REGIONAL
CULTURAL
STRATEGY
2022-2027
NORTH
Operational Programme II - European Structural and Investment Funds 2014-2020
"Investing in human capital to create more opportunities and promote the wellbeing of society'
Project part-financed by the European Social Fund
Co-financing rate: 80% European Union; 20% National Funds
Contents
Overview. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10
1.
Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 14
2.
Strategic Rationale for Culture. . . . . . . . . . . . 16
2.1. Legal functions and strategic outcomes. . . . . . . . . . 18
3.
Key Transversal Themes for Culture
Across the Maltese Islands. . . . . . . . . . . . . . . . . 20
3.1. Shared priorities for culture across the six
regions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 22
4.
Cultural Profile of the Northern Region. 23
4.1. Profile. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 23
4.2. SWOT analysis for the Northern Region. . . . . . . . . . . 25
5.
Priority Actions for Culture-led
Development in the Northern Region. . . . 27
6.
Conclusion. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 29
7.
Appendices. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 30
Forewords
Hon. Owen Bonnici
Minister for The National Heritage, The
Arts and Local Government
The project Provision of Cultural Strategy Development and Implementation to
Local Councils and Regional Councils led by Arts Council Malta in collaboration
with the Local Government Division and the Local Councils’ Association is
another milestone for cultural development in Malta. I am proud to note that this
project was successfully implemented as part of the project Create 2020 with an
investment of EUR1 million in cultural and creative capacity skills in Malta’s public
sector, through the European Structural and Investment Funds 2014 – 2020.
he Regional Cultural Strategies are another
step towards the government’s commitment
to further decentralise cultural activity and
empower more local communities to lead cultural
development. They also build on the outstanding
collaboration between institutions within the
Ministry for The National Heritage, The Arts and
Local Government, with the valid contributions of
cultural experts and hundreds of stakeholders who
participated in the process.
Culture is an important and legally binding remit
for both Local and Regional Councils, and this was
reinforced further in the recent 2019 reform. Designed
hand in hand with Local and Regional Councils, both the
process leading up to the formulation of these Regional
Cultural Strategies and the tools in place for their
implementation are tangible examples of participatory
governance. As a result, the Regional Councils are now
able to identify cultural priorities which are evidence-
based and adapted to the unique cultural identities on a
local, regional and national level.
These Regional Cultural Strategies will also
facilitate and improve the resource management
of local cultural infrastructure, thereby increasing
opportunities for the cultural and creative sectors,
and making them more accessible. I am confident
that the training given to all Local Councils and
Regional Councils will support the administrative
structures of Local Government to implement
the Regional Cultural Strategies. This government
remains committed to support Regional Councils and
their collaborators to implement these strategies
as we firmly believe that culture is an essential
component for the wellbeing of our communities.
I encourage the Regional Councils to collaborate
wholeheartedly with Arts Council Malta and translate
this strategy into tangible, effective and sustainable
actions that positively impact Local Councils, NGOs,
creative practitioners and other stakeholders involved
in the cultural and creative sectors. The wealth of our
cultural heritage, the diversity of our communities and
the exceptional talent of our people are assets for the
sustainability of our Regions. Together, we can ensure that
talent development, audience development and heritage
innovation, established as the three transversal themes
of these strategies, will lead to more collaborative and
community-led cultural development in Malta and Gozo.
North Regional Cultural Strategy
Hon. Alison Zerafa Civelli
Parliamentary Secretary for Local Government
Despite our diminutive size, Malta has a lot to offer its
residents and visitors. Our towns and villages are truly unique as
they are rich in culture and heritage and surrounded by the Mediterranean
Sea. This is why our Regional and Local Councils are acutely aware of
the importance we must place on protecting and nurturing our local
culture, heritage and traditions as together they make up the heart of
our cities and villages, our environment, and our entire archipelago.
n adding value to Malta’s localities, we want
to optimise and elevate our local expertise
and encourage our Local Councils to use their
talents and knowledge to reinforce our local history,
traditions and customs. In this manner, we can
preserve what makes us Maltese and pass it on to
future generations for years to come.
