4.2.
SWOT analysis for the Northern Region
Below are a set of overarching headline findings drawn from the research and consultation exercise that
informed this strategy:
Strengths
Weaknesses
→Cultural heritage assets - the region is very rich in this aspect,
having a myriad of tangible and intangible heritage assets. Such
assets could be better used to enhance cultural engagement
across communities.
→A balance between rural and urban areas - the region is known
for its rural areas which retain some of the more traditional
landscapes of Malta that include diverse flora and agricultural
fields that provide for beautiful scenery.
→Collaboration and sense of friendship between core
communities - many of the localities in the region have a
strong sense of community that goes back generations. While
this might make it difficult for new generations and incoming
communities to integrate, the strength of the community can
be nurtured as an asset for all residents.
→Cultural diversity - the distinctive cultural diversity in the region
generates many opportunities for creative exchange and the
development of new cultural programmes. The balance between
the local traditional community and diverse newer communities
could be a real strength within the region.
→A perceived ‘parochial mentality’ with resistance by some to
embrace change – while core community sentiment can be
a strength, it could also be a cause of strain and discontent,
especially in relation to any forward-looking proposals put
forward. It can also be a resisting factor in terms of the
opportunities that diversity brings.
→Lack of cultural and organisational capacity – for example,
there seems to be limited professional expertise in events
management and cultural and creative understanding. Although
there is a strong impetus to create events for the community,
understanding and knowledge of event management and how to
engage audiences among Local Councils is limited.
→A system that is predominantly centralised and run by Central
Government – conversations with the local stakeholders
revealed a common concern about how the present national
governance system operates. The highly centralised system
is perceived to be a hindrance to the daily operations and
prospective organisational development of the localities and
the regions.
→Lack of awareness of local assets and community interests –
given the limited cultural exchange between communities and a
historical lack of asset mapping and promotion, cultural assets
have not been viewed as a key resource for the community and
regional development.
→Divergent priorities (between the region and localities; between
different localities) – the priorities of the region and the
localities are not always aligned due to the specificities of the
localities. Relations between the region and the different Local
Councils and among the localities themselves are sometimes
strained, with each locality lobbying for its own aims.
→Disenfranchised communities and disconnection with cultural
programming – typically, non-Maltese residents do not actively
engage in cultural activities organised by the Local Councils.
From research, it is evident that the events organised by the
Local Councils are highly influenced by identity politics, in
turn reflecting the dominant cultural narrative of the ‘Maltese
identity’ resulting in a general lack of representation in terms
of diversity and multiple identities. This increasingly widens the
gap between intrinsically local communities and others who feel
disconnected.
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Arts Council Malta