What the latest DCMS Community and Engagement Survey means for your arts, culture and heritage marketing strategy.
Every year, reports like the Department for Culture, Media and Sport's Community and Engagement Survey provide pages of statistics about participation, wellbeing and communities. The insights in these are really valuable, but the main thing I wanted to know is what does the report mean for the way arts, culture and heritage organisations communicate with audiences?
Marketing strategy starts long before a campaign plan. It starts with understanding the people you're trying to reach, and the Community and Engagement Survey provides valuable clues about their motivations, behaviours and potential barriers to participation.
The next step is turning those insights into communications that genuinely resonate with the communities you want to engage.
Here’s what I think you need to know…
1. There isn't one "arts audience"
One of the most interesting aspects of the report is that participation isn't presented as one national average. Instead, it is broken down by age, ethnicity, disability, socio-economic background and geography.
Different audiences participate in different ways, have different motivations and face different barriers to participation, so the way that you communicate with them needs to reflect that.
What this means in practice
Instead of asking:
"How do we attract more visitors?"
Ask:
Who are we trying to reach?
What matters to them?
What might stop them engaging?
Audience development begins with understanding people. Tailor your messaging to the audiences you want to reach rather than relying on blanket communications designed to speak to everyone.
2. National trends only tell part of the story
The survey breaks down the data to local authority level, which means you can see how attitudes and behaviours vary in your local area and community, rather than looking at national averages.
What this means in practice
National reports provide context, but every venue is part of its own community and the most effective marketing strategies combine national insight with local knowledge. Using those local insights in your messaging builds relevance, trust and stronger connections with your community. If you’re using paid marketing, hyperlocal activity can address any barriers to participation that may exist within a particular area.
3. Use pride in place in your storytelling
62% of people said they were proud to live in their local area, which is an increase on the previous year. That isn't just interesting for councils, it can steer how museums, libraries, galleries and heritage organisations help to shape how people feel about where they live.
What this means in practice
Rather than saying:
Visit our exhibition.
Try asking:
What stories can we tell that help people feel more connected to this place?
People don't only visit cultural organisations for information, they visit because they're looking for identity, belonging and connection.
4. Community matters just as much as culture
The survey explores how people feel about their neighbourhoods, including trust, belonging and relationships within their communities. This is a reminder that arts organisations don't simply provide exhibitions, performances or collections, they create opportunities for people to come together.
What this means in practice
Instead of promoting:
What's on this weekend?
Think about communicating:
shared experiences
community
welcome
belonging
People often decide whether to attend long before they buy a ticket. They're asking themselves if they’ll feel comfortable there. The way you communicate before someone visits is often just as important as the experience they have once they arrive.
5. Show, don't tell
The report reminds us that audiences are increasingly diverse and that different people connect with organisations in different ways. Simply saying you're welcoming, inclusive or community-focused isn't enough; show it through your messaging and your content.
What this means in practice
If your organisation has been at the heart of its community for generations, tell those stories. If widening participation is one of your values, celebrate the people who make your organisation what it is. If your team are passionate and knowledgeable, let audiences hear directly from them.
People are far more likely to believe—and remember—what they experience than what they're told.
6. Digital should support—not replace—real-world experiences
The survey shows that people continue to engage with arts, heritage, museums and libraries in different ways. Digital communications remain an important way of introducing people to organisations and encouraging participation.
What this means in practice
Digital communications shouldn't just promote what's happening. They should help people imagine themselves being part of it. Behind-the-scenes content, real stories and real people help reduce uncertainty, build familiarity and trust and bring the experience to life before someone even walks through the door.
7. Data tells us what. Stories tell us why.
Reports like this are really valuable in painting a picture of:
who participates;
how participation changes;
where engagement is strongest;
how people feel about their communities.
But what they can't tell us is:
why someone chose your organisation over another;
why someone never visited;
what made someone feel welcome;
what encouraged someone to come back.
What this means in practice
Statistics are a brilliant starting point, but they don't replace conversations. Use reports like this to understand the bigger picture, then spend time listening to your own audiences. Ask what motivates them, what barriers they face and what would make them feel welcome. The most effective communications strategies are built on both evidence and empathy.
Final thoughts
Behind every statistic in the Community and Engagement Survey is a person making a decision.
Should I visit?
Will I feel welcome?
Is this relevant to me?
Will I enjoy it?
Those aren't marketing questions, they're human questions. Good marketing isn't about reaching everyone, it's about helping the right people feel that your organisation is for them.
The biggest lesson from this year's survey isn't that audiences have changed. It's that organisations willing to understand people's motivations, barriers and experiences will be in the strongest position to build meaningful, lasting relationships..
