Resources and References

Introduction and Overview

The Cultural Strategies Network meeting on Wednesday 15^th April 2026 12pm will focus on co-creation and consultation. Registration is here.

This meeting is an opportunity to explore experiences and challenges that could relate to some of the following:

• Approaches that centre co-creation, citizen-led and creative methods and what this enables.
• Understanding what resources, training and skills are required to effectively and equitably undertake consultation.
• Working in partnership to design, deliver and analyse data.
• Considerations around ethical data generation, data protection and equality impact assessments.

This meeting most closely links with the following resources:

• Methods and Consultation, which recommends providing details on consultation methods and offers the Cultural Strategies Consultation Planning Checklist as a way to do this. There are also some resources and examples in the Resources and References section.
• Living and Responsive, which recommends creating a means/platform to enable updates, responses and continued consultation.
• Continuity and Evaluation, which recommends that aims be regularly reflected on and evaluated in the future.

Summary

The following very briefly summarises some of the discussion points with connections to Think Kit resources that might be relevant and useful:

• The following initiatives were introduced:
  – A National Cultural Framework for Local Authorities in England: https://www.tfconsultancy.co.uk/projects/a-national-cultural-framework-for-local-authorities-in-england-2026/
  – LUCIA: New Partnerships for Culture, Place and Inclusive Growth: https://www.linkedin.com/pulse/introducing-lucia-new-partnerships-culture-place-inclusive-gupte-sy8ne
• The opening introductions and discussions emphasized the ethos of ‘with and not about’ and the importance of trust and relationships. This can shape the pace at which engagement and involvement unfold.
• There can be a continuum of engagement and involvement that includes co-creation and consultation. These variations can be appropriate in different settings and circumstances. Resources highlighted:
  – Arnstein’s Ladder of Citizen Participation was highlighted: https://citizenshandbook.org/arnsteinsladder.html
  – Spectrum of Engagement: https://theaudienceagency.org/en/news/people-centred-approaches-cultural-heritage-and-sustainable-development
• Engagement with citizens and communities needs to continue beyond the development of the strategy with involvement facilitated sustained over time, enabling reflection on and revisions to strategy aims and activities. The resource on continuity and evaluation includes a template for periodic review and reflection which can help for identifying and narrating aims and achievements.
• The was caution around initiative fatigue and consultation fatigue and ways to understand the different types and frequency of requests/opportunities to contribute ideas and feedback.
• A variety of different methods and approaches were included, with the creative and qualitative methods being emphasised has having distinctive possibilities for engaging with those who are marginalised and seldom heard. The resource on methods and consultation has a planning checklist which includes links and resources exploring ethical use of different methods for co-creation and consultation. Prompt questions include: What can approaches centring co-creation, citizen-led and creative methodsenable? Are accessibility and inclusivity embedded in the approach and the materials?  
• The following examples and approaches were shared. 
  – Community Conversations: https://www.communityconversations.info/
  – Everyday Culture Micro Commissions: https://www.bristol.gov.uk/files/documents/10296-everyday-culture-micro-commissions-overview/file
  – Citizen Assemblies: https://citizensforculture.info/regionalculturalplan/
• There are considerable and specific resources, experience and expertise needed to design and navigate engagement and involvement activities. Understanding the possibilities and limitations is essential. A collective and partnership approach can help (for example, connecting with research and education organsations; consultants).
• There is a balance to explore around the art of the possible. Conversations may focus on needs and wants when it comes to cultural events and activities, whilst also creating a space to explore the unexpected and the unfamiliar.
• Recognise the time involved of volunteers and freelancer. The resource on access and context has a series of prompts. For example, part 2 question 6 of the quiz: ‘Engage user communities and individuals in reviewing materials with consideration to paying for involvement (see The Social Change Agency Guidance’). The resource on models and approaches has prompt questions and suggestions on engaging with freelance creative practitioners. Also, the Bridging the Gap: Connecting local government with creative freelancers policy brief from the Diverse Capacities project shares recommendations addressing make opportunities visible and commissioning processes.
• The importance of the equality impact assessment was discussed. The resource on access and context has prompts on providing important information on when a cultural strategy was created, how it was created and who was involved. This includes question six on the equality impact assessment. The periodic review and reflection template in the resource on continuity and evaluation also embeds the equality impact assessment.

