A 10-year Cultural Strategy [https://culturechangecoventry.com/] has been drawn up to help Coventry become a culturally attractive, vibrant and prosperous city for everyone who lives, works and studies in our city. The strategy will make Coventry a leading city of culture in modern Britain and help bring about future economic success and improved quality of life for residents.
It has been funded by the City Council and Arts Council England with support from both the University of Warwick and Coventry University and is based on an extensive consultation process.
The Strategy builds on the heritage and culture of the city and introduces 5 key goals for cultural growth and 7 big ideas for transforming the cultural life of the city. The initial 5 goals are:
Goal 1: Partnership
A new partnership approach to cultural growth will ensure access and sustainable funding for a wide range of cultural organisations, activities and events across the city. This partnership brings together the City Council, communities, the universities, local businesses and charities, and the professional and amateur cultural sectors.
Goal 2: Lifelong Learning
All children and young people have an entitlement to the arts and digital creativity in schools and in their community which is not limited by family income, location or age.
There are opportunities for all generations to learn from and develop through the arts and there will be an emphasis on lifelong learning and talent being recognised.
Goal 3: Diversity
Communities and individuals will be empowered to celebrate and share their heritage, culture, abilities and identity and take part in the cultural life of the city.
Diversity is one of Coventry's strengths and resources and Coventry is a national centre of excellence for diversity in the arts and creative industries.
Goal 4: Health and Wellbeing
Arts and culture are core to the health and wellbeing of the city, with events helping to combat isolation and mental health problems in vulnerable communities.
Culture makes a major contribution to encouraging healthy lifestyles and physical activity.
Goal 5: Economic Growth
Coventry is a culturally vibrant, attractive and prosperous city that enriches the lives and environment for all residents.
The city is a major tourist destination for the West Midlands and successfully attracts new businesses and investment, particularly in high- tech creative industries, talent development and cultural production.
An additional goal was added in early 2022, following public consultation as part of a strategy review and refresh process:
Goal 6: Coventry's Green Future
Arts and culture promote and support behavioural and environmental changes to address the climate crisis and encourage green activism. Arts and culture model circular economy practices and principles in production and
programming that bring fun, interactive and entertaining activities to celebrate and sustain the city’s green and other heritage sites.
The Coventry Cultural Strategy 2017 to 2027, has been funded by Coventry City Council and Arts Council England and was written with support from the University of Warwick and Coventry University.
Useful resources
- Coventry Cultural Strategy 2017 to 2027 [https://culturechangecoventry.com/]
- Cultural Strategy Refresh [https://www.coventry.gov.uk/downloads/download/7266/coventry-cultural-strategy-refresh]
- One Coventry (Council Plan 2016 to 2024) [https://www.coventry.gov.uk/onecoventryplan]
- Coventry City-wide Intelligence Hub [https://www.coventry.gov.uk/info/195/facts_about_coventry/3456/citywide_intelligence_hub]
For more information contact:
ArtsDevelopment@coventry.gov.uk [mailto:ArtsDevelopment@coventry.gov.uk] and mark the subject line 'Cultural Strategy Enquiry'
Keep up to date with cultural news and opportunities by signing up for our newsletter [/artsnews].
Future Works II findings
The Future Works II gathering on 15 October 2024 drew together almost 200 people working across the city in the arts, culture, creative industries, heritage, tourism, health and wellbeing, regeneration and youth services. The aim was to facilitate conversations about how arts and culture can make a positive difference in Coventry going forward, to collectively agree and deliver our priorities with a commitment to action.
This summary draws on the discussions and feedback captured from the event, and highlights the richness of cultural activity across the city, working towards an inclusive and sustainable cultural ecosystem – as well as how we can help and support each other.
Diversity and Inclusion:
- Finding: There is strong advocacy for diversity and inclusion within the arts, matching the community's need for celebrating and integrating diverse cultures in planning and execution.
