9. Programmes That Will Deliver Change

For many people, this is the most exciting part of the work of defining the future of an organisation.

Research, strategy and structure matter, but real change in a sector happens through what is actually delivered on the ground.

The Liverpool Dances research was clear about where the challenges sit and where action is needed. What follows from that is not abstract ideas, but focused programmes and initiatives designed to respond to those needs over time. This is how change happens.

Why programmes matter
If we want to rebuild capacity, confidence and opportunity in Liverpool’s dance sector, it has to be done through intentional, resourced and time-bound programmes. Not one-off projects, not short-term fixes, and not expecting artists or organisations to carry strategic responsibility on top of already stretched workloads.

Using the findings from Liverpool Dances, I’ve been working through what this could look like in practice. The result is an initial framework of core programmes and initiatives that WAVES would focus on developing and delivering, in partnership with artists, practitioners, organisations, venues and communities.

These programmes are not about WAVES doing everything itself. Quite the opposite. They are about creating the conditions, structures and investment that enable others to thrive.

Once WAVES is operational, each programme would be refined and developed through co-design with local artists, practitioners, organisations and partners. Part of the work ahead would also involve collaborating with dance development organisations across the country, alongside dance companies, artists and producers, to draw on existing expertise, models and learning. This is about building on decades of collective investment and experience, not starting from scratch.

This framework also allows for realistic planning. Not everything can happen at once. These strands help shape phasing, priorities, capacity and cost over a multi-year period, supporting the development of an outline budget and delivery plan that is ambitious but achievable.

The Programmes & Initiatives Framework

1. Network: Connecting people, organisations and opportunity across the region
   A regional dance network bringing together artists, educators, producers and presenters to share practice, resources and information. Through regular gatherings and digital platforms, the network would strengthen relationships, amplify collaboration and ensure dance activity across Liverpool and the wider City Region is connected, visible and supported.

2. Experiment: Developing talent, skills and innovation
   A creative development engine offering space for experimentation, learning and growth. This programme would support professional development, residencies, mentoring and cross-sector collaboration, enabling artists, educators, producers and administrators to evolve throughout their careers.

3. Exchange: Connecting Liverpool’s dance talent with the world
   A platform for national and international collaboration, including residencies, co-commissions and creative exchanges. By welcoming global voices and connecting local talent outward, this programme would enrich practice and strengthen Liverpool’s international profile.

4. Showcase: A flagship festival placing Liverpool at the heart of dance
   Building on the strong foundations of LEAP to develop a bold, expanded annual festival showcasing local, national and international work. This programme would deepen participation, grow audiences and establish a major cultural anchor that celebrates Liverpool as a creative hub.

5. Move: Participation, health and belonging through dance
   Expanding access to dance across education, community and health settings. Delivered by professional practitioners, this programme would support wellbeing, reduce isolation and enable people of all ages and backgrounds to experience dance as joy, connection and expression.

6. Ignite: Creating pathways into dance for young people and communities
   Working with schools, youth organisations and practitioners to rebuild access to dance in education. This includes residencies, curriculum-linked projects, teacher development and youth pathways that bridge participation and progression.

7. Profile: Enhancing visibility, engagement and celebration year-round
   A digital hub and coordinated marketing approach bringing together performances, opportunities and participation in one place. This programme would improve discoverability, grow audiences and help embed dance more visibly into everyday cultural life.

8. Develop: Inspiring audiences, strengthening insight and deepening engagement
   A coordinated audience development programme focused on shared data, insight and collaborative approaches to growing and sustaining audiences for dance across the region.

9. Invest: Working together to make more possible
   Partnership-based support for co-producing, co-presenting and co-promoting dance with venues and festivals. By pooling resources and reducing risk, this programme would expand provision and strengthen infrastructure.

10. Secure: Building a strong, sustainable and independent organisation
    Focused on financial resilience, diversified income and responsible planning. This programme underpins everything else, ensuring stability, reinvestment and long-term impact.

11. Anchor: Creating a world-class, inclusive and sustainable home for dance
    A long-term capital ambition to develop a dedicated home for dance in Liverpool. This programme focuses on early feasibility, partnership and planning, recognising that world-class facilities take time, vision and collective commitment.

What happens next
Each of these programmes would ultimately have its own delivery plan, timetable and resource model, phased over multiple years. Some strands could begin earlier, others later, depending on funding, capacity and readiness. The aim is not to do everything instantly, but to do multiple things intentionally, at the right scale, and in the right order.

Most importantly, this framework creates a shared starting point. It avoids the all-too-familiar situation of trying to invent solutions from nothing, and instead provides something concrete that artists, practitioners and organisations can help shape, challenge and improve together.