This is the presentation delivered on 6 - 13 November 2014 by the Arts Council to funded organisations. Find out more here: http://www.artscouncil.org.uk/jobs-and-conferences/conferences/briefing-events-november-2014/
This is the presentation delivered on 5 - 7 November 2013 by the Arts Council to National portfolio organisations and Major partner museums. Find out more here: http://www.artscouncil.org.uk/jobs-and-conferences/conferences/national-portfolio-briefing-events-november-2013/
This document provides an overview and agenda for an Arts Council briefing on the landscape for arts funding in 2015 and beyond. It discusses the political environment, the upcoming Spending Review, and strategies for making the case for continued public funding of the arts sector. Key points covered include shifting more funding outside of London, pursuing a goal of cultural education for all children, and preparing arts organizations for potential funding cuts of 5-20% in the coming years resulting from the Spending Review. The briefing aims to help arts groups understand the challenges and opportunities in this context.
A review of our ten-year mission, the current political environment, the upcoming spending review, and advice on how to advocate to local and national politicians. Presented to delegates from the Arts Council's National Portfolio Organisations in July 2015.
View presentation slides from our November 2012 Briefing events for funded organisations.
The briefings aimed to update funded organisations on the changes the Arts Council is going through and discuss how they can help us make a strong case for maintaining public funding of arts and culture in advance of the next Government spending review.
This presentation was by Rachel Quinn (One East Midlands) and explores 'LEPs:Up close and personal'.
This presentation explains what you need to know about LEPs.
Find out about the NCVO's European Funding Network: http://europeanfundingnetwork.eu
Future of structural funds in england: where are we nowVoscur Staff
The document provides information about accessing European Structural Funds. It discusses major reductions in public spending and a shift from grants to contracts. It introduces the European Structural and Investment Funds (ESIF), including the European Regional Development Fund and European Social Fund. ESIF funding should begin coming online in mid-2014. It provides details on the 2007-2013 ESF programme and roles of various partners. It also discusses opportunities under ESIF like Community Grants, Community Led Local Development, engagement with Local Enterprise Partnerships, and relevant timelines.
This is the presentation delivered on 5 - 7 November 2013 by the Arts Council to National portfolio organisations and Major partner museums. Find out more here: http://www.artscouncil.org.uk/jobs-and-conferences/conferences/national-portfolio-briefing-events-november-2013/
This document provides an overview and agenda for an Arts Council briefing on the landscape for arts funding in 2015 and beyond. It discusses the political environment, the upcoming Spending Review, and strategies for making the case for continued public funding of the arts sector. Key points covered include shifting more funding outside of London, pursuing a goal of cultural education for all children, and preparing arts organizations for potential funding cuts of 5-20% in the coming years resulting from the Spending Review. The briefing aims to help arts groups understand the challenges and opportunities in this context.
A review of our ten-year mission, the current political environment, the upcoming spending review, and advice on how to advocate to local and national politicians. Presented to delegates from the Arts Council's National Portfolio Organisations in July 2015.
View presentation slides from our November 2012 Briefing events for funded organisations.
The briefings aimed to update funded organisations on the changes the Arts Council is going through and discuss how they can help us make a strong case for maintaining public funding of arts and culture in advance of the next Government spending review.
This presentation was by Rachel Quinn (One East Midlands) and explores 'LEPs:Up close and personal'.
This presentation explains what you need to know about LEPs.
Find out about the NCVO's European Funding Network: http://europeanfundingnetwork.eu
Future of structural funds in england: where are we nowVoscur Staff
The document provides information about accessing European Structural Funds. It discusses major reductions in public spending and a shift from grants to contracts. It introduces the European Structural and Investment Funds (ESIF), including the European Regional Development Fund and European Social Fund. ESIF funding should begin coming online in mid-2014. It provides details on the 2007-2013 ESF programme and roles of various partners. It also discusses opportunities under ESIF like Community Grants, Community Led Local Development, engagement with Local Enterprise Partnerships, and relevant timelines.
The Galway City Council Arts Strategy 2010-2013 outlines the council's vision and plans to support arts and culture over three years. Key points include:
- Conducting research through meetings with 50 stakeholders to understand priorities and opportunities
- Focusing on supporting artists, arts organizations, and using arts to engage communities
- Developing cultural infrastructure, advocating for arts facilities, and encouraging public/private partnerships
- Improving access to information on the arts through a centralized online portal
This document summarizes research on the strategic information needs of major local organizations in the tourism sector of Sydney's central business district. It identifies key stakeholders in the CBD tourism industry, including retailers, hotels, transportation companies, and attractions. It then outlines strategic issues they face, such as increasing competition, changing spending patterns, and unpredictable currency exchange rates. The document concludes that the major information needs for strategic decision-making are understanding the Asian tourism market demand profile, acquiring knowledge of cultural business frameworks, adapting to currency fluctuations, monitoring competitors, and ensuring financial sustainability.
This document makes the holistic case for supporting arts and culture by providing examples of how it benefits culture, education, society, and the economy. It highlights arts organizations that preserve cultural heritage and provide access to the arts, as well as education programs that teach music, dance, and creative skills. Examples also show how the arts can help former prisoners develop skills and support well-being in healthcare settings. The document argues that arts and culture are not just for the elite but fuel the broader economy, and that cities' innovative potential lies in the creative union of technology, arts and civic life. It invites the reader to consider how these concepts interconnect and which policies should result.
Arnolfini What's Right Presentation Nov 2016John Tiley
Arnolfini has been a pioneering force in the regeneration of Bristol's urban culture and economy since 1975. As the first organization in the Harbourside regeneration initiative, it helped transform a previously dilapidated area into a thriving cultural center. Arnolfini's model of using contemporary arts to catalyze urban renewal has since been copied by many other cultural institutions. However, Arnolfini now faces new challenges due to cuts to arts funding from central and local governments. It is pursuing a vision of "Creative Citizenship" to remain relevant by expanding its role in the community and engaging diverse audiences.
2.People Changing Places. David WarburtonKate Watson
The document outlines a vision for York City Centre to maximize its economic potential and preserve its historic character. It notes that the city center is the economic heart of York, supporting 30,000 jobs and £360m in annual tourism spending. A new City Centre Area Action Plan will provide a 20-year strategy and public realm improvements to enhance the city's competitiveness. The plan will link to projects improving gateways, riverside areas, and the Castle-Piccadilly zone, as well as the proposed York Central development.
Delivered by Heather Jack of Perth and Kinross Council at the Annual Conference of the Chartered Institute of Library and Information Professionals in Scotland (CILIPS), which took place 1-3 June 2009.
This document summarizes the process and structure of the Best Value Review of Glasgow Museums. It discusses the research conducted, including an audit of resources and benchmarking comparisons. It outlines the extensive consultation process, including an open space event, workshops, and a people's panel. The review examined access, collections management, exhibitions, visitor services, venue strategies, staffing, and funding. The findings and recommendations will be published in two parts - with Part One focusing on Glasgow's museums and art galleries.
NewcastleGateshead Initiative partner update meeting 25 Feb 2016newcastlegateshead
The document provides a summary of the agenda and presentations for a partner update meeting held by the NewcastleGateshead Initiative on 25 February 2016. The agenda included welcome remarks, presentations on leisure marketing, business tourism, devolution, inward investment, and festivals and events. Key highlights mentioned were international marketing campaigns to promote tourism in the North, major conferences and events happening in 2016-2018, and opportunities for partners to engage in areas such as marketing, business tourism, and inward investment activities.