Our Local Councils are a great source of regional
knowledge, which is why they form an integral
part of the National Cultural Policy. Only with their
participation can we adapt to the everyday realities
of Malta’s six regions to integrate communities, the
church, committees, organisations, artists, creatives,
local clubs and residents to jointly promote and
stimulate our shared culture, traditions and history.
For this reason, I am delighted to announce that
Malta’s Ministry for The National Heritage, The
Arts and Local Government is investing in Regional
Managers within our Regional Councils as a vital
human resource. What’s more, they are also
collaborating closely with the Regional Cultural
Coordinator from Arts Council Malta.
I look ahead with excitement at the thought of
witnessing local cultural activities and initiatives of
high quality, facilitated by our Local Councils. Most
of all, I encourage our residents and communities to
participate and take the opportunity to learn from
such experiences and embrace our local talent and
the history and heritage that make us truly Maltese.
Arts Council Malta
Albert Marshall,
Executive Chair, Arts Council Malta
It has been quite an insightful process for Arts Council Malta
(ACM), to be leading this project towards developing Regional
Cultural Strategies (RCS) while collaborating and thereby exchanging
knowledge with representatives from regional and local government,
various organisations, creative practitioners and other stakeholders.
his reflects a participatory approach to
policy implementation as well as a strategic
focus on the diverse communities that
make up Malta’s cultural and creative ecology. ACM’s
vision and strategy will remain fully committed
to embrace the implementation of the RCS,
endorsing their importance through the integration
of specifically related strategic objectives within
the recently launched ACM Strategy 2025. The
consultation process was instrumental in the way
the Council aims to localise the priorities set out
in the National Cultural Policy. The policy is based
on the principles of the 2005 UNESCO Convention
on the Protection and Promotion of the Diversity of
Cultural Expressions.
Culture plays a central role in building stronger,
healthier and more cohesive communities while
being integral to urban and rural societies and a
catalyst for sustainable development. This resonates
with a number of Sustainable Development Goals
such as Goal 11, which makes reference to creating
inclusive public spaces and protecting cultural
heritage and practices. It is within this context that
ACM has strived towards the design of these RCS
and the overall strategic approach to supporting
the cultural and creative sectors at local and
regional levels.
Community and cultural exchange is one of the
main pillars which ACM has been supporting and
facilitating through various strategic and funding
initiatives. Work is continuously in progress to create
possibilities for local cultural spaces to serve as
locations of cultural exchange. The need to do more
in harnessing the distinctive and diverse cultural
asset base of each region in Malta through the
launch of these strategies is being acknowledged.
In the coming years, ACM intends to further
develop and invest in these strategic areas, and
others such as cultural entrepreneurship, research,
internationalisation, education and development.
Overlaps with other sectors such as health,
environment and social aspects will be given
more prominence responding to international
urgencies. One ought to recognise that a nuanced
understanding of local cultural assets is key to
success in extending ACM`s reach and exploring new
territory. In light of this, one looks forward to seeing
these strategies being transformed into action in
tandem with the realisation of ACM’s strategic aim of
supporting the cultural wellbeing of Malta’s regions
in the coming years.
North Regional Cultural Strategy
Natalino Attard,
Director General, Local Government
Following the last Local Government Reform Process
and the legislative amendments to the Local Government
legislation, the Regional Councils, have had their legal basis strengthened
and have been given more important responsibilities, inter alia the
inclusion of a set of defined functions in the Local Government Act.
Culture sits firmly within this new legal remit, empowering Regional
Councils to be instrumental in regional cultural development.
he Regional Cultural Strategies are envisaged
to leave a positive impact on community-
led cultural initiatives and programmes that
address ambitious objectives to enable all citizens
living in Malta and Gozo to participate actively in
culture. Whilst safeguarding and promoting our rich
cultural heritage we must also ensure that creative
expression is enabled and celebrated across our
diverse communities.
These strategies will serve as a framework for Regional
Councils to collaborate with Arts Council Malta and
implement an ambitious plan that strengthens existing
programmes and creates new initiatives. They seek to
improve coordination between different Local Councils
for cultural initiatives and facilitate the creation of
opportunities for new collaborations with artists, NGOs,
cultural institutions and other stakeholders.
