We, the undersigned, members of the arts and cultural sector, write because we believe in the importance of Bradford Producing Hub (BPH) and recognise urgent change is necessary if it has any hope to continue.

BPH has been a vital organisation for artists, communities, and cultural workers. It has created opportunities, strengthened practice, and supported a more inclusive cultural landscape. We have seen and experienced the difference it has made.

That is why the current situation cannot be treated as simply a period of transition. It requires honesty, accountability, and action.

First, we need to recognise the brilliant BPH staff team — past and present — whose dedication and expertise have made the organisation what it is. The impact of recent departures and redundancies has been deeply felt across the sector, and staff have suffered the consequences of decisions they did not make.

The current catastrophic crisis of confidence surrounding BPH is the result of decisions, governance failures, and leadership choices. The four longest-serving board members must acknowledge their responsibility for the position the organisation now finds itself in.

In order to begin to rebuild the trust that has been lost, those with ultimate responsibility for the loss of confidence cannot remain in place.

The sector has repeatedly called for the resignation of the four longest-serving board members. These calls are not about personalities; they are about governance, accountability, and protecting the future of an organisation that matters.

However, the repeated poor responses to these concerns have damaged confidence even further. Many across the sector have felt dismissed and gaslit about the reasons behind these calls. Rather than restoring trust, this has deepened uncertainty and placed BPH’s future at greater risk.

We believe the appointment of the current CEO on a consultancy basis was a mistake. BPH needs leadership rooted in long-term commitment, relationships, sector knowledge, and development. It needs a leader who can support staff, rebuild confidence, and reconnect with the sector — not a consultant who has, in effect, overseen the dismantling of an organisation painstakingly built through years of collective work.

For BPH to survive, develop, and grow, accountability must come first.

We therefore respectfully but firmly ask that the four longest-serving board members resign with immediate effect.

If they do, we will support the newer board members in securing a future for BPH that is sustainable, transparent, and responsive to the needs of the sector. Where skills gaps exist, we will support the identification and recommendation of new trustees to strengthen governance.

BPH’s future must be built on the values it was founded on; honesty, transparency, accountability, trust, and the desire to not only listen to creatives but take action in response as well.

BPH deserves better.

Its staff deserve better.

The sector deserves better.Bradford deserves better.

But that “better” will never be achieved without this immediate change.