The essence of this report differs from the report prepared in 1994 insofar as much debate has already taken place on some of the issues identified and the contribution which leisure, culture and the visitor can bring to the prosperity of Shrewsbury is now better accepted.  This report therefore builds on the 1994 report to delivery stage and to garnering the relevant initiatives into one whole package in order to maximise impact and, very importantly, maximise funding opportunities.

 

Both the Heritage Lottery Fund (HLF) and Advantage West Midlands (AWM) have indicated far more interest in assisting financially if there is a Strategic Plan that addresses all issues identified.  The HLF has only recently reinforced this point in requesting a genuine steer towards a strategic plan that addresses the Museum, Music Hall and New Theatre.

 

AWM, a major funding body in economic/tourism development terms, is also keen for there to be a corporate strategic approach.  The Economic Development Manager is progressing an aspect of this approach via the current Visitor Economy Strategy.

 

The Council is currently well placed financially in respect of available capital resources which can be used wherever possible, to match fund or stimulate external additional resources.  The pulling together of the major objectives identified in this report into delivery over a period of 6/7 years will assist in maximising external funding.

 

The opportunity is available now to move forward with a series of linked projects which will enable Shrewsbury to develop its considerable artistic, cultural and tourism assets even further.