I congratulate the Regional Councils for their
commitment to develop these cultural strategies and
thank Arts Council Malta for initiating this process
with us. We remain committed to support the
implementation of the Regional Cultural Strategies
through various means, but also through our existing
Cultural Activities Scheme and other resources that will
be allocated by the government in the coming years.
Arts Council Malta
Mary Ann Cauchi,
Director Funding & Strategy, Arts Council Malta
Regional and local cultural development is at the forefront
of Arts Council Malta’s priorities to further incentivise and enable
the valorisation of distinct forms of cultural and creative expression.
he six Regional Cultural Strategies (RCS)
encapsulate significant overlapping
and other distinct strategic objectives
and provide for recognised frameworks for the
collaborators, including ACM, to sustain and facilitate
these relationships. They also enable it to further
prioritise and stimulate the cultural and creative
vitality of Malta’s regions and localities, including
their communities, practices, resources and
infrastructure, amongst others.
Over the next years, ACM is committed to supporting
and engaging with the Regional Councils through
collaborations with Local Councils, organisations,
creative practitioners and other stakeholders, enabling
initiatives led by communities for communities.
Through strategic direction, facilitation and support,
ACM’s commitment is reflected in increasing
efficiency, maximising and increasing resources
and mobilising processes to further valorise the
importance of arts and culture in everyone’s daily
lives. The collaborators involved in this process are
committed to nourish, protect and promote the
diversity of cultural expression, increase accessibility
and incentivise active participation.
Significant work has already been carried out to
lay out the preparatory groundwork in the final
stages ahead of their launch and subsequent
implementation, Amongst others, these include
the setting up of flexible roles and structures to
facilitate understanding of the foundation required
to sustain a participatory approach. Following
the exhaustive work by all those involved in the
formulation of these strategies, an ongoing intensive
familiarisation process has enabled ACM to identify
a number of generic strategic objectives. These are
primarily related to knowledge building, research,
enhancement of cultural infrastructure, facilitation
of local and regional cultural programming and
governance, and development of ongoing evaluation
and monitoring structures. Initiatives related to
creative placemaking, social innovation, liveability
and urban design will be prioritised and incentivised.
Likewise, one can draw attention to and elevate
community assets and cultural infrastructure;
envision new possibilities for places; connect
communities; and create and reinforce opportunities
for partnerships.
The implementation of these strategies is entirely
dependent on the willingness and motivation of all
the stakeholders to work hand in hand, to understand
different priorities and objectives, to collaborate
and to support or be supported. The formulation
of six unique strategies is an important step in the
realisation that every region is distinct and diverse
and that the initial familiarisation processes are key
to understanding the uniqueness of communities,
their challenges and resources. The journey which
lies ahead is exciting as much as it is challenging, yet
ACM will strive to continue to listen, understand and
work collaboratively to reinforce the position of arts
and culture within communities and places.
North Regional Cultural Strategy
Clifford Galea,
President, Northern Regional Council
Care, Create, Flourish – these are the tenets that
underpin Arts Council Malta’s strategic vision for the
upcoming years. For Malta’s Northern Region, however, we have
already been following this approach for some time.
ur villages are proud of their strong local
identity, which is rooted in Malta’s history.
As we look ahead to the future, we – as
the Northern Regional Council – are committed to
working even harder to further define, shape and
understand our identity, communicate it and nurture
our sense of belonging.
To do so, we must follow a robust strategy that sets
us up for success in delivering real change, which
inspires our residents and engages them in cultural
experiences. Be that as it may, co-creating a Regional
Cultural Strategy is no easy feat. Our triumph in
this regard relies on us understanding what defines
our region, its values and purpose, as well as our
behaviours, thoughts and standards.
Culture is a crucial part of our identity. Without
culture, we are soulless, which is why we have
already taken measures to strengthen our artistic
and cultural opportunities. In the north, the two
main cultural pillars in our villages are the band
clubs and fireworks organisations, and both are
pivotal elements in widening our cultural reach
across communities.
