Agenda item

This report presents the Brent Cultural Strategy 2026–31 which sets out a bold and essential roadmap for the next stage of the borough’s cultural development following on from the legacy of Brent’s year as London Borough of Culture. The Strategy has been co-produced to provide a long terms focus, sustain momentum, respond to community demand and position culture as a driver of inclusion, wellbeing and growth.

Members are asked to note this report also includes an additional background paper, which has been published and circulated as a separate attachment.

Prior to considering the report, Cabinet noted the representations and comments made by Bethany Haynes (as a Senior Producer at Punchdrunk Enrichment) speaking as a representative of ViBrent, a consortium of 9 cultural organisations within Brent, funded by the Arts Council England’s Place Partnership Programme, in support of the Brent Cultural Strategy 2026-2031.

In highlighting the role of the network represented through the ViBrent partnership, Cabinet was advised that their aim was to strengthen collaboration across the sector, build capacity and create inclusive cultural opportunities for all, from early years to early careers increasing equity of provision across Brent.   As such, Bethany Haynes advised she was speaking on behalf of the network to advocate for the new cultural strategy given the challenges faced across the cultural sector with the strategy recognised as playing a critical role in safeguarding the future of culture in Brent through advocating for investment, measuring and championing impact and bringing people together.

As examples of the work already being delivered through the ViBrent programme and its close alignment with the wider strategic goals  set out in the Brent Creates Cultural Strategy, reference was made to the fully-funded programme of cultural activities for schools (BrentBackpack) being delivered in collaboration with the Brent Cultural Education Partnership designed to increase schools’ knowledge of cultural offers within the borough as well as the work being undertaken through the Bootcamps programme (led by the Awareness Tap and Garden Studios) and four paid training placements in supporting  young people across Brent to pursue creative careers.

Members were also advised of the work being undertaken through ViBrent to develop research in seeking best practice and offering training opportunities on race equity and environmental sustainability in addition to helping to remove barriers for participants speaking English as a second language and supporting those with neurodiversity and special educational needs alongside the provision of training, networking and opportunities to share skills amongst grass root creatives and organisations across Brent.

In summing up Bethany Haynes expressed her full support for the strategy presented to Cabinet emphasising her wish to continue to collaborate with the Council on cultural initiatives given the wider impact it was felt these would generate in terms of improving social and economic outcomes for the whole borough.

Having welcomed the support expressed and the collaboration from all partners involved in the development of the cultural strategy, Cabinet RESOLVED to approve the Cultural Strategy 2026–2031 as detailed within the report having agreed:

(1)       To approve the Brent Cultural Strategy 2026- 2031 as the guiding framework for cultural development across the borough.

(2)       To endorse the establishment of a Brent Cultural Compact, bringing together council teams, cultural, health, education, business, and community partners to coordinate delivery.

(3)       To commit to working collaboratively to embed culture in wider council plans, including health and wellbeing strategies, regeneration projects, and cross-departmental initiatives, including enabling small?scale community?led activity through mechanisms such as a council?supported micro?grants programme.

(4)       To endorse the creation of an Impact Framework to measure cultural outcomes across wellbeing, participation, economic growth and environmental sustainability with this framework being developed in conjunction with Public Health in Q4 2025/6.

(5)       To endorse the publication of an Annual Cultural Impact Report, measuring progress against KPIs across wellbeing, inclusion, economic growth and environmental sustainability with the aim being to assess effectiveness, inform future investment and ensure transparency and accountability across partners.

(6)       To support advocacy for fair contributions from the visitor economy, including exploration of ticket levy or visitor tax mechanisms, in partnership with major venues and sector stakeholders, with options brought back to Cabinet for future consideration.

Eligible for call-in: Yes

Deadline for submission of call-in: 6pm on Monday 16 February 2026

Prior to considering the report, Councillor Muhammed Butt (as Leader of the Council) welcomed Bethany Haynes (Senior Producer at Punchdrunk Enrichment) to the meeting who he advised had requested to speak, as a representative of ViBrent (a consortium of 9 cultural organisations within Brent, funded by the Arts Council England’s Place Partnership Programme) in support of the Brent Cultural Strategy 2026-2031.

In addressing Cabinet, Bethany Haynes began by outlining the role played by the network represented through the ViBrent partnership, in seeking to strengthen collaboration across the sector, build capacity and create inclusive cultural opportunities for all (from early years to early careers) increasing equity of provision across Brent.   As such, Bethany Haynes advised she was speaking on behalf of the network to advocate for the new cultural strategy given the challenges faced across the cultural sector and in support of what was felt to be the critical role played that would be played by the strategy in safeguarding the future of culture in Brent through advocating for investment, measuring and championing impact and bringing people together.

As examples of the work already being delivered through the ViBrent programme and its close alignment with the wider strategic goals set out in the Brent Creates Cultural Strategy, reference was made to the fully-funded programme of cultural activities for schools (BrentBackpack) being delivered in collaboration with the Brent Cultural Education Partnership, designed to increase schools’ knowledge of cultural offers within the borough as well as the work being undertaken through the Bootcamps programme (led by the Awareness Tap and Garden Studios) and four paid training placements in supporting  young people across Brent to pursue creative careers.   Members were also advised of the work being undertaken through ViBrent to develop research around best practice, offer training opportunities on race equity and environmental sustainability as well as provide training and networking opportunities to share skills amongst grass root creatives and organisations across Brent.