The Arts Fundraising and Philanthropy Consortiumsaundersn
The Arts Fundraising and Philanthropy Consortium was awarded funding by Arts Council England to deliver a nationwide program training arts organizations in fundraising and establishing philanthropic support. The program will provide courses, apprenticeships, coaching and networking opportunities over three years to strengthen fundraising skills and create a financially sustainable arts sector. Evaluation will assess the impact on fundraising effectiveness and increased donations for the arts.
The document provides an overview of European Structural and Investment Funds (ESIF) including the European Regional Development Fund and European Social Fund. It discusses the funds' role in reducing economic and social disparities across the EU. It also outlines the size and trends in ESIF funding, including major reductions in public spending. Local Enterprise Partnerships (LEPs) play a key role in developing local investment strategies and projects to deliver against those strategies. Community grants of up to £12,000 are available to small voluntary organizations through ESIF to support disadvantaged people in moving closer to the labor market.
Financing Options for Cultural Tourism in Rural AreasEuropeTour
During the EUROPETOUR meeting in Veliko Tarnovo, Bulgaria, project partner Wolfgang Kniejski presents an overview of financing instruments for cultural tourism in rural areas.
The document discusses Catalyst funding provided to three cultural organizations in Manchester: the Whitworth Art Gallery, the Halle Concerts Society, and the Royal Exchange Theatre. It provides details on the size of grants, how the funds were used to build capacity and fundraising abilities, and the successes and challenges experienced. The Royal Exchange Theatre utilized its £236,500 grant to strengthen its fundraising team and board, engage the entire organization in fundraising, and increase individual giving, raising over £62,000 in pledged funds through new approaches.
Here is the powerpoint presentation that I have been using for the Welsh Music Foundation forums. This is work in progress, but it provides a snapshot of some of the topics being discussed.
Planning Aid England Neighbourhood Planning Lessons Learned (Leeds)PAS_Team
This document discusses lessons learned from Planning Aid England's Neighbourhood Planning Support Programme from 2013-2015. It provides an overview of Planning Aid England's services, including providing free planning advice and support to communities. It also identifies the top 10 challenges communities often face in neighbourhood planning, such as defining neighborhood boundaries and engaging stakeholders. The document discusses examples of good support provided by local authorities to neighbourhood planning groups and offers recommendations for how local authorities can provide more support, such as assisting with strategic planning context and environmental assessments.
Presentation by Michael Huxley on the economic impact of the 26 cultural facilities located in the seven Evocities of NSW presented at the 2014 Albury City Council Keeping It Real seminar.
Full report available http://mgnsw.org.au/sector/resources/online-resources/research/adding-value/
1. The SE LEP has been allocated £165 million in European Regional Development Funds and European Social Funds to create jobs and economic growth in the region over 7 years.
2. The funds will focus on innovation, SME support, low carbon initiatives, apprenticeships, workforce training, and reducing unemployment.
3. Projects must support growth and jobs but have some flexibility in delivery. Outputs and results will be measured. Ideas for targeted interventions that are smart, sustainable and inclusive are needed.
This document provides information about various grant programs administered by Museums & Galleries of NSW (M&G NSW) for museums and galleries in NSW. It outlines funding available for volunteer museum grants including Leg Up Grants up to $500, Small Grants up to $2000, Skills Initiative Grants up to $4000 and Project Development Grants from $2500 to $7500. Eligibility requirements and examples of previously funded projects are provided for each grant type. Additional programs described include the Building Improvement Program, Audience Development Fund, and Dobell Exhibition Grant. Application tips and contacts for further information are included.
Andrew Trump Heritage Project Officer NSW Office of Environment & Heritage.Museums & Galleries NSW
Andrew Trump has worked as an arts manager (New England Theatre Company, Q Theatre), an events and celebrations manager (Australia Day Council of NSW, NSW Centenary of Federation Committee), and a local government cultural planner (Gold Coast City Council). He is currently responsible for the design, development, implementation and management of a new three year grants program, part of the Heritage Near Me initiative of the NSW Office of Environment and Heritage.
Heritage Near Me Program
The Heritage Near Me incentives program is part of an initiative announced by the then-Minister for Heritage in 2015. Heritage Near Me is an innovative new program that empowers NSW communities to protect, share and celebrate their local heritage. The program has three funding streams: Local Heritage Green Energy Grants; Local Heritage Activation Grants; and, Local Heritage Strategic Projects. This talk will outline the applicant guidelines for each stream, the current priorities for funding, and provide examples of recent successful applicants.
For more information: http://www.environment.nsw.gov.au/Heritage/heritage-support.htm
The Galway City Council Arts Strategy 2010-2013 outlines the council's vision and plans to support arts and culture over three years. Key points include:
- Conducting research through meetings with 50 stakeholders to understand priorities and opportunities
- Focusing on supporting artists, arts organizations, and using arts to engage communities
- Developing cultural infrastructure, advocating for arts facilities, and encouraging public/private partnerships
- Improving access to information on the arts through a centralized online portal
This document summarizes research on the strategic information needs of major local organizations in the tourism sector of Sydney's central business district. It identifies key stakeholders in the CBD tourism industry, including retailers, hotels, transportation companies, and attractions. It then outlines strategic issues they face, such as increasing competition, changing spending patterns, and unpredictable currency exchange rates. The document concludes that the major information needs for strategic decision-making are understanding the Asian tourism market demand profile, acquiring knowledge of cultural business frameworks, adapting to currency fluctuations, monitoring competitors, and ensuring financial sustainability.
This document makes the holistic case for supporting arts and culture by providing examples of how it benefits culture, education, society, and the economy. It highlights arts organizations that preserve cultural heritage and provide access to the arts, as well as education programs that teach music, dance, and creative skills. Examples also show how the arts can help former prisoners develop skills and support well-being in healthcare settings. The document argues that arts and culture are not just for the elite but fuel the broader economy, and that cities' innovative potential lies in the creative union of technology, arts and civic life. It invites the reader to consider how these concepts interconnect and which policies should result.
Arnolfini What's Right Presentation Nov 2016John Tiley
Arnolfini has been a pioneering force in the regeneration of Bristol's urban culture and economy since 1975. As the first organization in the Harbourside regeneration initiative, it helped transform a previously dilapidated area into a thriving cultural center. Arnolfini's model of using contemporary arts to catalyze urban renewal has since been copied by many other cultural institutions. However, Arnolfini now faces new challenges due to cuts to arts funding from central and local governments. It is pursuing a vision of "Creative Citizenship" to remain relevant by expanding its role in the community and engaging diverse audiences.
2.People Changing Places. David WarburtonKate Watson
The document outlines a vision for York City Centre to maximize its economic potential and preserve its historic character. It notes that the city center is the economic heart of York, supporting 30,000 jobs and £360m in annual tourism spending. A new City Centre Area Action Plan will provide a 20-year strategy and public realm improvements to enhance the city's competitiveness. The plan will link to projects improving gateways, riverside areas, and the Castle-Piccadilly zone, as well as the proposed York Central development.
Delivered by Heather Jack of Perth and Kinross Council at the Annual Conference of the Chartered Institute of Library and Information Professionals in Scotland (CILIPS), which took place 1-3 June 2009.
This document summarizes the process and structure of the Best Value Review of Glasgow Museums. It discusses the research conducted, including an audit of resources and benchmarking comparisons. It outlines the extensive consultation process, including an open space event, workshops, and a people's panel. The review examined access, collections management, exhibitions, visitor services, venue strategies, staffing, and funding. The findings and recommendations will be published in two parts - with Part One focusing on Glasgow's museums and art galleries.