United under our flag, which is our most recognised
symbol as a region, we are witnessing reinvigorated
enthusiasm and excitement surrounding our
local communities, identity and the new cultural
opportunities being created. Together, we will
flourish as a Northern region, and we will continue
to channel our passion into our commitment to the
implementation of our Cultural Strategy.
Arts Council Malta
Size of Region
82.07km2 (26%)
320km2 (National)
Population Compound
Annual Growth Rate (CAGR)
2.60%
Localities with
Significant Changes
St Paul's Bay 6.5%
Mellieħa 3%
Population
87,370 (2008) — 118,588 (2020)
410,926 (National, 2008) 516,100 (National, 2020)
Overview
10
North Regional Cultural Strategy
Nr of local councils with
Twin city agreements
Theatres
Local libraries
Items on cultural heritage inventory
PA listings
Cultural VOs registered in Region
VOs registered in Region
357
1,857 (National)
68
473 (National)
441
3,080 (National)
126
2,319 (National)
50 (National)
12
61 (National)
55 (National)
Regional Libraries
Regional Libraries: 1
|
Location: Mosta
Books Loaned: 132,002
1,031,868 (National, 2019)
Cultural Resources
11
Arts Council Malta
Live theatre performance
Concert/ Live music performance
Dance performance
Cinema or other projected
artistic performances
Visual Arts and Crafts
Library/Archive
Museum
Historical site
37.2
40.6
16.2
49
36
23.3
33.9
40.1
32.8 (Ntl.)
34.8 (Ntl.)
14.8 (Ntl.)
42 (Ntl.)
31.9 (Ntl.)
21.1 (Ntl.)
31.7 (Ntl.)
37.5 (Ntl.)
71.1
48.5
24.9
15
30.1
69.9 (Ntl.)
54.7 (Ntl.)
35.2 (Ntl.)
19.7 (Ntl.)
34.4 (Ntl.)
Parish Feasts
Good Friday Processions and
Passion play
Carnival
Public holidays
Local Council
festivals
Never been but not interested
Never been but interested
More than 3 years ago
1-3 years ago
Past 12 months
80.9
87 (National)
13
7.1 (National)
2.8
1.9 (National)
0.8
1.7 (National)
2.5
2.4 (National)
% of population attending
% of population actively involved
in Local Council festivities
Cultural Participation
12
North Regional Cultural Strategy
Local Council activities in region (2018)
30
Courses Offered
127 (National)
€139,865
Total Expenditure on Cultural Events
from Local Council Budget
€1,072,078 (National)
€33,194
Total Income from Grants & Sponsorships
€440,408 (National)
12
Restoration
Projects
37 (National)
67%
Collaborations
with Local NGOs
54.10% (National)
21
Annual Events
142 (National)
More Frequent
than One
7 (National)
One-offs
28 (National)
29
Cultural Events
177 (National)
13
Arts Council Malta
1.
Introduction
The cultural strategy for the Northern Region outlines the overarching
cultural themes and priorities for the region from 2022 onwards. This
cultural strategy, a first for the region, was developed with the Regional
Council, Local Councils, non-governmental cultural organisations, Public
Cultural Organisations, creative practitioners and residents of the localities.
The Northern Region includes the following localities: Mellieħa, Mġarr,
Mosta, Naxxar, St Paul’s Bay, Ħ’Attard, Ħal Balzan, San Ġwann and Mtarfa.
he Provision of Cultural Strategy
Development and Implementation to Local
Councils and Regional Councils project is
led by Arts Council Malta in collaboration with the
Local Government Division and the Local Councils
Association. It forms part of the ESF.04.079 project
titled Create 2020: Investing in Cultural and
Creative Capacity Skills in Malta’s Public Sector
that is financed through the European Social Fund,
Operational Programme II – European Structural and
Investment Funds 2014 – 2020 Investing in Human
Capital to Create More Opportunities and Promote
the Well-Being of Society. The co-financing rate of
the project is 80% EU funds and 20% national funds.
This strategy:
→Explores and measures the asset base for culture
in the Northern Region.
→Provides an overview of the key cultural assets of
the region, the distinctive role played by culture,
a gap analysis, and recommendations for building
capacity and leveraging strengths so that culture
can play a key strategic role in the development of
the region.