- Recommendation: Continue to expand representation in decision-making roles and amplify diverse voices in senior positions to deepen the impact of cultural inclusivity.
Lifelong Learning:
- Finding: Collaborative educational initiatives are in place, supporting lifelong learning aligned with community needs for professional development.
- Recommendation: Strengthen connections between local arts organisations and educational institutions to provide more comprehensive, on-going, business skills training and mentoring.
Green and Sustainable Practices:
- Finding: The need for sustainability was highlighted, advocating for projects that integrate green practices within the arts.
- Recommendation: Promote and expand funding for environmentally sustainable projects and consider separate strategies to address the climate crisis, emphasising its critical importance.
Economic Growth:
- Finding: Economic activities through arts and cultural projects create jobs and support entrepreneurship, corresponding with the need for sustainable economic growth.
- Recommendation: Develop more permanent premises for artistic activities to foster economic stability and reinvest economic gains back into the cultural sector.
Health and Wellbeing:
- Finding: The integration of arts into healthcare settings addresses the need for therapeutic options that can enhance community health and wellbeing.
- Recommendation: Increase the accessibility and integration of arts into health promotion, ensuring programmes are inclusive and reach vulnerable groups.
Partnerships and Community Engagement:
- Finding: There is a robust framework for partnerships and community engagement, but more can be done to ensure these initiatives are truly accessible and involve proactive community outreach.
- Recommendation: Develop more centralised communication hubs and utilise public spaces to engage communities more effectively, with the aim of integrating arts and culture into more people’s everyday lives.
Operational and Strategic Enhancements:
- Finding: Current efforts to streamline processes and reduce bureaucracy are on-going, to meet the need for simpler administrative procedures.
- Recommendation: Focus on reducing red tape further and enhance the responsiveness of cultural organisations, at the same time continue to empower local communities in cultural policy decision-making.
Needs and offers
Coventry’s Cultural Synergy: Matching Community Needs with Arts Initiatives
In Coventry, the cultural landscape is continuing to evolve - aligning community-driven needs with specific offerings from the arts and culture sector.
Diversity: A Commitment to Inclusion
Offer: There were many offers of advocacy for diverse practice across the arts, as well as engaging with communities that included local artists who have previously experienced exclusion from decision-making processes.
There is a Need to celebrate diversity by ensuring ongoing representation of diverse communities in cultural events and planning.
Match: Both the offer and need emphasise enhancing diversity and inclusivity in the arts, both focus on broad community engagement and representation.
Lifelong Learning: Developing Skills and Opportunities
Offer: Collaborative efforts with educational institutions to provide training and retain local talent through meaningful mentorship and workshops were a key offer.
Need: A clear demand for business skills training and professional development opportunities for local creatives was highlighted.
Match: There is a significant overlap in providing educational opportunities and professional growth for artists, aligning the training offerings with the specific skills the community needs.
Green Futures: Embracing Sustainability
Offer: Projects focusing on environmental sustainability and securing funding for climate-friendly practices.
Need: Community support for environmental care and applying best practices in sustainability.
Match: Both offers and needs reflect a strong commitment to integrating sustainable practices within the arts, aiming for environmental stewardship.
Economic Growth: Cultivating Local Talent and Business
Offer: Creation of job opportunities and economic activities through the arts, supporting entrepreneurship and strategic planning.
Need: Sustainable funding models and development of premises for artistic activities to foster economic stability and growth.
Match: There's a clear connection in fostering economic growth through the arts, with both offers and needs focusing on creating sustainable job opportunities and supporting local business models in the arts sector.
Health and Wellbeing: Arts as Therapy
Offer: Integration of arts into healthcare settings and supporting mental health through accessible art projects.
Need: Integrating creative arts programmes in healthcare to enhance patient and staff wellbeing, the need to address loneliness through cultural activities.
Match: The therapeutic use of arts to support health and wellbeing was a common thread, with both offers and needs recognising the potential of arts to heal and unite communities.