NewcastleGateshead Initiative partner update meeting 25 Feb 2016newcastlegateshead
The document provides a summary of the agenda and presentations for a partner update meeting held by the NewcastleGateshead Initiative on 25 February 2016. The agenda included welcome remarks, presentations on leisure marketing, business tourism, devolution, inward investment, and festivals and events. Key highlights mentioned were international marketing campaigns to promote tourism in the North, major conferences and events happening in 2016-2018, and opportunities for partners to engage in areas such as marketing, business tourism, and inward investment activities.
The Arts Fundraising and Philanthropy Consortiumsaundersn
The Arts Fundraising and Philanthropy Consortium was awarded funding by Arts Council England to deliver a nationwide program training arts organizations in fundraising and establishing philanthropic support. The program will provide courses, apprenticeships, coaching and networking opportunities over three years to strengthen fundraising skills and create a financially sustainable arts sector. Evaluation will assess the impact on fundraising effectiveness and increased donations for the arts.
The document provides an overview of European Structural and Investment Funds (ESIF) including the European Regional Development Fund and European Social Fund. It discusses the funds' role in reducing economic and social disparities across the EU. It also outlines the size and trends in ESIF funding, including major reductions in public spending. Local Enterprise Partnerships (LEPs) play a key role in developing local investment strategies and projects to deliver against those strategies. Community grants of up to £12,000 are available to small voluntary organizations through ESIF to support disadvantaged people in moving closer to the labor market.
Financing Options for Cultural Tourism in Rural AreasEuropeTour
During the EUROPETOUR meeting in Veliko Tarnovo, Bulgaria, project partner Wolfgang Kniejski presents an overview of financing instruments for cultural tourism in rural areas.
The document discusses Catalyst funding provided to three cultural organizations in Manchester: the Whitworth Art Gallery, the Halle Concerts Society, and the Royal Exchange Theatre. It provides details on the size of grants, how the funds were used to build capacity and fundraising abilities, and the successes and challenges experienced. The Royal Exchange Theatre utilized its £236,500 grant to strengthen its fundraising team and board, engage the entire organization in fundraising, and increase individual giving, raising over £62,000 in pledged funds through new approaches.
Here is the powerpoint presentation that I have been using for the Welsh Music Foundation forums. This is work in progress, but it provides a snapshot of some of the topics being discussed.
Planning Aid England Neighbourhood Planning Lessons Learned (Leeds)PAS_Team
This document discusses lessons learned from Planning Aid England's Neighbourhood Planning Support Programme from 2013-2015. It provides an overview of Planning Aid England's services, including providing free planning advice and support to communities. It also identifies the top 10 challenges communities often face in neighbourhood planning, such as defining neighborhood boundaries and engaging stakeholders. The document discusses examples of good support provided by local authorities to neighbourhood planning groups and offers recommendations for how local authorities can provide more support, such as assisting with strategic planning context and environmental assessments.
Presentation by Michael Huxley on the economic impact of the 26 cultural facilities located in the seven Evocities of NSW presented at the 2014 Albury City Council Keeping It Real seminar.
Full report available http://mgnsw.org.au/sector/resources/online-resources/research/adding-value/
1. The SE LEP has been allocated £165 million in European Regional Development Funds and European Social Funds to create jobs and economic growth in the region over 7 years.
2. The funds will focus on innovation, SME support, low carbon initiatives, apprenticeships, workforce training, and reducing unemployment.
3. Projects must support growth and jobs but have some flexibility in delivery. Outputs and results will be measured. Ideas for targeted interventions that are smart, sustainable and inclusive are needed.
This document provides information about various grant programs administered by Museums & Galleries of NSW (M&G NSW) for museums and galleries in NSW. It outlines funding available for volunteer museum grants including Leg Up Grants up to $500, Small Grants up to $2000, Skills Initiative Grants up to $4000 and Project Development Grants from $2500 to $7500. Eligibility requirements and examples of previously funded projects are provided for each grant type. Additional programs described include the Building Improvement Program, Audience Development Fund, and Dobell Exhibition Grant. Application tips and contacts for further information are included.
Andrew Trump Heritage Project Officer NSW Office of Environment & Heritage.Museums & Galleries NSW
Andrew Trump has worked as an arts manager (New England Theatre Company, Q Theatre), an events and celebrations manager (Australia Day Council of NSW, NSW Centenary of Federation Committee), and a local government cultural planner (Gold Coast City Council). He is currently responsible for the design, development, implementation and management of a new three year grants program, part of the Heritage Near Me initiative of the NSW Office of Environment and Heritage.
Heritage Near Me Program
The Heritage Near Me incentives program is part of an initiative announced by the then-Minister for Heritage in 2015. Heritage Near Me is an innovative new program that empowers NSW communities to protect, share and celebrate their local heritage. The program has three funding streams: Local Heritage Green Energy Grants; Local Heritage Activation Grants; and, Local Heritage Strategic Projects. This talk will outline the applicant guidelines for each stream, the current priorities for funding, and provide examples of recent successful applicants.
For more information: http://www.environment.nsw.gov.au/Heritage/heritage-support.htm
2010 Toyota Tacoma brochure provided by Heyward Allen Toyota located in Athens, GA. Find the 2010 Toyota Tacoma for sale in Georgia; call about our current sales and incentives at (888)777-0611. http://www.heywardallentoyota.com/
Taskit is a business that helps connect people who need tasks completed with "seekers" who can perform those tasks. Seekers find clients and complete everyday tasks for them like posting online, writing articles, errands, shopping, and other jobs. Once a task is complete, the client pays the seeker through the Taskit system. A portion of the payment goes to the nonprofit or person in need that the seeker chooses. Taskit provides business credit cards for seekers to purchase items for clients and links to affiliate websites to help seekers find work. The goal is to help others through small tasks while also benefiting charities.
This document outlines the components and process for writing an effective grant proposal. It discusses gathering background information about the organization, program, expenses, and need. The main components of a proposal include an executive summary, needs statement, program description, evaluation plan, budget, organizational experience, and appendices. The program description explains objectives, methods, staffing, and sustainability. An effective evaluation plan measures outcomes, collects and analyzes data, and reports results. The budget identifies expenses and revenue sources. The conclusion and appendices complete the proposal.
This document provides an orientation for new directors of the Highlands Ranch Community Association (HRCA). It outlines the mission, vision, governing documents, duties and powers of the Board of Directors. It also describes the organizational structure including committees, departments, facilities and programs. The HRCA enhances property values through recreation, events and leadership for the Highlands Ranch community.
This document summarizes planning documents and the history of development for an area called the Backcountry. It outlines zoning plans from 2000 that designated 1200 acres for potential development. A management plan from 2002 provided guidance on allowed uses and conservation. Survey results from 2012 showed community support for additional recreational amenities like trails, fishing, and an outdoor education center. A committee provides recommendations to balance conservation and limited development of planning areas to fund management and programming.
This document provides a summary of upcoming book releases, movies based on books, and e-reader devices. It highlights several new book releases across genres like fiction, non-fiction, thrillers and children's books. It also lists movie adaptations of books like The Help and Harry Potter 7 part 1. Finally, it provides details on popular e-readers like Kindle, Nook, iPad and Sony Reader along with their specifications.