→Makes the strategic case for culture – as a vital
ingredient for civil society, for inclusive growth,
and sustainable approaches to community
and place.
→Provides opportunities for collaboration and
benchmarking with regions across Europe – so that
the Region can be both a pathfinder and a partner
to best practice culture-led development.
The research which underpins this strategy
involved extensive qualitative consultation to
map and understand the cultural assets of the
region. It included a desk-based analysis of cultural
assets, a survey, and a period of critical discussion
and consultation which provided a set of fresh
perspectives on the role that culture can play in
shaping the regions of the Maltese Islands. The
strategy recognises the valuable contribution that
culture already makes to the different regions,
but also highlights the potential for a far wider
engagement and development that would deliver a
better future for all.
The overall aim of this strategy is to make the six
regions of the Maltese Islands more dynamic, more
open, more distinctive, and more enjoyable places,
harnessing the power of culture to build stronger,
healthier and more cohesive communities, to
diversify and strengthen the economy, to revitalise
Maltese heritage and to help address the social
and economic challenges that the Maltese Islands
face. For the purposes of this strategy, culture is
being defined in its widest sense to embrace our
identities and communities, our heritage, museums,
local music halls, theatres, libraries, festivals, feasts,
events, and cultural practitioners – artists, makers,
performers, musicians, writers and the wider
creative talent pool.
14
North Regional Cultural Strategy
To help maximise the value and influence of culture
across Malta and Gozo and to ensure that the power
of culture is harnessed to meet the regions’ social
and economic challenges, this strategy aims to:
→Foster better awareness of the role and value
of culture, building on existing strengths and
championing emergent ones.
→Promote equitable cultural investment so that
everyone benefits from and has access to culture,
irrespective of age, gender, ethnicity and other
elements of diversity.
→Spearhead an active revitalisation of heritage
assets – both building-based and ‘intangible’
– including the churches, band clubs, feasts
and festivals.
→Invest in more engaged, more active, healthier and
happier communities where active participation
by young and old in diverse cultural activities is
the norm.
→Promote and support a culture of healthy living
and well-being within our communities.
→Facilitate the professional growth and
sustainability of artists, creative businesses and
cultural organisations growing in capacity to
reach new and larger audiences and markets and
accessing talent that is more diverse and more
representative of the region.
→Strengthen the cultural economy so that it adds
value to the overall economy by contributing to
the creative industries, tourism, the digital sector
and science.
→Enhance regional identity and experience, making
them even more dynamic, open, distinctive and
enjoyable places to be.
Folk Dancers. Mġarr. Photo by George Abdilla
15
Arts Council Malta
2.
Strategic Rationale for Culture
1
Convention for the Protection and Promotion of a Diversity of Cultural Expressions (UNESCO, 2005). See full text at: https://en.unesco.
org/creativity/convention.
2
A New Narrative for Europe - The EESC resolution on the Conference on the Future of Europe (European Economic and Social Committee,
2021). See full text at: https://www.eesc.europa.eu/en/our-work/publications-other-work/publications/new-narrative-europe-eesc-
resolution-conference-future-europe
UNESCO (2005)1 argues that placing culture at the heart of
our strategies is both the condition for enabling sustainable
development and a powerful driving factor for its achievement.
UNESCO asserts that:
→Culture, encompassing both heritage (tangible
and intangible) and the creative industries, plays
a critical role in urban and rural societies and
is integral to their identity while underpinning
their dynamism.
→Cultural and creative industries can be vital
catalysts of development and renewal as they
provide access to employment, introduce
contemporary vibrancy, enhance a society’s
identity and help create more attractive places
where to live, work, invest and visit.
→A heritage-driven urban and cultural policy also
contributes to the mitigation of, and adaptation
to, climate change, as conserving the existing
fabric (built with traditional techniques and local
materials and skills) is more environmentally
friendly than demolishing and reconstructing it.
