Navigating the spaces in between

The Centre for Cultural Value (the Centre) is at a crossroads. As our initial five-year funding cycle concludes, we face a critical challenge. How can an infrastructure organisation like ours remain sustainable in an increasingly complex and uncertain landscape and continue to deliver impact for funders, cultural practitioners, policymakers and researchers?

We are delighted that, with interim funding from the Paul Hamlyn Foundation, Esmée Fairbairn Foundation and our home institution the University of Leeds, we can reflect on this question and rebuild a Centre that addresses current and future challenges.

The central issue is the long-term vision: what kind of sector are we collectively trying to build? Can we hope to see a more regenerative, inclusive cultural sector that truly meets the aspirations and needs of diverse communities when we know there are deep-rooted structural reasons why this isn’t currently the case?

Risk of paralysis

The past few years have seen a focus on adversity; the barriers, challenges and struggles that cultural organisations face. While these difficulties are real, we must also make space for hope and opportunity. If we don’t, we risk becoming paralysed by the challenges rather than energised by the possibilities.

One source of hope lies in the work already happening across the sector, as Holly Donagh, at the Paul Hamlyn Foundation reflects: “We have witnessed first-hand the resilience and creativity of individuals and organisations that are not just surviving but leading change.

“Many are redefining cultural work in deeply thoughtful, resourceful ways, creating new models that offer inspiration and tangible pathways for others to follow. Though often quiet, this success demonstrates that innovation and adaptability are possible, even in difficult times.”

Is this the time to do less?

Another opportunity lies in reassessing our priorities. Our national research project on the impacts of the Covid-19 pandemic on the cultural sector provided valuable insight into the idea that doing less can be a strategic choice rather than a failure. Letting go of unnecessary burdens, simplifying priorities and making space for meaningful work can be a practical necessity and a deeply positive shift.

The same research also revealed the potential for collective action and support. Armed with a clearer understanding of where the greatest vulnerabilities lie, we have an opportunity to refocus on what truly matters: work that addresses systemic issues, strengthens collective resilience and aligns with broader societal and environmental sustainability goals.

Over the past five years, the Centre has provided a vital space for dialogue between the sector, policymakers and researchers, fostering deeper inquiry into the sector’s future. Our work goes beyond data collection and research publication; it creates spaces for critical reflection and strategic thinking.

By asking hard questions about the sector’s structures, impact and purpose, we help ensure that conversations about cultural value remain forward-looking rather than merely reactive.

Culture as a fundamental part of life

Evaluation is another area where we advocate for change. Too often, organisations engage in evaluation to justify funding rather than as a tool for genuine learning and sector development. This reinforces power imbalances between funders and organisations, discouraging honest reflection.

To shift this, funders must adopt a more iterative, learning-based approach to evaluation, allowing organisations to focus on meaningful service improvement rather than simply proving impact. While evidence-based advocacy is important, the sector must also rebuild confidence in asserting the intrinsic value of arts and culture, broadening the conversation to recognise culture as a fundamental part of life and community wellbeing.

Considering this, a key initiative at the Centre involves collaborating with local authorities to develop indicators for everyday culture. Rather than defining culture solely by events and venues, we are exploring how it intersects with other aspects of daily life, such as green spaces, community clubs and public transport accessibility. This cross-cutting perspective is essential for embedding culture within the broader civic infrastructure rather than treating it as an isolated sector.

Our role as your connector

As policy landscapes shift, cultural organisations must adapt to new governmental priorities and external pressures. Certainty is impossible in this environment, but strategic flexibility, ongoing reflection and evidence gathering will be essential. The Centre has a role in shaping these discussions, ensuring policymakers and practitioners remain connected, and that robust data and sector insights inform cultural policy.

Ultimately, the Centre serves as a crucial intermediary between research, practice and policy. Our work exists in the ‘spaces in between’, leveraging networks, facilitating collaboration and fostering strategic thinking. As a small but agile organisation, we can bridge academic research and sector practice, ensuring research is freely available and actively informs decision making. Working on both local and national levels allows us to engage with a diverse range of stakeholders, from university researchers to grassroots cultural organisations and local authorities.

To continue effectively supporting the sector, we must remain responsive to changing needs. Listening to the views and experiences of cultural practitioners, policymakers, researchers and funders will be key. By maintaining an open, adaptive approach, we can shape a sector that is more sustainable, inclusive, inspiring and, above all, impactful.

With thanks to Stephen Dobson (Centre for Cultural Value) and Holly Donagh (Paul Hamlyn Foundation) for their contributions to this article.