The document introduces the Folie á Deux legacy and the story of Generation 1. It summarizes that Phoenix and Timothy had a loving family together until one night Timothy turned into a werewolf and killed Phoenix in a rage. Their children Sydney, Alicia, Kaidan and India then escaped in a stolen car and Timothy later committed suicide with poison in the garden. The story is passed on to Jess to continue playing as Sydney and the Folie á Deux legacy.
Name file something the public will understandHRCA
The document outlines the charter and bylaws for the Backcountry Planning Areas Advisory Committee. The committee serves as an advisory body to the HRCA Board of Directors on projects related to backcountry planning areas. It has responsibilities related to understanding governing documents, becoming familiar with planning areas, communicating with the community, and assisting the board with tasks. The committee consists of 5-7 homeowners and may have non-voting experts. It must have a quorum to meet. Officers are elected annually. Meetings, voting procedures, and conflicts of interest are also outlined.
Detailed & comprehensive approach to Pinoy-Estate.com's Business Profile and Strategies concentrating on the Prospecting workflow and Conversion Goals and Matrices
EDITED June 12, 2012
All of these measures combined presently save the HRCA approx. $173, 000 per year in utility cost. The environmental impact is (reduction of 6.4M vehicle miles driven) or (the removal of 327 vehicles from the road) or (1.8M pounds of coal not burned) or ( 465 Acres of trees planted). Please also note that we implemented a number of other measures prior to the Energy Saving Project which included lighting retrofits and de-stratification measures in the gyms. Staff internally recycle used light bulbs and batteries along with the single stream recycling of plastic, paper, and cans.
Taskit is a business that helps connect people who need tasks completed with "seekers" who can perform those tasks. Seekers find clients and complete everyday tasks for them like posting online, writing articles, errands, shopping, and other jobs. Once a task is complete, the client pays the seeker through the Taskit system. A portion of the payment goes to the nonprofit or person in need that the seeker chooses. Taskit provides business credit cards for seekers to purchase items for clients and links to affiliate websites to help seekers find work. The goal is to help others through small tasks while also benefiting charities.
The document provides an orientation for delegates of the Highlands Ranch Community Association (HRCA). It outlines the mission, vision, governance structure, roles and responsibilities of delegates. Key points include:
- The HRCA aims to enhance property values and quality of life through recreation, events and leadership.
- Delegates represent members in their district and vote on their behalf on issues like budgets and common assessment increases.
- Delegates have duties like attending meetings, overseeing recreation facility expenditures, and representing member interests.
- The HRCA provides recreation amenities and programming through its four community centers and various committees.
In August, 2010, Blueliner gave this presentation on mobile marketing, which focuses on the tremendous growth of mobile web usage, how consumers are using their mobile devices, and what people expect from mobile marketing.
Claude Monet was a famous French Impressionist painter born in 1840 in Paris. He showed an early interest in art but his father wanted him to take over the family grocery store. After his mother's death in 1857, he left school to study art. During his mandatory military service, he met other artists like Renoir and Bazille who would become lifelong friends. Monet is renowned for his paintings of nature, landscapes, and scenes depicting the effects of light. He helped develop the Impressionist style through his use of loose brushstrokes, vivid colors, and focus on capturing fleeting visual impressions rather than strict accuracy.
The document provides information on the 2014 draft budget for the Highlands Ranch Community Association. It summarizes revenue and expense adjustments made from 2010 to 2014 to combat rising assessment increases, which have saved over $4 million and held assessments lower. It then proposes a $4 increase to the administrative assessment and a $28 increase to the recreation assessment for 2014. Finally, it outlines the voting process and options for approving the proposed increases according to the community declarations.
The document provides details on the proposed 2014 budget for the Highlands Ranch Community Association (HRCA). Key points include:
- The budget process involved the Finance Committee reviewing each aspect of the HRCA over 10 meetings and 330 hours to develop the draft budget.
- The 2014 budget goals are to fund operations and capital projects while maintaining fair assessment fees and aligning with the HRCA's strategic plan.
- The Administrative Fund budget is $3.2 million in revenue and $3.2 million in expenses. The Recreation Fund budget is $19.6 million in revenue and $14.1 million in operating expenses.
- Major capital projects for 2014 include the $2.4 million McK
Dr Beatriz Garcia presented on measuring the cultural impact of Liverpool being named the European Capital of Culture in 2008. She outlined a holistic model for assessing impact across economic, social, cultural and other dimensions. Research found impacts including increased tourism, growth in the creative industries, improved perceptions of Liverpool nationally and internationally, and higher levels of cultural participation, especially in deprived communities. Key lessons included the need to document impact over the long term, use both quantitative and qualitative data, and share knowledge to benefit future cultural programs.
Andrew Garrad, Bristol 2015 Chairman of the board explains how Bristol 2015 are involved in the European Green Capital award and the business case for going green.
Celebrating 25 years of European Capitals of CultureBeatriz Garcia
The document discusses the research conducted on the impacts and legacy of Liverpool's year as the European Capital of Culture in 2008. It provides an overview of the longitudinal research program that was commissioned to study the economic, physical, social and cultural impacts across multiple years. The research found significant impacts in areas of cultural participation, the economy and tourism, cultural vibrancy and sustainability, and improvements to Liverpool's local and international image and perceptions.
Congressi associativi: quanto contano gli incentivi nella scelta della destinazione
Speaker:
Florian Locatelli, CEO European Society for Regional Anaesthesia & Pain Therapy (ESRA)
Martina Querforth, Project manager ETA-Florence
Modera: Enrico Zuffi, Director EZ Associates Geneva
NewcastleGateshead Initiative Partner Update Meeting October 2015newcastlegateshead
Slides from NewcastleGateshead Initiative's Partner Update Meeting at St Nicholas Cathedral on 8 October 2015, including presentations on the Eleven Arches project and NewcastleGateshead's bid to host the 2019 World Transplant Games.
Presentation by Jasmin Tarique at the GSC Comms Exchange - 'DCLG present: ‘Low cost and quirky – effective campaigns on a small budget’ on 9 October 2014.
Greg Richards "Why events are placed in the centre of strategies for change i...Aagot
Greg Richards discusses how events are increasingly being used as strategic tools for urban transformation and regeneration in cities. He defines the "eventful city" as one that purposefully uses a programme of events to support long-term policy goals and enhance quality of life. Effective management of the eventful city involves coordinating events, stakeholders, and resources to achieve city-wide objectives. Richards analyzes case studies of Edinburgh, Rotterdam, and 's-Hertogenbosch to illustrate different strategic approaches to developing and managing eventful cities.
NewcastleGateshead Initiative's first partner update meeting of 2015 was held at The Biscuit Rooms on Thursday 26 February. Our partners heard about our plans for the year and guest speaker Graeme Mason from Newcastle International Airport, told us about the new Newcastle to New York United Airlines route.
This document provides a summary of cultural services in Kingston, Ontario for 2014-2015. It highlights 10 achievements including obtaining approval for a public art master plan and opening a new cultural hub. It outlines the department's mission, vision and budget breakdown. Statistics are provided on attendance at programs, investments in community grants, and the economic impact of culture. An overview is given of the department's core service areas of cultural heritage, performing arts, community investment, cultural development, and marketing.
Homecoming Scotland 2014: Evaluating the Economic Impacts of year-long eventsGiancarlo Fedeli
Presented by: Prof. Lennon and G Fedeli at:
"Methodological issues for the evaluation of large public expenditure programs: the case of mega-events".
Ca’ Foscari University, Venezia Italy- April 2018
The document provides information on various public and private funding opportunities for creative businesses and projects, including grants, loans, and equity investments. Details are given on funding programs from Innovate UK, the Arts Council, Nesta, and other sources, as well as support resources and upcoming industry events. Contact information is provided to learn more about each of the funding mechanisms and resources described.