Similarly, the European Commission2 sets out
the vital role culture plays in local development,
not least in ‘closing the opportunity gap’ between
different parts of Europe. The European Union is:
Fundamentally a political and cultural project based on
strong humanist values. The fact is that the tapestry of
European history, the rich diversity of European culture
and Europe’s reserves of creativity are some of the
strongest cards we hold when it comes to building a
prosperous European future. It is with new ideas, new
concepts and new projects that we will rise to the
challenges facing us to make our future a reality. And
that’s why the European Commission defends a Europe
that invests in culture, in education, in research and
innovation. These are investments in future growth, jobs
and social cohesion.
A New Narrative for Europe (EESC, 2013)
Each region of the Maltese Islands has a distinctive
and diverse cultural asset base. All the regions have
a strong heritage landscape, often conceptualised
in terms of historic buildings, feasts, band clubs and
traditional approaches to music, crafts, agriculture
and cuisine. These cultures are often linked to specific
places – villages, towns, even neighbourhoods. Each
region has a fascinating and, in some cases, dynamic
contemporary cultural landscape – through the talent
base of the people, the energy of the communities and
through the fresh perspectives an increasingly diverse
population brings. The opportunity now is to recognise
and celebrate these cultural assets, to be frank and
open about gaps and challenges, and to develop a
strategic process where culture can play a starring role
in the social, economic and environmental futures of
the regions of the Maltese Islands.
16
North Regional Cultural Strategy
Festa Baned. Mellieħa, 2021. Photo by George Abdilla
17
Arts Council Malta
2.1.
Legal functions and strategic outcomes
This strategy reflects the functions of the Regional Councils as outlined in the Local Government Act (ACT No.
XIV of 2019).
Legal function
Overall strategic outcome in the field of
culture identified in the strategy
The social aspect, that includes research on and
evaluation of social impact. This report shall
be made within the first year of each legislature.
This strategy is based on evidence collected from the
extensive qualitative and quantitative research conducted
as part of the process. Monitoring and evaluation
is integrated as an outcome of the strategy.
The provision of assistance to Local Councils within
the region, which assistance includes the provision of
professional services relating to the environmental, social,
cultural, touristic and information technology sectors.
Assistance by the region in the field of culture is outlined
in the deliverables of the strategy, prioritising the role of
the region as a facilitator of cultural development.
The provision of assistance to Local Councils within the region to
help them benefit from European Union funds and successfully
manage programmes which are funded by the European Union.
The objectives put forward in this document can serve as a
strategic base for the identification of cultural projects that may
be co-funded through programmes of the European Union.
The coordination with Local Councils of
sports and physical activities and initiatives,
including those relating to welfare.
Culture as an incentive for physical activity and the well-being
of citizens has been embedded in the strategy as a deliverable.
The coordination with ministries, departments and Government
entities to facilitate the work of Local Councils.
The strategy calls for close collaboration with the ministry
responsible for culture, the Arts Council Malta and Public
Cultural Organisations to ensure successful delivery.
To give an opinion regarding the Local Plan that will be
attached to the report submitted to the House.
Urban and rural sustainability through culture and the
protection of cultural heritage are identified as major
strategic components that impact Local Plans.
The preparation of an annual Work Plan that identifies the
financial and human resources needs of the region.
The delivery of the strategy is attached to yearly Action Plans
delivered by the region and the Local Councils within the region.
Reġjun Tramuntana International Choir Festival. 2019. Photo by George Abdilla
18
North Regional Cultural Strategy
2.1.1. The role of Regional and Local Councils
The strategy considers the legal obligation of the
Regional Councils to provide Local Councils with
assistance to address their cultural functions as
outlined in the Local Government Act, namely to:
→Provide for the establishment, upkeep and
maintenance of cultural centres.
→Administer local libraries as part of a national
scheme and ensure that they are as accessible as
possible to all persons.
→Safeguard the local identity and take the
necessary measures to safeguard the local
historical and cultural heritage, traditions
and folklore.
→Extend assistance to artists within their locality to
help them develop their talents.
→Organise cultural activities that promote the
locality in every possible way.
→Promote the concept of lifelong learning with
all residents, particularly with adults and the
elderly, by providing lifelong learning opportunities
within the locality.
As wellbeing, sustainability and decentralisation
become more visible in Malta’s National Cultural
Policy 2021 (Ministry for The National Heritage, The
Arts and Local Government, 2021), the leading role
of Regional and Local Councils in this process will
become even more important.
