Governance and leadership

This theme reflects on the long-term impacts of the processes and philosophies that underpinned the management and delivery of Liverpool as an ECoC. It focuses on the assessment of developments in cultural governance, understood as the ways the city’s cultural vision has evolved, the ways this has manifested – or not – through formal cultural strategies, and the ways this is apparent in the positioning of key cultural stakeholders and their relationship to each other.

Underlying questions touch on the issue of leadership for culture and the ways in which the ECoC may have contributed to positioning the sector as an area of strategic importance for further city development.

Stakeholder Relationships Mapping

The original work undertaken for this theme in the context of Impacts 08 drew on stakeholder interviews and meeting observations to explore processes and experiences of partnership working, with a particular focus on how models of partnership working in Liverpool might be replicated by other culture-led regeneration programmes. For Impacts 18, the focus is to study instead the current cultural governance ecosystem (and associated strategies) for the city region. We are examining this with a view to determining what impact the ECoC has had on these arrangements over time – and indeed what impact it may continue to have in future.

We use three main methodological approaches: document analysis, stakeholder mapping, and stakeholder interviews and focus groups.

  • Document analysis has focused on tracing the evolution of official cultural strategies (2000-2018), formal statements around the city’s vision for culture and changes in team structures to deliver culture within the local authority and, subsequently, the city region.
  • Stakeholder mapping: key governance stakeholders have been mapped longitudinally (2008, 2015, 2018), so as to visualise shifts within the city’s cultural ecosystem.
  • Interviews and focus groups are being conducted, where possible, with stakeholders who were involved in the original 08 work; new stakeholders are also included to take into account shifts in regional and national governance structures.
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