2. Introduction
The report explores how we can radically increase the ability of our cities to use culture to drive inclusive growth, focusing on four strands:
Cultural City Compacts will provide strategic cross-sectoral local leadership, drawing together partners from city government, culture, business, higher education and LEPs
Corporate Social Venture Funds to provide local vehicles for social investment; Enterprise development for cultural organisations; Contactless donations from visitors; Extension of tax reliefs; Exploration of new fiscal measures, including BIDs+ and a Tourist Levy
Greater diversity of cultural leadership, Coordinated approaches to development of creative talent in cities, supported by additional flexibilities to apprenticeship levy rules
Strategic use of cities’ cultural property assets, through a range of sustainable approaches to portfolio management

11. Actions for Nottingham
Recommendation
Action
Lead
When
1. City Culture Compact
Submit EOI to form a pilot cultural compact with DCMS support.
NCC and SCP
January 2019
2. Enterprise Development Partnerships
Further collaborative working within the SCP and beyond. Exploration of forming a Culture Company/Compact to enable this.
SCP and other Cultural Organisations
Ongoing
6. BIDs+ and Tourist Levy
Continue to grow BIDs relationship with culture, building on partnerships with Light Night, UKYA etc.
BID, NCC and Cultural Organisations
7. Diversity targets and talent pathways
Establish needs for board and leadership development and identify diverse talent who may be recruited. Work collaboratively with the Universities’ to establish cultural pathways to retain graduates.
UoN, NTU, Nottingham College, NCC and Cultural Organisations
8. Asset Portfolio approaches
Nottingham Castle to move to a trust upon refurbishment. Studio complexes such as One Thoresby Street and PRIMARY to be supported to ensure their long-term sustainability within the City.
NCC

12. Supporting the Cultural Strategic Framework
Quality
Talent Development: Support the growth of a diverse cultural workforce and leadership for Nottingham, identifying activity and partnerships to help retain and build local talent. Develop and support local, national and international programmes that enhance and retain cultural leadership, build professional skills and nurture creative businesses.
Education
Cultural Skills and Career Pathways: Work with partners and funders to develop clear pathways to careers in the cultural sector, and attract and grow a diverse cultural workforce in Nottingham and the Midlands. Support initiatives such as creative apprenticeships and paid internship schemes.
Place
Embed culture in city-wide agendas: Identify and develop relationships with networks, meetings, or groups across sectors, providing culture specific inputs and tailored suggestions for cultural collaboration and investment.
Civic/cultural leadership: Using examples from across the world invest in pilot projects to explore and develop the capacity of Nottingham’s Cultural Leadership to enhance their civic role and deliver activities with clear social and economic benefits for their users and communities.
Economy
Resilience and Growth: Invest in cultural organisations and projects that contribute to the sustainability, resilience and growth of the city’s creative economy. Support the cultural sector to develop expertise and share best practice in areas of shared interest such as philanthropy, and commission projects that support freelancers and microbusinesses, for example through grants, bursaries, skills training, knowledge exchange and peer mentoring.
Investor Partnerships: Proactively develop relationships with national and international businesses to create and attract high value jobs and companies to Nottingham, secure investment into joint artistic projects which provide cultural and economic value for the city, and represent Nottingham’s distinctive and valuable cultural sector in international trade delegations and civic exchanges.