Culture as a driver for leisure tourism - by Julie FossittJulie Fossitt
The document discusses using cultural products and assets to drive leisure tourism in Kingston, Canada. It outlines recommendations to create an environment where cultural tourism stakeholders can work together and develop a tourism strategy leveraging Kingston's culture and heritage. A pilot project was conducted surveying residents in surrounding cities about Kingston's culture and engaging digital influencers with a tour. Results showed low awareness of Kingston's cultural amenities but interest in visiting as an "arts hub." This informed the adoption of a unified branding approach across tourism partners with pillars of being authentically hip, culturally vibrant, and constantly evolving. Metrics showed engagement and reach increasing since implementing the new strategy.
The People's History Museum in Manchester hosts community exhibitions in their gallery space to give groups a chance to display their work and add new voices to the museum. The application process involves submitting a proposal that relates to labor history. Selected groups receive free space and support from museum staff. The exhibitions help attract new audiences and enrich the programming. While successful, hosting the exhibitions presents challenges like managing expectations and limited resources. The museum hopes to improve the process and learn from other institutions through an international project.
Understanding and Measurement of Glasgow's Night Time EconomyGiancarlo Fedeli
This document summarizes a study measuring Glasgow's night time economy (NTE). The study found that the NTE contributes £2.16 billion to Glasgow's economy annually and supports over 16,200 jobs. Primary and secondary research was used to measure the value and employment across sectors like restaurants, pubs, clubs, retail and more between 6pm and 6am. Key opportunities for Glasgow include extending cultural offerings at night and improving transportation. Challenges include limited public transit options at night and high parking costs.
This briefing provides information for UK creative industries businesses seeking funding, financing, and business development support. It summarizes several public funding calls from Innovate UK, the BFI Film Fund, Creative England, and others. It also outlines private financing options and support resources available to creative businesses. A list of relevant events in February and other useful information is provided. The briefing is a monthly digest brought by several organizations to help creative businesses.
This document provides an overview and agenda for a funding event focused on innovation funding for creative, digital and design companies. The event will include presentations on intellectual property, European funding opportunities, UK innovation funding landscapes, case studies, and discussions on private finance structures. The agenda covers topics such as compelling market opportunities, products/services, intellectual property, business models, revenue models, and the requirements for different types of public and private funding.
This document provides an overview and agenda for an event on funding innovation in the creative industries. The event will include welcome and overview presentations, discussions on intellectual property, European and UK funding opportunities, and case studies. There will also be presentations on private finance structures, understanding the private investment market, and the funding landscape for innovation including public, private, R&D, and equity/debt sources. The agenda covers topics from 9:00am to 12:00pm with breaks for registration, networking and coffee.
Presentation from Birmingham City Council which was part of the Cultural Commissioning National Seminar in Doncaster on the 10th June 2014
Find out more about Cultural Commissioning Programme. http://www.ncvo.org.uk/practical-support/public-services/cultural-commissioning-programme
This document provides a summary of various public and private funding opportunities for UK creative businesses in December 2015. It outlines funding calls from Innovate UK for future retail, China-UK research projects, cyber security innovation, energy disruptive technologies, and Smart grants. It also lists funding from Creative England, Nesta Impact Investment Fund, Creative Europe, Horizon 2020, and other sources like the Wellcome Trust and Creative Scotland.
The £7 million Digital R&D Fund for the Arts is a partnership between the Arts Council, the Arts and Humanities Research Council (AHRC) and Nesta.
It will support research and development projects that use digital technology to enhance audience reach and/or explore new business models for organisations with arts projects.
The fund is open for application 2012-15, Organisations with arts projects, Technology providers and Researchers or research teams are invited to form collaborative relationships and make joint funding applications.
For further information visit: http://www.artsdigitalrnd.org.uk/
Overview of how our Grants for the arts application and grant-making process works.
For more details visit: http://www.artscouncil.org.uk/funding/apply-for-funding/grants-for-the-arts/
This document provides information about Arts Council England's Grants for the Arts Libraries Fund. The £6 million fund is exclusively for projects led by public libraries in partnership with arts organizations. It aims to stimulate innovative partnerships between libraries and artists/arts groups and encourage community participation in arts activities. Libraries can apply for funding to support a wide range of arts projects and events in their communities. The assessment criteria focus on the quality of the artistic experience, public engagement, project management, and financial feasibility. Support is available to help libraries develop ambitious applications that deliver high-quality arts experiences.
Lighting the cauldron - Young people and cultural organisationsArts Council England
Presentation slides from our 'Lighting the cauldron - Young people and cultural organisations' conference at the Museum of London, Thursday 25 October 2012.
As part of the Cultural Olympiad, Arts Council England's Stories of the World programme transformed the opportunities open to young participants and challenged museums to make lasting change to how they operate by embedding young people at the heart of their decision-making.
The conference brought together project partners, key thinkers and influencers from across the cultural sector to explore what has changed and how to take forward youth engagement and co-production. The conference explored what museums can learn from Stories of the world and how this learning can be applied to the wider cultural sector.
The £7 million Digital R&D Fund for the Arts is a partnership between the Arts Council, the Arts and Humanities Research Council (AHRC) and Nesta.
It will support research and development projects that use digital technology to enhance audience reach and/or explore new business models for organisations with arts projects.
The fund is open for application 2012-15, Organisations with arts projects, Technology providers and Researchers or research teams are invited to form collaborative relationships and make joint funding applications.
For further information visit: http://www.artsdigitalrnd.org.uk/
Creative Economies - A national seminar on the creative economy exploring the...Arts Council England
Creative Economies took place at the Camden Centre and was hosted by Arts Development UK in partnership with Arts Council England.
The seminar explored three main themes:
- the role of arts and culture as economic anchors and drivers in cultural regeneration
- how the wider business sector values and uses the role of arts and culture
- practical ways of measuring and capturing the economic value of the arts and culture
These three integrated themes are designed to provide topical examples and case studies, suggest ways of understanding and communicating directly with the business sector about the economic importance of arts and culture, suggest tools to provide evidence of impact and value.
Speakers were Jane Wilson, Chair, Arts Development UK and Director of Arts Development in East Cambridgeshire, Tom Fleming, Director, Tom Fleming Creative Consultancy, Alex Homfray, Senior Consultant, BOP Consulting, Paul Bristow, Acting Director, Strategic Partnerships, Arts Council England, Ali Robertson, Director, Tobacco Factory Theatre, Lyndsey Swift, Head of Partnerships, Visit England, Gail Schock, Arts Manager, Kent County Council, Roxie Curry, Arts Development Officer, Rochford District Council, Mary-Alice Stack, Director of ArtCo projects, Arts Council England, Tim Joss, The Rayne Foundation, Ruth Jarratt, Trustee, MeWe360, Andrea Stark, Executive Director, East and South East, Arts Council England, Geoff Rowe and Chris Maughan, Dave’s Leicester Comedy Festival, Rob Wadsworth, SW4 Limited, Jayne Knight, Arts Development Manager, Suffolk County Council, Mari Martin, Head of Arts and Events, Norfolk County Council, Patrick Hussey, Arts & Business, Laura Sillars, Artistic Director, The Site Gallery, Symon Easton, Deputy Head of Culture Commissioning, Birmingham City Council, Debbie Kermode, Deputy Director, IKON Gallery.
Presentations from the final seminar in our digital training programme for the arts sector, developed in partnership with BBC Academy.
