Liverpool City Council (LCC) is seeking proposals from experienced and qualified consultants to work with Culture Liverpool on a cultural strategy ‘refresh’ that sets out the future role of culture for the city. Ensuring that culture contributes to the city council’s overall strategic plan and builds on Liverpool’s global reputation.
The refresh will need to consider:
1. Aligning with economic and social development priorities for the city, currently set out in the Council and City plans.
2. Developments in Culture and Events since the last cultural strategy.
3. Consider and respond to the changing political landscape.
4. Assess preparedness for future changes or threats, assist in policy making and identify important needs, gaps and opportunities.
5. Reviewing the potential of internal resources and how these can be effectively maximised.
6. Development of the Cultural and Arts Investment programme (CAIP) partnership with Public Health, in the context of the ‘State of Health in the City’ report (see appendix).
7. Review of monitoring data and analysis and KPI development.
8. Work with partners and stakeholders to develop ideas for maximising the impact of culture.
9. Post Eurovision legacy and the potential around Liverpool as UNESCO City of Music status.
10. Positioning and reputation of Liverpool as a global city and linking to major events and tourism destination.
11. The relationship with the Liverpool City Region Combined Authority (LCRCA).
12. Future planning and horizon scoping.
13. Explore other cities approaches to culture development and suggest opportunities for Liverpool and the region.
14. Consideration of the national agenda and funding developed in response to financial climate.
It is envisaged that the work will develop new insights and bring together diverse plans to develop an enhanced approach to the development of arts, culture, and events in Liverpool. It is expected that the contracted party will define, enable, and deliver an updated methodology that garners internal and external credibility with buy in and support from senior management and elected members, stakeholders, cultural sector and community groups. The work aims to enhance the effectiveness of Culture Liverpool in realising its ambitions through an updated strategic plan that prioritises action, embodies ambition, and aligns uniquely with Liverpool’s identity. It will furnish Liverpool with a persuasive argument for the importance of culture, guiding creative programming, and future investment strategies.
Why do we need a refresh?
The cultural sector has faced numerous challenges in the last few years including:
COVID-19 Pandemic: The global pandemic has had a profound and immediate impact on the cultural sector, resulting in widespread closures of cultural institutions, event cancellations, and loss of revenue. Some impacts are only now starting to be felt including reduction on capacity to deliver and an increase of costs.
Brexit: The UK’s decision to leave the European Union has had various repercussions for the cultural sector, including changes to funding mechanisms, visa requirements for artists and performers, and potential disruptions to collaborative projects with EU partners.
Cost of Living and Funding Cuts: Continued austerity measures and budget constraints have led to reductions in public funding for the arts and cultural sector, placing financial strain on Liverpool’s cultural institutions and limiting their ability to deliver new programs and services.
Digital Transformation: Rapid advancements in digital technology many accelerated by Covid, have transformed how cultural organisations engage with audiences, distribute content, and generate revenue. While digital platforms offer new opportunities for outreach and accessibility, they also present challenges in terms of digital rights management, cybersecurity, positive and negative impacts of AI and competition for audience attention.
Accessibility and Inclusivity: Ensuring that cultural offerings are accessible to all members of society, regardless of socio-economic background, physical ability, or geographic location, remains a significant challenge. Improving inclusivity requires addressing barriers such as ticket prices, physical accessibility, and representation within cultural institutions.
Climate Change and Environmental Concerns: The cultural and events sector is increasingly recognising its role in addressing environmental sustainability and reducing its carbon footprint.
The refresh will need to:
• Build on the city’s reputation for cultural and events excellence and provide a route map to further success.
• Consider the changing landscape: the world in which the cultural sector operates has changed significantly. An awareness of political, cultural, environmental and financial landscape needs to be taken into account.
• In Liverpool particular emphasis may be required around.
Economy
According to the 2019 Indices of Multiple Deprivation Liverpool remains the fourth most deprived local authority area in England. The benefits of the cultural offer is not evenly distributed, and there remains great potential for cultural regeneration in many neighbourhoods.
Health and Wellbeing
These inequalities have a direct impact on health, with the city’s residents spending more than a quarter of their lives in ill health, an increase in people living in major illnesses, and LCC Culture Liverpool. Cultural Strategy refresh Page 3 of 6 falls in life expectancy. Culture Liverpool have a new partnership with Public Health Liverpool that is in the early stages of development. Climate crisis The city has set a Net Zero ambition for 2030 that requires public, and stakeholder buy in and new resources.
Future developments include:
• Liverpool Visitor Economy Partnership (LVEP), Liverpool Region and the growth of international visitors to the city.
• Continued growth of the visitor economy overall, and Liverpool’s ongoing reprofiling as a world class visitor destination.
• Events Programme – the city has an exceptional events team, with experience of delivering complex and diverse events. Together with unique and iconic locations across the city and city region, this offers many commercial and cultural opportunities for the delivery of world class events.
• Neighbourhood Model – the newly developed model seeks to encourage working in partnership to maximise resources, improve service development, maximise service delivery and to ensure that services are aligned with needs of residents within those neighbourhoods.
• UNESCO City of Music. Since it’s designation in 2015 city’s ambition is that we should be recognised globally as the Music City. A city that not only has a glorious music heritage, but one which continues to foster new talent as part of its diverse and dynamic music ecosystem.
• Liverpool Film Office. Housed within Culture Liverpool, the Liverpool Film Office is a one stop shop for filming in Merseyside, providing liaison service for all filmmakers and location owners in the region. Merseyside is one of the most filmed ‘locations’ outside of London.
• Capital developments – the city has several potential capital projects, and criteria for prioritisation of cultural projects needs further development.
Methodology/Proposals
We are seeking candidates with extensive experience in the strategic development of diverse art forms and events. This experience should include visual art, music, theatre, festivals, dance, combined arts and multimedia, within a local authority and city context.
Applicants should demonstrate a comprehensive understanding of both national and international agendas and advancements within culture, tourism, outdoor events, creative LCC Culture Liverpool. Cultural Strategy refresh Page 4 of 6 technology, urban design, architecture, public art, community health & wellbeing, and learning and skills.
Additionally, candidates should possess the ability to formulate new conceptual frameworks that facilitate focused activity, continuous improvement, rationalisation, and prevention of mission creep.
This project necessitates the ability to develop short, mid, and long-term visions and objectives.
A proven track record of effectively engaging multiple stakeholders is essential. Interested parties are requested to submit proposals outlining their planned approach to addressing the considerations.
It is expected therefore that the proposed methodology will include:
1. Desktop analysis of current national and local strategies, development, documentation information and data
2. Interviews with key stakeholders (including those listed)
3. A cultural sector specific consultation
4. A wider public consultation, including external views of the city
5. Identification of actions, budgets, responsibilities and timelines for delivery of the plan, both short and long term
6. Creation of a draft report, including an Executive Summary and explanatory PowerPoint presentation for comment by key stakeholders
7. Finalisation of a fully proofed report available as a PDF for publication by Liverpool City Council.
Fees and Costs
Rates and prices shall be deemed inclusive of all additional expenses howsoever incurred. It is envisaged that the work will take a total of 35 working days to undertake and a up to a maximum budget of £20,000, (plus VAT), where applicable is available to complete the project.
Indicative Timeline
Submissions by 12 noon, Monday 18 March 2024 Appointment by Friday 22 March 2024 Indicative timescale: should be proposed and can be agreed upon award Final document by Summer 2024 Submissions should be on a PDF of no more than 6 A4 pages. This should be sent by email to cultureliverpool@liverpool.gov.uk
Read the full document, which includes information on the reward criteria and more, here.