Partnerships: Strengthening Collaborations
Offer: Developing international exchanges and collaborations with various stakeholders to enhance cultural projects.
Need: Building long-term relationships with local authorities and businesses to secure resources and support for cultural activities.
Match: Strong partnerships are crucial, and both sides are looking to enhance collaboration among local and international entities to amplify cultural impact.
Community Engagement: Accessibility and Relevance
Offer: Making art and cultural events more accessible and relevant to local communities through proactive community outreach.
Need: More engagement and outreach to inform the community about available cultural activities and opportunities.
Match: The focus on increasing community engagement through the arts aligns perfectly, aiming to make cultural participation more accessible and relevant to all residents.
So what happens next?
The next step is to recruit the members of the Culture Works Cultural Compact – called ‘The Reps’. Once in place, the members of Culture Works will then review all the recommendations and work together to see how we can collectively take them forward as part of the Coventry Cultural Strategy 20217 to 2027 delivery.
The Culture Works Collective
What is the Culture Works Collective?
Culture Works Collective is the Cultural Compact for Coventry. A Cultural Compact is a network which brings together people and organisations from different sectors with the vision to make Coventry a better place through arts, culture and creativity.
Coventry is already a great place with a vibrant cultural scene, but in the last few years it has become more difficult for the cultural sector to thrive because of the impacts of Covid, cost of living crisis and diminishing funding.
It is therefore really important that we collaborate to find joint solutions to key issues and look at the wider opportunities on how to ensure arts, culture and heritage play a key role in the future progress of Coventry.
What will Culture Works do?
Culture Works will bring together people with knowledge, passion and skills to fulfil the vision of Culture Works, as well as act as representatives for different sectors which all have an impact on the arts and cultural ecology of the city.
Culture Works will have a shared, delegated responsibility for overseeing the delivery of the 2017 to 2027 Coventry Cultural Strategy, informed by the wider Future Works Open Forum.
The Future Works Open Forum will be an annual event bringing together everyone who is interested in the future of arts and culture in Coventry. It will be an opportunity to take stock of progress and have a wider conversation about the needs, opportunities and successes of arts and culture in the city.
Who are the Reps?
The Reps are the members of the Culture Works Collective. They will be people representing the interests of different stakeholder groups, ranging from residents to private businesses, and of course the cultural sector. There will be four different types of the Reps – with everyone working together.
Eight Cultural Sector Reps
- People from smaller cultural organisations, up to 4 members in total
- Freelancers from the cultural and creative sectors, up to 4 members in total
Seven Community Sector Reps
- These Reps will represent the residents of Coventry either directly or through the work they do
- These Reps will also include for example faith and community organisation/network representatives
Six Other Sector Reps
- These Reps will be representing the key focus areas of the cultural strategy, including economic development, education and skills, health and wellbeing and environment and social justice.
- They are likely to be organisations or networks working across these areas
Seven Wider Stakeholder Reps
- These are Reps from those organisations that ‘there is only one of’, such as the city’s 2 Universities, Coventry City Council, the Cathedral as a key physical venue and the 3 larger National Portfolio Cultural Organisations (Warwick Arts Centre, The Belgrade Theatre and Culture Coventry)
The Culture Works Collective will work within a Terms of Reference that was devised by the previous iteration of the Cultural Compact, for a period of at least 2 years to test out how it works, and whether it achieves the aims of open-ness, inclusivity and truly democratic, collective governance.
