Birmingham Hippodrome Case Study 

In 2022, Strawberry Words partnered with Birmingham Hippodrome Theatre to support its long-term vision of becoming a more inclusive and culturally responsive organisation. This partnership focused on embedding anti-racist practice into both individual and organisational learning.

The work began with a listening process, where current and former staff members were invited to share their honest reflections on inclusion and anti-racism at the organisation. These findings were anonymised and shared with the board and leadership team, forming the foundation for responsive and targeted action.

Strawberry Words then developed and delivered a multi-stage training programme designed to build understanding, reflection, and behavioural change over time. The three phases included:

1. Training board members to establish foundational knowledge and build confidence.

2. Time To Talk About Race CPD-accredited online course – a facilitated learning space for exploring deeper themes.

3. Face-to-face sessions to consolidate understanding and encourage practical application.

This structured approach ensured that participants progressed through each stage with increasing confidence. Between 2023 and 2024, over 200 staff members have been trained.

Through this work, the Hippodrome developed a shared language, tailored to its organisational culture, that enabled teams to speak more openly about race, privilege, bias, and systemic barriers. This language now underpins departmental action planning and has created a stronger foundation for psychological safety and open dialogue.

Strawberry Words also supported the theatre in reviewing and enhancing its recruitment and retention practices. From refining role descriptions and advertising strategies to improving onboarding and induction, the work focused on ensuring that EDI values were reflected at every stage of the employment cycle. Surveys were also sent to candidates who dropped out of the recruitment process to better understand barriers to access.

The leadership team reported a noticeable cultural shift, crediting the training as part of a longer journey rather than a standalone event. One senior leader noted:

“This isn’t a tick-box exercise. We’ve created a learning culture, and we’re still learning. The roadmap we’re developing gives us direction, but we know we have to stay dynamic.”

They also acknowledged that the process had deepened organisational self-awareness, particularly around the use of specific language when referencing communities and the importance of evaluating progress through staff feedback and benchmarking tools such as Culture RAM.

Key challenges remain, such as differing levels of knowledge across teams and the evolving impact of post-pandemic working cultures. Nonetheless, the organisation has laid important foundations and continues to evolve its practice.

Key Outcomes:

• Delivered anti-racism training to over 200 staff
• Created a shared language for inclusion and accountability
• Developed a staged learning journey to build understanding over time
• Informed recruitment reform and inclusive workforce development
• Catalysed leadership reflection and organisational change

This case study demonstrates how thoughtful, staged learning and honest reflection can drive meaningful, sustained cultural transformation within the arts sector.