In summing up Bethany Haynes expressed her full support for the strategy emphasising the partnerships aim to continue collaborating with the Council on cultural initiatives given the wider impact it was felt these would generate in terms of improving social and economic outcomes for the whole borough.

Having thanked Bethany Haynes for her comments, the Leader then invited Councillor Promise Knight (as Cabinet Member for Customer Experience, Resident  Support & Culture) to introduce the accompanying report from the Corporate Director Housing & Residential Services presenting the Brent Cultural Strategy 2026–31 as a roadmap for the next stage of the borough’s cultural development following the legacy of Brent’s year as London Borough of Culture.

In introducing the report, Councillor Knight began by thanking Bethany Haynes for her comments in support of the strategy and the leadership being provided through the ViBrent partnership in seeking to advocate for the ongoing provision of inclusive cultural and creative opportunities across Brent which was felt to exemplify the basis upon which the strategy had been built. The opportunity was also taken to thank Councillor Donnelly-Jackson in her previous role as lead member covering culture for the support she had provided in initiating development of the strategy.  In presenting the strategy, members were advised of the way it had been designed to recognise culture as a serious driver of economic growth, community strength and long-term opportunity for the borough given the significant contribution made towards Brent’s economy.  In highlighting this point, it was pointed out that Brent’s cultural sector had been estimated to generate an estimated £238m annually to the local economy with major venues, grassroots organisations and creative businesses supporting jobs, skills, tourism and local enterprise as well as the range of various events adding vibrancy and supporting the ongoing circulation of wealth across communities within the borough.

Focussing beyond economic value, members were also reminded of the wider impact provided through culture in terms of creating a sense of belonging and pride in place as well as reducing isolation, demonstrated through the success of events such as the Kilburn Music Mile.  In recognising this, members were advised that a key component of the strategy included development of the Brent Cultural Compact, as a borough-wide alliance bringing together public, private and community partners to align cultural activity with the Council’s wider priorities, including health, education, regeneration and sustainability as well as creating a network of cultural partners and local businesses in an effort to open up micro-business networks with cultural producers across the borough.  In addition, work would continue with partners to campaign for the introduction of a ticket levy for venues over a 5000 capacity, in line with national conversations being led by the Department Culture, Media, and Sport in relation to the protection of local cultural infrastructure.  This was designed to ensure that the significant income being generated by ticket providers and large-scale venues through major events were able to support sustained investment in grassroots culture and development of the future generation of artists and Brent’s strategy therefore seeking to ensure everyone in Brent had access to culture regardless of their background.

Acknowledging the role of all cultural partners who had engaged and collaborated in development of the strategy, the opportunity was also taken to thank the organisations, artists and community leaders for their time and insight to ensure the strategy had been designed to reflect the real strengths and challenges faced across the cultural sector in Brent.

In welcoming the report, members were keen to commend the focus of the strategy in seeking to embed culture across health, education and regeneration and sustainability recognising the wider social, economic and public health benefits of cultural participation and growth being sought across priority audiences including children and young people involving the Young Brent Foundation, Brent Music Service and also in relation to the collaboration with Brent Start in terms of wider employment and skills development initiatives.  Support was also expressed for the long-term vision within the strategy, not only in seeking to build on Brents creative legacy as a means of supporting community cohesion and celebrating the boroughs rich diversity, but also in terms of the recent investment in cultural infrastructure, creative spaces and community led programmes as a means of creating opportunity and contributing towards inclusive growth.

Expressing support for the value of the culture sector as a driver of social equity, resilience, economic opportunity and community pride, members also noted the development of the measurable outcomes and performance indicators relating to participation, skills development, health and wellbeing and economic value which had been identified to ensure accountability in terms of delivery of the strategy.

Having welcomed the support expressed and the collaboration from all partners involved in the development of the cultural strategy along with clear, partnership led framework for delivering economic value, strengthening communities and positioning Brent as a confident, inclusive cultural borough Cabinet therefore RESOLVED to approve the Cultural Strategy 2026–2031 as detailed within the report having agreed:

(1)       To approve the Brent Cultural Strategy 2026- 2031 as the guiding framework for cultural development across the borough.

(2)       To endorse the establishment of a Brent Cultural Compact, bringing together council teams, cultural, health, education, business, and community partners to coordinate delivery.

(3)       To commit to working collaboratively to embed culture in wider council plans, including health and wellbeing strategies, regeneration projects, and cross-departmental initiatives, including enabling small?scale community?led activity through mechanisms such as a council?supported micro?grants programme.

(4)       To endorse the creation of an Impact Framework to measure cultural outcomes across wellbeing, participation, economic growth and environmental sustainability with this framework being developed in conjunction with Public Health in Q4 2025/6.

(5)       To endorse the publication of an Annual Cultural Impact Report, measuring progress against KPIs across wellbeing, inclusion, economic growth and environmental sustainability with the aim being to assess effectiveness, inform future investment and ensure transparency and accountability across partners.

(6)    To support advocacy for fair contributions from the visitor economy, including exploration of ticket levy or visitor tax mechanisms, in partnership with major venues and sector stakeholders, with options brought back to Cabinet for future consideration.