Includes:
- Ben Green, BBC: "Finding the right approach: working your way through the Rights maze…"
Case studies: Contracts and collaboration
- Roxanne Peters, Project Manager and Vicky Panter, Documentation Manager, V&A - V&A online collections
- Jo Higgins, Young People’s Web Content Manager, South London Gallery - RE:creative
Case studies: Innovative approaches to rights clearances
- Carolyn Royston, Head of Digital Media, Imperial War Museums - "Digital collections and cultural change"
- Charlie Gauvain, Managing Director, Eye Film and Television- John Peel archive
The document summarizes research findings from a study on envisioning the future of libraries in the UK. It identifies several key trends that may impact libraries, including an aging population, economic challenges, increasing diversity, and changing consumer behavior driven by new technologies. These trends present both challenges and opportunities for the future delivery of public services and libraries.
The Creative Apprenticeships event looked at how arts and cultural organisations can capture and nuture a new generation of talented individuals through apprenticeships.
This is the keynote presentation from the event by Pauline Tambling, Joint CEO, Creative and Cultural Skills and Managing Director, National Skill Academy for Creative and Cultural
The Ogilvy Digital Lab is a global network of hubs established in 2008 to partner with clients and educate employees on new technologies and media. The London Digital Lab aims to inspire creative solutions through workshops, internal education, client projects, research partnerships, and knowledge sharing. The Labs work across disciplines to enable innovative revenue streams for Ogilvy and address problems such as skills gaps through their Semesters of Learning program.
The £45 million Strategic touring programme is designed to encourage collaboration between organisations, so that more people across England experience and are inspired by the arts, particularly in places which rely on touring for much of their arts provision.
Applications for the first round are now open, and must be submitted online by 5pm on Friday 2 March 2012.
For more information visit http://www.artscouncil.org.uk/touring
Digital R&D Fund for Arts and Culture: Digital Day (Brighton)
Case study: Trial episode of SMS Drama Ivy4Evr commissioned by Channel 4 Education
Julianne Pierce, Executive Producer, Blast Theory
On 7 June 2011 Arts Council England, the Arts and Humanities Research Council (AHRC) and the National Endowment for Science, Technology and the Arts (NESTA) announced a new £500,000 Digital R&D Fund for Arts and Culture, for projects that harness digital technologies to connect with wider audiences and explore new ways of working. Project proposals will focus on six key ares: six areas: user-generated content and social media; distribution; mobile, location and games; data; resources; and education and learning. The Digital days aim to: - encourage new partnerships and collaborations between arts and cultural organisations and technology companies - inform participant about opportunities of using digital technologies - provide information on the Digital R&D Fund for Arts and Culture.
For more information visit http://www.artscouncil.org.uk/funding/digital-rd-fund-arts-culture/
Digital R&D Fund for Arts and Culture: Digital Day (Brighton)
Case study: The Past is Never Dead. It's Not Even Past - An Introduction to the Archives at Getty Images
Matthew Butson, Vice President, Hulton Archive
On 7 June 2011 Arts Council England, the Arts and Humanities Research Council (AHRC) and the National Endowment for Science, Technology and the Arts (NESTA) announced a new £500,000 Digital R&D Fund for Arts and Culture, for projects that harness digital technologies to connect with wider audiences and explore new ways of working. Project proposals will focus on six key ares: six areas: user-generated content and social media; distribution; mobile, location and games; data; resources; and education and learning. The Digital days aim to: - encourage new partnerships and collaborations between arts and cultural organisations and technology companies - inform participant about opportunities of using digital technologies - provide information on the Digital R&D Fund for Arts and Culture.
For more information visit http://www.artscouncil.org.uk/funding/digital-rd-fund-arts-culture/
Digital R&D Fund for Arts and Culture: Digital Day (Bristol)
Case study: artplayer.tv
Roger McKinley, Production Manager, FACT
Dave Moutrey, Director & Chief Executive, Cornerhouse
Preparing for Internet TV and creating opportunities for venues and artists.
On 7 June 2011 Arts Council England, the Arts and Humanities Research Council (AHRC) and the National Endowment for Science, Technology and the Arts (NESTA) announced a new £500,000 Digital R&D Fund for Arts and Culture, for projects that harness digital technologies to connect with wider audiences and explore new ways of working. Project proposals will focus on six key ares: six areas: user-generated content and social media; distribution; mobile, location and games; data; resources; and education and learning. The Digital days aim to: - encourage new partnerships and collaborations between arts and cultural organisations and technology companies - inform participant about opportunities of using digital technologies - provide information on the Digital R&D Fund for Arts and Culture.
For more information visit http://www.artscouncil.org.uk/funding/digital-rd-fund-arts-culture/
Case study: Artfinder
Priscilla Li, Founder, Business Development & Content, Artfinder
Alexandra Jorge, Production Manager, Artfinder
On 7 June 2011 Arts Council England, the Arts and Humanities Research Council (AHRC) and the National Endowment for Science, Technology and the Arts (NESTA) announced a new £500,000 Digital R&D Fund for Arts and Culture, for projects that harness digital technologies to connect with wider audiences and explore new ways of working.
Project proposals will focus on six key ares: six areas: user-generated content and social media; distribution; mobile, location and games; data; resources; and education and learning.
The Digital days aim to:
- encourage new partnerships and collaborations between arts and cultural organisations and technology companies
- inform participant about opportunities of using digital technologies
- provide information on the Digital R&D Fund for Arts and Culture
For more information visit http://www.artscouncil.org.uk/funding/digital-rd-fund-arts-culture/
Case study: ArtFinder - Building digital capacity for the artsArts Council England
Building digital capacity for the arts - seminar 1
Case study: ArtFinder, Chris Thorpe,
exploring the recently launched ArtFinder website and the two new associated Apps being launched in April 2011. Delegates will hear about the processes involved in creating an arts-related App, and will be given an insight into technical and rights issues
For more information visit http://www.artscouncil.org.uk/digitalcapacity
Digital R&D Fund for Arts and Culture: Digital Day (Bristol)
Hasan Bakhshi, Director, Creative Industries for Policy and Research, NESTA
For more information visit http://www.artscouncil.org.uk/funding/digital-rd-fund-arts-culture/
Combined Illegal, Unregulated and Unreported (IUU) Vessel List.Christina Parmionova
The best available, up-to-date information on all fishing and related vessels that appear on the illegal, unregulated, and unreported (IUU) fishing vessel lists published by Regional Fisheries Management Organisations (RFMOs) and related organisations. The aim of the site is to improve the effectiveness of the original IUU lists as a tool for a wide variety of stakeholders to better understand and combat illegal fishing and broader fisheries crime.
To date, the following regional organisations maintain or share lists of vessels that have been found to carry out or support IUU fishing within their own or adjacent convention areas and/or species of competence:
Commission for the Conservation of Antarctic Marine Living Resources (CCAMLR)
Commission for the Conservation of Southern Bluefin Tuna (CCSBT)
General Fisheries Commission for the Mediterranean (GFCM)
Inter-American Tropical Tuna Commission (IATTC)
International Commission for the Conservation of Atlantic Tunas (ICCAT)
Indian Ocean Tuna Commission (IOTC)
Northwest Atlantic Fisheries Organisation (NAFO)
North East Atlantic Fisheries Commission (NEAFC)
North Pacific Fisheries Commission (NPFC)
South East Atlantic Fisheries Organisation (SEAFO)
South Pacific Regional Fisheries Management Organisation (SPRFMO)
Southern Indian Ocean Fisheries Agreement (SIOFA)
Western and Central Pacific Fisheries Commission (WCPFC)
The Combined IUU Fishing Vessel List merges all these sources into one list that provides a single reference point to identify whether a vessel is currently IUU listed. Vessels that have been IUU listed in the past and subsequently delisted (for example because of a change in ownership, or because the vessel is no longer in service) are also retained on the site, so that the site contains a full historic record of IUU listed fishing vessels.