Introduction and Overview

The Cultural Strategies Network meeting on the 11^th February 2026 will focus on delivery and governance. 

This meeting is an opportunity to explore experiences and challenges that could relate to some of the following:

• governance models that are inclusive and equitable
• sustained involvement of partners and interested parties (especially beyond the development phase and over the longer term)
• who leads on/is responsible for different aims and the ways in which aims and actions might be specific for the strategy and/or are aligned to others’ existing plans

This meeting most closely links with the following resources:

• Models and Approaches, which includes a question about shared understandings between partners on ongoing involvement and commitments.
• Continuity and Evaluation, which recommends that new cultural strategies establish a way for aims to be regularly reflected on and evaluated in the future.

Summary

The following very briefly summarises some of the discussion points with connections to Think Kit resources that might be relevant and useful:

• The importance of cultural strategies for enabling a place to articulate a clear vision and plan to funders was highlighted. This was expressed by Five10Twelve CEO Samara Jones-Hall in an Arts Professional article: ‘We see first-hand the significant difference it makes for local authorities to have a well-developed cultural strategy in place to access funding, unlock investment, and deliver lasting impacts.’ The role of strategies going into local government reorganisation was also identified as a probable advantage.
• Governance models need to be specific to place, rather than implemented based on approaches used elsewhere.  The resource on models and approaches includes examples of how local authorities and consultants have approached this.
• Enabling equitable participation and contributions between differently sized and resourced partners. The resource on models and approaches has prompt questions and suggestions on who leads/is responsible for different strategy aims and actions.
• Local authorities have a vital convening role. It was suggested that local authorities do this as part of the partnership. An approach to co-design within local authority might make this more familiar and established when it comes to the cultural strategy. This also means considering whether the strategy is (or is seen as) a council document and questioning any approval role (something which might differ from some established local authority processes). This was framed as endorse not adopt. The resource on structure and language considers aspects relating to this, such as values and background. The resource on models and approaches has prompt questions and suggestions relating to this.
• The importance of how culture is identified in other strategic plans for a place. The themes and priorities resource addresses this and the policy and position resource has a template with a structure for bringing together different strategies and plans.
• If a local authority is commissioning a cultural strategy, then being clear on resources and capacity available in the development stage and beyond, for example: generating data and asset mapping activities; consultation activities and renumerating lived experiences (e.g., The Social Change Agency); commissioning creative practitioners; evaluation activities. This will help with the meeting point of aspiration and reality. Question 2 for the resource on models and approaches has some suggestions to consider in commissioning a cultural strategy.

Summary

The following very briefly summarises some of the discussion points with connections to Think Kit resources that might be relevant and useful:

• Referencing and evidencing successes (e.g. funding) that a strategy can help to leverage
  The resource on continuity and evaluation includes a template for periodic review and reflection which can help for identifying and narrating aims and achievements.
• Giving voice and engaging with a diversity voices
  The resource on methods and consultation has a planning checklist which includes links and resources exploring ethical use of different methods for co-creation and consultation. Prompt questions include: What can approaches centring co-creation, citizen-led and creative methods enable? Are accessibility and inclusivity embedded in the approach and the materials?  
• Governance
  The resource on models and approaches includes a question about shared understandings between partners on ongoing involvement and commitments (for example, terms of reference). This will be the focus of the session on 11^th February 2026.
• Monitoring and Evaluation
  The resource on continuity and evaluation includes a template for periodic review and reflection and links to various resources for evaluation.
• Approaches to and language used to describe renewing and refreshing strategies
  The resource on continuity and evaluation includes a template for the continuity flowchart which can help to make connections and evaluate continuity between different cultural strategies over time. The interactive map available under geographies and boundaries can help for finding past strategies that places have had.
• Delivery plans 
  The resource on structure and language has a section on versions which considers the combination of an overarching strategy (with the high-level vision for a longer period) and delivery plans (which addresses operational issues and is updated more frequently). This is also explored in the interactive resource for living and responsive.