Bradford JCNA – Joint Cultural Needs Assessment 2026

Publication date: June 2026

Report authors: Anna Franks Consultancy with Associate Consultants, Dr Madeleine Irwin and Susan Ingham

The Bradford District Joint Cultural Needs Assessment 2026 provides a strategic roadmap for the region following its transformative tenure as the UK City of Culture.

Following the initial JCNA report published in 2020, and the update in 2023, this latest report highlights how investment has successfully increased civic pride, improved wellbeing, and established culture as a central driver for economic regeneration. However, the report warns of systemic fragility within the sector and advocates for a transition from temporary momentum to long-term system-building. The authors recommend prioritising inclusive access, sustainable workforce development, and the protection of hyper-local infrastructure to retain creative talent. By focusing on distinctive strengths in heritage, visual arts, and digital media, the district aims to bridge the gap between community-led creativity and large-scale urban growth. Ultimately, the document serves as a guide for refreshing the Culture is Our Plan strategy to ensure the 2025 legacy results in lasting social and structural change.

This assessment occurs at a critical mid-point of the ten-year Culture is Our Plan strategy (2021–2031), serving to evaluate how the delivery context has evolved since the strategy's inception.

The current position of Bradford's cultural landscape is characterised by the following key themes:

• A Shift in Culture's Role: Culture has transitioned from being a valued civic asset to a visible driver for regeneration, skills development, the visitor economy, and inclusive growth. It is now increasingly understood as a contributor to outcomes that matter across the district, such as wellbeing, civic pride, and social connection.
• The Post-City of Culture Momentum: The Bradford 2025 UK City of Culture year provided "proof of potential," demonstrating what can be achieved when culture is resourced at scale, including reaching over three million audience members and involving 2,000 creative practitioners.
• Sector Fragility: Despite this momentum, the cultural infrastructure remains fragile. High operating costs, reduced local government funding, and the "pause" of key organisations like Bradford Producing Hub highlight significant risks to the system's long-term sustainability.
• Establishing a New Baseline: Because 2025 was an extraordinary year with exceptional investment, the JCNA recommends that 2026–27 should be established as the realistic baseline for the district. This period will be used to understand which partnerships, participation levels, and visitor activities can be sustained without the specific funding and visibility of the City of Culture year.
• System Building: The findings suggest that Bradford’s primary need is no longer just "more activity," but rather the construction of a stronger, more equitable, and better-connected cultural system. While the strategic language has changed to support culture, the actual connections in delivery are often still aspirational or in early development

In summary, "Where are we now?" describes a district that has proven its cultural capability and ambition through a major national event but must now navigate a constrained financial environment to translate that success into a long-term, sustainable cultural approach.

Executive summary
Headline recommendations from this JCNA
SECTION 1. Purpose, scope and evidence base
Section 2. Bradford’s place narrative: what is distinctive?
Section 3. The strategic context: culture as a energizer of regeneration & change
Section 4: Bradford 2025: proof of potential, not a normal baseline
Section 5. Cultural participation: from audiences to cultural agency
Section 6. Cultural workforce, skills and talent retention
Section 7. Young people, cultural learning and creative careers
Section 8. Cultural infrastructure, venues and space
Section 9. Artform and practice-led investment priorities
Section 10. Creative health, wellbeing, civic pride and social impact
Section 11. Visitor economy, tourism, international links and external reputation
Section 12. Access and Inclusion
Section 13. Sustainability and environment
Section 14 - Governance and leadership
Section 15. Key areas for consideration in the JCNA action plan
Section 16. Five-year recommendations
Section 17. Monitoring, evaluation and learning
Section 18. Concluding position
Appendix 1: Sources and references
Appendix 2: Contributors and interviewees
Appendix 3: The Authors