Qualities of the Reps
- Have a strong commitment to improving the lives of the city's residents
- Are interested in the role that arts, culture and creativity can play in shaping a better future for the city
- Have the ability to think creatively about how different sectors, industries, neighbourhoods and organisations can work together to unlock new opportunities
- Can make the commitment to attend Culture Works meetings and proactively contribute to the work
- Are committed to equality of opportunity and able to respect the views of others, even when those views are different from theirs
- Can contribute positively to discussions and champion the role of arts and culture by contributing their experience and expertise to achieve workable solutions
- Are able to work collaboratively with other members to achieve agreement on key issues and actions
- Are able to consider the bigger picture beyond their own personal or organisational needs/ambitions, as well as towards wider public benefit
This could include things like:
- Understanding of the arts and cultural sector, which can be from a specific point of view, such as a specific art form (e.g. theatre, dance, music), practice (community arts, arts and health) or type of role (e.g. freelancer, technical role, administrator, producer, business owner)
- Having local knowledge and/or access to a community, stakeholders or wider networks and being able to influence these
- You are passionate about diversity, inclusion and equality in the arts and cultural sector and beyond
- Understanding of the funding environment for your own sector
- Experience or interest in socially engaged practice, co-creation and community work
- Experience in working with audiences, clients or participants with a focus on co-creation, socially engaged arts practice or participatory arts
- Deeper understanding of one or more of the key priorities of the Cultural Strategy including:
- economic development
- education and skills
- environment and social justice
- health and wellbeing
- communities
The plan for Culture in Coventry: January 2026 to December 2027
Coventry has a Cultural Strategy which was developed nearly 10 years ago, running from 2017 to 2027. As it was developed a while back with only 2 years left, it was important for us to think about whether the priorities in the strategy were still the right ones. We also needed to think about what action would be required for the remaining 2 years of the strategy.
To help with this process, the Council facilitated a Future Works II event in October 2024, providing an opportunity to get feedback from the sector and people interested in culture, heritage and creativity in the city. In addition, the Coventry Culture Works Collective (CCWC) – a new cultural compact for Coventry – had its first meeting in May 2025.
The CCWC ‘Reps’ represent a wide range of experience from cultural organisations to freelancers and residents. The compact has been working hard since May to consider the feedback from the sector, doing an analysis of what is happening around us, as well as thinking about the activities that would lead us to the things we would like to achieve. It was recognised that some wider ambitions would take longer to achieve – but we could use the next 2 years to take smaller steps towards them.
We also worked on the basis that the cultural strategy should be the city’s strategy – and not just something that gets created and stored somewhere. Everyone who lives and works in Coventry should feel empowered to be part of the delivery of this strategy
The Themes
Based on the feedback, there were five themes that seemed to resonate with people.
- Economic Prosperity
- Health and Wellbeing
- Environment and Social Justice
- Lifelong Learning and Skills
- Cultural Engagement and Opportunity
All of these areas should be based on partnership working, with diversity, equality and inclusion being central to our work
We then worked to develop a theory of change for each area to think about the long-term impact we want to have – with the intention of breaking them down into objectives and actions.
Economic Prosperity
Goal: What is the long-term impact we want to have?
- Coventry has well-performing cultural and creative sectors where organisations and freelancers can thrive, contributing to overall economic prosperity of the city. This will also attract new businesses and support retention of graduates.
