Controversial Arts Council England (ACE) road map Let’s Create has officially been replaced by its new Strategic Framework, months after an independent review into the funder diagnosed it as “prescriptive”.

Today (28 May), ACE chief executive Darren Henley declared the fresh framework to be the “next stage” in better supporting artists and organisations across the country.

It is published months after ACE and the Department for Culture, Media and Sport (DCMS) vowed to “accept or explore” all of the recommendations made in Baroness Margaret Hodge’s review into the body, including that it “replace Let’s Create with a new, less prescriptive strategy”.

Hodge’s review called instead for an “ambitious” and “simple” strategy “that allows each organisation or individual to apply [for funding] according to their strengths and the unique contribution they can make to delivering a vibrant and innovative creative sector”.

What was Let’s Create?

Let’s Create was a 10-year plan introduced by ACE in 2020, presenting an “ambitious vision for the future of creativity and culture”.

Introduced off the back of criticism that ACE funding was heavily focused on established, professional art forms and did not encourage diversity or inclusion, the strategic vision was launched to democratise arts and culture.

By 2030, the Arts Council wanted to create “a country in which the creativity of each of us is valued and given the chance to flourish”, by focusing on funding for arts organisations committing to inclusivity, environmental responsibility, dynamism and ambition.

It soon came under scrutiny for restricting the actions of arts organisations and denying power to the regions.

ACE’s response earlier this year promised “a simple, streamlined interim strategic framework” to “build” on Let’s Create’s values.

What is the Strategic Framework 2026?

ACE has called the Strategic Framework a “practical, interim guide” explaining how it will prioritise its work, design its services, and make investment decisions.

The framework will eventually be replaced by a ratified, wholesale strategy.

It bases ACE’s investment in organisations on three overarching considerations: to support excellence, “deliver for everybody”, and “reach everywhere”.

“We believe our investment should support an exceptional creative and cultural
sector: one that is ambitious, innovative, outward-looking and world-leading,” the guidance reads.

As per one of Hodge’s recommendations, the framework vows to change the way ACE engages with individuals, including beginning work “immediately” on its Service for Individuals by consulting freelancers and artists.

Regarding regional development, the framework sets out ambitions to counter the “unevenly distributed” funding that has persisted historically within the sector.

“We will seek to balance investment and activity across the country to help redress this,” it assures readers.

It also emphasises artistic excellence as the primary consideration for funding applications: “We will only invest in work that we believe is, or has the potential to be, excellent.

“Our funding decisions will be made on the basis of the quality of the creative or cultural work you are proposing.”

The document appears to address Hodge’s concern that ACE had been guilty of overpoliticisation in recent years, and states that the body sees its decision-making as “free of political interference”, as is “central to protecting artistic freedom”.

However, it adds: “We are required to respond to the policy priorities of the government of the day through our services and our development work.”

The policy vows to “deepen” engagement with local and mayoral authorities, as well as collaborating more determinedly with philanthropists and the private sector.

ACE also pledges to provide greater resources with “simpler research, data, and practical support” for artists, freelancers, and organisations across England.

“Our previous strategy, Let’s Create, was built on broad consultation with artists and cultural organisations, with the public, with local and national government, and with our partners in villages, towns and cities across England. The result was a document created by, with and for those we work with,” the guide concludes.

“We believe our next strategy must also reflect the needs and ambitions of those we work with and invest in, and of the public we all serve. The work on developing that strategy will start in late 2026 – and in line with our service design approach, opportunities for people across the country to help shape what comes next will be at the heart of it.”