Unlike the IUU lists published on individual RFMO websites, which may update vessel details infrequently or not at all, the Combined IUU Fishing Vessel List is kept up to date with the best available information regarding changes to vessel identity, flag state, ownership, location, and operations.
Donate to charity during this holiday seasonSERUDS INDIA
For people who have money and are philanthropic, there are infinite opportunities to gift a needy person or child a Merry Christmas. Even if you are living on a shoestring budget, you will be surprised at how much you can do.
Donate Us
https://serudsindia.org/how-to-donate-to-charity-during-this-holiday-season/
#charityforchildren, #donateforchildren, #donateclothesforchildren, #donatebooksforchildren, #donatetoysforchildren, #sponsorforchildren, #sponsorclothesforchildren, #sponsorbooksforchildren, #sponsortoysforchildren, #seruds, #kurnool
Working with data is a challenge for many organizations. Nonprofits in particular may need to collect and analyze sensitive, incomplete, and/or biased historical data about people. In this talk, Dr. Cori Faklaris of UNC Charlotte provides an overview of current AI capabilities and weaknesses to consider when integrating current AI technologies into the data workflow. The talk is organized around three takeaways: (1) For better or sometimes worse, AI provides you with “infinite interns.” (2) Give people permission & guardrails to learn what works with these “interns” and what doesn’t. (3) Create a roadmap for adding in more AI to assist nonprofit work, along with strategies for bias mitigation.
Jennifer Schaus and Associates hosts a complimentary webinar series on The FAR in 2024. Join the webinars on Wednesdays and Fridays at noon, eastern.
Recordings are on YouTube and the company website.
https://www.youtube.com/@jenniferschaus/videos
Jennifer Schaus and Associates hosts a complimentary webinar series on The FAR in 2024. Join the webinars on Wednesdays and Fridays at noon, eastern.
Recordings are on YouTube and the company website.
https://www.youtube.com/@jenniferschaus/videos
About Potato, The scientific name of the plant is Solanum tuberosum (L).Christina Parmionova
The potato is a starchy root vegetable native to the Americas that is consumed as a staple food in many parts of the world. Potatoes are tubers of the plant Solanum tuberosum, a perennial in the nightshade family Solanaceae. Wild potato species can be found from the southern United States to southern Chile
Synopsis (short abstract) In December 2023, the UN General Assembly proclaimed 30 May as the International Day of Potato.
1. Arts Council England briefing event
November 2014
Part of FLOW outdoor visual arts programme, Northamptonshire. Lead artist: Jo Fairfax.
Image: Andrew Randall
2. Agenda
• Economic context
• Political environment
• Making the case
• Funding agreements
• Creative Case for Diversity
• Museums
• Artistic quality assessment
• Strategic funds update
3. Economic context and Arts Council England income
• Government’s Autumn Statement – 3 December
• General Election – 7 May
• Spending Review – Summer 2015
• Impact of local authority cuts
• Further reductions in public spending until 2018/19
5. Modelling Spending Review scenarios: arts income with 5,10
and 15% reductions
Total Arts income with 0%, 5%, 10% and 15% Grant-in-Aid reduction
650
600
550
500
450
400
95/9696/9797/9898/9999/0000/0101/0202/0303/0404/0505/0606/0707/0808/0909/1010/1111/1212/1313/1414/1515/1616/1717/18
£millions
0% Total
Cash
-5% Total
Cash
-10% Total
Cash
-15% Total
Cash
7. Current scenario planning
• Arts Council England budgets for 2015/16 to 2017/18
based on:
o Grant-in-Aid at cash standstill
o National Lottery income of around £260 million per
year
• -15 per cent Grant-in-Aid would result in losses by
2017/18 of:
o arts: over £75 million
o museums: over £10 million
8. Efficiency agenda
‘We know there’s a long way still to go to
achieve our ambitious plans for savings over
the next few years. Hard-working taxpayers
rightly expect their money to be spent
judiciously…’
Francis Maude, Minister for the Cabinet Office
June 2013
9. Political environment – priorities
Where are the parties?
UK polling 20 day average, 30 October 2014
34%
32%
16%
8%
5%
11. Political environment – influencing
Opportunities:
1. Creative industries
2. Economic regeneration
3. Wellbeing/public health
4. Education and opportunity
5. Social investment
12. What are we doing to make the case?
• Gathering evidence and data
• Advocating to Westminster, Whitehall and the Public
• Create: perspectives on the value of arts and culture
17. Funding agreements – monitoring
All agreements finalised by February 2015
Monitoring
• Relationship framework
• Annual returns
18. Diversity and equality
• The Creative Case for Diversity
• Data and classifiers
• Strategic funding
19. Museums: 2015-18
• 21 Major partner museums
• Museum resilience fund: £10 million for 2015/16 for
non-Major partner museums
• Museum development
• Accreditation and Designation
20. Artistic quality assessment
• Assessments for all National portfolio organisations and Major
partner museums
• A framework to improve quality and excellence
• Improving our understanding of quality
21. Strategic funding: 2015-18
Selected continuing funds:
• Creative people and places
• Strategic touring programme
• Exceptional Awards
• Creative media
• Capital awards
23. New online approach for grants management
• Online grant management
• Staged migration of Grants for the arts, National
portfolio organisations, Major partner museums
and Music education hubs
• All grant holders will be contacted when they
need to start using the system
Let’s start with the big picture. The recovery of the economy is taking longer than forecast– GDP in 2013/14 was 5 per cent less than predicted in 2010.
After the next election, any newly elected Government will still be in a period of austerity. The political parties are committed to continued reductions in public spending over the next five years; with further reductions needed if the deficit is to be cleared by 2018/19.
It’ll be a challenging Spending Review – it’s possible that there could be 10 to 20 per cent cuts per year for unprotected departments. That’s if the current Government’s plans continue, with protected Departments reductions as they are currently, and if economic forecasts are correct.
We might have an early, pre-election indicator in the Autumn Statement on 3 December. So we may also need to consider how to respond to in-year cuts as well.
The next three slides show the trajectory of recent settlements for arts, museums and libraries, and models the potential reductions ahead; to illustrate the restrictive financial context we are operating in.
This slide shows the planning figures we are currently using - outlining arts income (Grant-in-Aid and Lottery) from 1996/97 to 2017/18 (cash).
Future figures are based on assumptions we will cover in a moment. We also know that National Lottery income may be lower than projected. The updated forecast in August predicted our share of Lottery will reduced by £45 million over the next five years.
We can’t yet know what any future settlement for the arts will be and we certainly aren’t inviting cuts but now is the time to put plans into place to manage them, if (or when) they come, to help ensure the resilience of the organisations we fund.
At -5 per cent we know that we could sustain our current levels of funding. Anything greater than this would have an effect on strategic funds and would require significant reforecasting.
So far, our strategic funds budget – which we use to invest in opportunities and respond to challenges– has taken the weight of cuts (from £153 million in 2014/15 to £104 million in 2015/16).
A Grant-in-Aid cut of -15 per cent would result in a loss of over £75 million by 2017/18 – National portfolio organisation grants would have to be cut.