- Culture and heritage are recognised and promoted as key tourism drivers for the city
Objective 1.1
Coventry to secure funding to deliver relevant parts of the cultural strategy and priority actions
Action 1.1
- Collectively advocate for the city and influence funders
- Raising the profile of Coventry cultural sector and creative sectors
- Work collaboratively to develop funding bids that will contribute to our strategy
Objective 1.2
Have business and financial resilience support available for anyone working in the cultural/ creative sectors, including freelancers
Action 1.2
- The Council and other partners to aim to deliver programmes aimed at supporting the financial resilience of freelancers, organisations and creative businesses
Objective 1.3
CreaTech Frontiers programme and Coventry and Warwickshire Exchange (CWX) continue to benefit creative and cultural businesses and freelancers
Action 1.3
- Securing continuation funding for CWX
- Ensure CreaTech Frontiers continues to connect with the wider cultural sector
Objective 1.4
Organisations, freelancers and creative businesses know about funding and support opportunities
Action 1.4
- Promoting funding and support opportunities online and through existing networks
Objective 1.5
Culture and heritage are included in the new tourism strategy and considered important for getting more people to visit Coventry
Action 1.5
- CCWC members to participate in the Tourism Strategy consultation in 2026
- Other stakeholders to advocate for the role of culture
Objective 1.6
Increase day visits to cultural venues, events and heritage sites and encourage overnight visitors
Action 1.6
- Work collaboratively to develop ‘packages’ for visitors and cross-promote
Objective 1.7
Culture and heritage are prominently referenced in the new strategic approach to city events and the delivery plan
Action 1.7
- CCWC to participate in Council city events consultation by June 2026
- Coordination across partners to avoid clashes (e.g. multi-faith calendars) and create strong partnerships bids for events (including national cultural events, conferences, events for residents) and cultural tourism
Objective 1.8
Culture and heritage are referenced in the new night-time economy (NTE) plan for Coventry
Action 1.8
- CCWC to participate in Council NTE plan consultation in 2026
Objective 1.9
Heritage Strategy developed and strongly aligned with the Cultural Strategy, with the aim to incorporate into the next cultural/creativity strategy for the city post 2027
Action 1.9
- Following consultation in 2025 and early 2026, Heritage Strategy finalised and approved by Cabinet in Spring 2026
Health and Wellbeing
Goal: What is the long-term impact we want to have?
- Arts and culture are core to the health and wellbeing of the city.
- Participation in and enjoyment of city-wide professional and community arts programming responds to the needs of all generations and combats isolation and mental health in our most vulnerable communities.
- Culture makes a major contribution to encouraging healthy lifestyles and physical activity.
Objective 2.1
Reconnect with key partners (e.g. Integrated Care Boards, University Hospital Coventry and Warwickshire, Public Health) to explore how creativity can be better embedded into their activities
Action 2.1
- Meetings with key stakeholders to re-establish connections
- Meeting with the Health Determinants Research Collaboration (HDRC) team to understand how the project can deliver against the goal
Objective 2.2
Mapping of organisations and freelancers currently delivering creative health activity including social prescribing
Action 2.2
- Forming stronger links between non-cultural partners delivering health and wellbeing activities in the city
- A process of mapping organisations and freelancers is completed by 31 December 2027
Objective 2.3
Funding and support available for organisations and freelancers with a focus on creative health, especially those working with most vulnerable residents
Action 2.3
- Events showcasing local creatives whilst combining wellbeing activity (e.g. crafts) for residents
- Plan and fundraise for projects and other activities, building on existing work
- Securing funding for delivery of programmes for social prescribing and other creative health initiatives
Objective 2.4
Active sharing of best practice and opportunities for collaboration and development of projects, which would target those most in need
Action 2.4
- Annual Creative Health event (taking turns with Warwickshire) allowing sharing of learning and opportunities
Objective 2.5
Maximise the opportunity around the Coventry Health Determinants Research Collaboration
Environment and Social Justice
Goal: What is the long-term impact we want to have?
- Arts and culture proactively promote and support collaborative behaviour change and practical climate adaptation action in neighbourhoods and across the city.
- Arts and culture model circular economy practices and principles in production and programming that bring fun, interactive and entertaining activities to celebrate and sustain the city’s green and other heritage sites.
Objective 3.1
To ensure that the culture sector and creative activities can form a part of the £1m National Lottery Heritage Fund (NLHF) ‘Green Futures’ programme delivery for the Council
Action 3.1
- CCWC to meet with Council team delivering NLHF funding to explore joint opportunities (as starting point to continuous dialogue)
- Making sure cultural sector partners are kept informed about any opportunities relating to the project
Objective 3.2
Enhanced capability in the cultural sector to engage in Coventry’s new Climate Strategy (both how to help to engage with residents – as well as the sustainability of the cultural sector)
Action 3.2
- CCWC Rep to meet with Council team delivering the Climate Strategy (as a starting point to continuous dialogue)
- Environment and social justice featured at the Future Works annual events and/or organise specific events on the theme
Objective 3.3
There is funding and support available for cultural organisations and freelancers to help them to operate more sustainable way
Action 3.3
- Actively share funding and other opportunities to enable the cultural sector to improve the environmental sustainability of their operations
Objective 3.4
There is funding and support available for cultural organisations and freelancers to support residents in green activism and behaviour change
Action 3.4
- Actively share funding and other opportunities to enable the cultural sector to better engage with residents
Lifelong Learning and Skills
Goal: What is the long-term impact we want to have?