The NCP 2021 states that the cultural remit of
Regional and Local Councils will be widened to
include improved resource management for local
cultural infrastructure and cultural heritage and
initiatives for cultural innovation and community
engagement (Ministry for The National Heritage, The
Arts and Local Government, 2021). It recognises the
need to implement Regional Cultural Strategies by
introducing coherent administrative procedures for
the management and co-management of cultural
events and educational programmes. These include
lifelong learning programmes which will reflect the
needs of the community, taking into consideration
shifts in demographics and population in different
regions in the last few years. Specifically, in regions
with a high concentration of non-Maltese residents,
the Regional Councils shall design programmes that
are tailor-made for this shift with the objective of
integrating all residents within the regions.
Notwithstanding the distinctive characteristics
of regions, the NCP 2021 also supports measures
for collaboration and networking of regions
in their design of their cultural programmes,
their management of cultural heritage, their
input in the restoration of facades and their
efforts for the sustainable management of the
cultural environment.
By addressing strategic measures that tackle the
specific challenges, but also identify the strengths
and unique selling propositions, of localities within
the region, this strategy builds on national priorities
that include improving the cultural access and
participation of citizens, supporting cultural diversity
and integration and building new partnerships
between public cultural institutions, regions and
cultural NGOs. The policy also reflects on how
culture and the arts can leverage, support and
sustain specific activity in local tourism, education,
economy and health.
The regions can, with a coordinated and ambitious
approach to partnership and investment, be much
enriched by building on their cultural assets,
strengthening partnerships, developing capacity
in knowledge and skills, planning projects over the
long-term, and encouraging new types of culture to
flourish so that tradition and innovation can stand
side by side.
Inspired by the insights and experiences of people
who work tirelessly for the localities and the
strong evidence-base generated by the research,
the Regional Councils are entrusted with enabling
the cultural development in the region using this
strategic framework and other resources that
may be leveraged at both the national and the
European level.
This strategy draws on three transversal themes that
are common to all the regions. It also introduces
priorities for each region.
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Arts Council Malta
3.
Key Transversal Themes for Culture
across the Maltese Islands
This strategy draws on three transversal themes that are common to
all the regions and introduces specific priorities for this region.
n analysing the cultural assets, opportunities and challenges of each of the six regions, which
form this overarching research programme, a set of three shared, or ‘transversal’, themes became
clearly apparent. The themes reflect a shared cultural development reality for the Maltese Islands
as a relatively small nation with an incredibly rich heritage offer and significant capacity, partnership and
investment challenges. The themes are introduced below.
Theme 1: Talent development
The regions of the Maltese Islands are rife with
cultural and creative talent, with people being the
main cultural resource for the nation. For example,
there is real expertise in a range of traditional
cultural forms, including the art and performance
related to carnival, band clubs, and an enormous
range of festivals and events. There are distinctive
cultural memories, rites and rituals, which spark the
popular imagination and mobilise a wide variety of
cultural activities.
Furthermore, each region has a blend of unique
cultural strengths expressed in the skills, activities
and aspirations of the people. However, we are not
yet maximising the full potential of the cultural
talent pool. Too many people find it hard to build
sustainable careers in culture. There are serious
capacity limits for cultural organisations, with many
struggling to make ends meet and grow sustainably.
Emergent communities from different parts of the
world have not yet found the platform to express
their culture and contribute to an increasingly
compelling mix of cultural traditions across
the regions.
This theme is about building capacity, skills and
partnerships within the cultural talent base. Its
intention is to mobilise a cultural workforce where
more people are active making culture – both
professionally and as a key part of their lives. It
seeks to ensure that the cultural sector is open to
all and maximises the ideas, aspirations, energies
and skills of an increasingly diverse population.
It prioritises the development of programmes
and infrastructure that provide the conditions for
talent to flourish. This includes the introduction
of cultural and arts education; the development
of specialist cultural skills, management and
entrepreneurship support; and, the coordination of
cultural hubs, networks and partnership activities
which build visibility, voice and confidence across
the cultural sector.
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North Regional Cultural Strategy