and external funding where available Success measures Perth is able to benefit from the participatory process of collecting global cultural policies and sustainable
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development, and take learnings from international examples and proven successful models Deadline March 2028 with the view of looking forward for the redevelopment of the UN Sustainable Development Goals for 2030 and the objective of the integration of culture as a stand-alone goal in the post-2030 development agenda (aligning with the Braga Manifesto) Pledge 9 We pledge to support and develop our small creative and craft businesses Proposed new action (9.7) Focus the programming of the UNESCO City of Craft and Folk Art designation on raising the profile, creating opportunities, and building relationships with local creative and craft businesses. Lead Perth UNESCO City of Craft and Folk Art, CPK, PKC Resources Existing staff resource and external funding where available Success measures Number of small creative and craft businesses engaged in new projects Deadline March 2028 4.4 The governance and reporting structure was agreed as part of the Strategy in May 2023 as follows: 1 Annual reports though the Council’s Annual Performance Report and Communities Directorate Business Management and Improvement Plan. 2 An annual update to the Community Planning Partnership and Joint Board for Health and Social Care on contribution to the 2022-2023 Local Outcomes Improvement Plan. 3 An annual Thematic Review by the Council’s Scrutiny and Performance Committee. 4.5 To align with the Council’s current committees and their respective responsibilities, it is proposed that the reporting structure be amended to the following: 1 Annual reports though the Council’s Annual Performance Report 2 Annual reports to the Housing and Social Wellbeing Committee 4.6 The Cultural Forum provides an additional channel though which the Strategy can be monitored and supported.
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5. Conclusion 5.1 There has been good progress made on the Culture Strategy by the many partners involved, as documented in Appendix 2. The opportunities to attract future investment and to grow Perth and Kinross’s reputation as a place for culture and heritage is significant, and by focusing our collective efforts on delivering the most impactful actions as proposed, the Culture Strategy can make a real contribution to realising these ambitions and contributing to the delivery of our Corporate Priorities. 6. Impact Value Assessment 6.1 This report has been classified as being an operational report and as such does not require a full Impact and Value Assessment 7. Appendices 7.1 Appendix 1 – Cultural Strategy 2023-2028 7.2 Appendix 2 – Culture Strategy - Pledges and Actions Update