- All children & young people (CYP) have an entitlement to the arts and digital creativity in schools and in their community, which is not limited by family income, location or age.
- There are opportunities for all generations to learn from and develop through the arts.
- Professional talent is recognised, developed and supported at all points of career development.
Objective 4.1
Maintain the momentum with the Coventry Cultural Education Partnership (CCEP), including the network of Cultural Champions in each school
Action 4.1
- CCEP to complete the audit/ mapping of cultural sector work with schools and colleges and other data
- CCEP to deliver a suite of activities promoting creative careers and arts in curriculum
Objective 4.2
There are a number of initiatives in place supporting skills development of Coventry creatives, with a special focus on global majority, freelancers and those experiencing disadvantage
Action 4.2
- Finalising mapping of skills development programmes for next two years and existing funding
- Delivery of a strategic skills programme in Coventry to address gaps in provision
- Ensuring target communities are aware of the opportunities and skills/career pathways
Objective 4.3
There is funding and support available for cultural organisations and freelancers to deliver skills opportunities for residents, with a focus on young people and those experiencing disadvantage
Action 4.3
- Ensuring organisations and freelancers are aware of opportunities for community skills building (e.g. funding, collaborations) through a new website/newsletter including non-cultural opportunities
Objective 4.4
Apprenticeships – cultural and heritage organisations are making use of reforms to hire and train apprentices to fill skills gaps and develop next generation of cultural and heritage workers
Action 4.4
- Ensuring organisations are aware of government apprenticeship reforms and cost reductions to small employers
- Ensuring target communities are aware of the opportunities and skills/career pathways
Cultural Engagement and Opportunity
Goal: What is the long-term impact we want to have?
- Cultural programming reflects the diversity of the city, with community-led production/programming increasing cultural participation and activism especially in areas with less opportunities.
- Establish Coventry as international centre of excellence for co-created cultural practice.
- Coventry has the required spaces and places to support cultural & creative activity through good quality cultural infrastructure.
- Traditional global craft are celebrated and supported and are a feature of Coventry’s cultural landscape.
Objective 5.1
Community centres and community connectors have developed skills and capacity to co- create cultural activity in their communities
Action 5.1
- A ‘Creative People and Places’ type of programme to support capacity building of local communities and enable hyper- local, co-created cultural activity being delivered
Objective 5.2
Opportunities created for sharing good practice in co-creation (events, research) and a learning library
Action 5.2
- A working group blending creative practitioners, residents and academics to create a toolbox for excellence in co-creation
- Opportunities to share learning (e.g. events)
Objective 5.3
A better understanding of existing meanwhile spaces, capital grants and ‘culture friendly’ landlords, with sector access to this information through e.g. CCWC website
Action 5.3
- Council to make the 2025 infrastructure mapping accessible through their website
- Work with Council to identify void spaces suitable for use as meanwhile spaces and develop an approach on how to better engage in city regeneration and developers
Objective 5.4
Better links between the cultural sector and planning teams and/or developers to protect existing cultural infrastructure and facilitate development of new spaces
Action 5.4
- Sharing information about existing capital funding opportunities with the wider sector
Objective 5.5
Raised awareness of extent of global craft being practised in Coventry and scoping feasibility of a Festival of Making centred around global crafts and everyday making skills
Action 5.5
- Ensure global crafts included in Tourism Strategy
- Doing a mapping of the type of crafts practiced in the city, the people and organisations involved
- Creating more opportunities to craft makers to promote and sell their products
- Securing funding to support the process of making crafts more visible (e.g. festival of making)