In the most extreme scenario the Arts Council could see a reduction of -20 per cent, coupled with a fall in our National Lottery income.
We will consider cutting National Lottery funded programme budgets first, however, this becomes harder to manage if cuts are above -5 per cent
Modelling Spending Review scenarios: museums and libraries income
For museums a Grant-in-Aid cut of -15 per cent would result in a loss of over £10 million from a total museums programme budget of circa £43 million by 2017/18.
That could mean, for example, a 50 per cent reduction in Major partner museum grants or a 100 per cent cut in the Museum resilience programme.
As you will see from the slides our planning for 2015/16 to 2017/18 are based on two key income assumptions:
Grant in aid at cash standstill for years two and three
Lottery income at about £260m per annum- we do know this could be lower.
We will need to act quickly in the second half of 2015/16 when we receive our settlement. We need to be realistic, as well as prepared for the worst, and we’ll all need to respond with creativity and flexibility.
We know the challenge is to persuade Government of the value of arts and culture, that public money has a return and an impact on society that is far greater than the sum of its investment.
That is why we are working hard to understand the political environment which will shape the agenda beyond May 2015…
The recovery of the economy is taking longer than predicted. The most recent 2014 budget showed that Gross Domestic Product in 2012/13 was 14% less than predicted in 2008 and GDP in 2013/14 was 5% less than predicted in 2010.
Indications are that there will be a continued period of significant austerity as well as:
-An emphasis on efficiency, pay reform, new funding models.
-A focus on value for money. Spending packages may well be considered on that basis.
As part of our own efficiency we have faced cuts of 50% to our administration costs. We will be looking at further areas for efficiency at:
Our grant processes
What services could be shared with other Government bodies
Our property costs
The danger is that Government see our role as a grant maker, rather than a national development body. Administration costs will be under scrutiny; the work we do on development and support of the sector takes up a significant amount of these costs. We need to make this case clearly in the next spending review.
Next year’s election will be close.
At the end of October, polls indicated that Labour have a small majority; followed by the Conservatives, seeing their lowest share of the percentage of voting intentions this Parliament. UKIP have increased support rapidly and lead over the combined support of both Lib Dem and Green Party. (source: http://ukpollingreport.co.uk/uk-polling-report-average-2)
Small parties could have a big impact in a tight race. Diversity and social mobility could be political battlegrounds across all parties.
A focus on the North of England or ‘The Northern Powerhouse’ will form part of the Labour and Conservative offer.
How each party prioritises culture will be different, indications from the main parties are;
Labour prioritises cultural education, diversity and ensuring fair access to public culture funding – with an awareness that local council funding is a key issue.
Conservatives’ arts and culture policy supports UKPLC, adding value to GDP through creative skills, apprenticeships and encouraging philanthropic support. The Secretary of State for Culture has been keen to drive messages around fair access and diversity.
UKIP statements have indicated support for funding the best work- with some reservations around ‘cultural relativism’- to “end the failed policy of multiculturalism”.
Lib Dems have yet to produce a distinct policy on culture. In the Lords they tend to prioritise cultural education and supporting the creative industries.
Green Party is committed to arts funding but want to create regional arts boards made up of community arts groups and individual artists to “democratise arts funding”.
We welcome the findings of the CMS Select Committee report which was published on Nov 5. The recommendations give us the opportunity to reaffirm our priorities for the near future:
• we understand that in challenging economic times, we must continue to demonstrate the value and impact of arts and culture investment across England
• we will continue to rebalance our investment intelligently – to build capacity outside of London, whilst not damaging the infrastructure in the capital
• we are focussed on maintaining strong and meaningful local partnerships, including ensuring the continued commitment of arts and culture investment from local authorities
We have been working on the holistic case to assist in making the case for public funding of the arts in an easily digested way.
As you know this focusses on the benefits arts and culture bring to:
Culture – intrinsic value
Society – health, well-being and identity
Education – from primary to university and beyond
Economy – tourism, regeneration, creative industries
We as a sector know that the intrinsic value is easily understood by people within the arts – but we are making it our focus to ensure our wider stakeholders across Government and the public start to engage with this idea.
Using this allows us to tell a broader story, and to tailor our approach across the political landscape – where for example we might give weight to some specific elements which tap into political narratives – so we can talk about how art helps us to understand ourselves in the same breath that we talk about the value of arts and culture to education, and to social wellbeing, and to the economy.
To better support the holistic case we need better data on the impact of our investment. So we'll be reviewing the data we collect and the way we publish it.
We are examining how to use the holistic case as an organising idea to lay out some policy ideas that stem from culture and lead to education, society and the economy.
We believe there are opportunities for the sector in the current political climate, based on ideas around the holistic case and priorities for the main parties:
Increasing awareness of the importance of the creative industries to the economy
Desire across all three main parties to regenerate economies outside London
Moves in the policy landscape towards improving wellbeing, as well as reconsidering social care and public health
Continued priorities on education in all main parties
Emerging social investment models which the Cabinet Office is looking at around arts and culture
Evidence and Data can support our case to Government:
a report on our creative sector and its global competitiveness
a second economic contribution study, adding to the existing Centre for Economics and Business Research report, with a geographical aspect.
a study of the links between culture and place-making
research about the spillover of money between public and commercial theatre sectors
we are about to poll MPs on their overall awareness of the value of arts and culture and public funding
We will be publishing data and reports on our findings between now and next years Spending Review
Advocating
A large part of our work towards the Spending Review is building contact with all parties, Whitehall and Westminster, that is happening now to better understand their priorities and help shape a public narrative that reflects the diversity and impact of the arts.
We have met with Ministers from all parties and departments across Government to build momentum towards securing a positive outcome for the Grant-in-Aid settlement.
The holistic case is a framework for these conversations and that is why we are planning on launching a publication Create: perspectives on the value of arts and culture in mid-November which will present the ‘case’ from a variety of different perspectives.
We want to engage as many opinion formers as possible in a conversation about the value and impact of arts and culture. We'll be distributing it widely, including ensuring that every NPO and MPM gets a copy and asking you to support the dissemination of the digital content that supports the print publication.
Create is a collection of essays, commentary, interviews, poetry and a graphic story, that look at the value of art and culture through different lenses.
We’ve got a really broad range of contributors from Sir Howard Davies on economic value to performance poet Hollie McNeish on educative impact and graphic novelist Karrie Fransmann on cultural value.
Although some of the content will be of interest to the general public, we don’t see this as our primary audience.
We do see this document as a way of engaging with informed stakeholders, who have an interest in cultural policy; such as MPs, Local Councillors, business leaders, think tanks and the media.
The voice of the sector is crucial in making the case. Advocacy can be done in many ways, and our strength as a sector lies in the networks and local support that many of you have.
We are producing a suite of digital content to share across platforms.
Please work with us to use Create to start a conversation about the value of arts and culture.
We'll be distributing it widely, including ensuring that every NPO and MPM gets a copy and asking you to support the dissemination of the digital content that supports the print publication.
We want the holistic case to assist in making the case for public funding of arts in an easily digested way.
Some organisations are already great at advocacy, delivering great work in facilitating conversations across the sector. We know that it is often a resource issue. Larger organisations may find this easier and smaller organisations may need more support.
To help you do this we have refreshed the Advocacy Toolkit. You might already be familiar with the toolkit but after extensive review we’ve updated it; adding a new section that sets out recent research findings outlining which messages resonate best with the public.
Your audiences and local stakeholders are a huge part of building the momentum. But the first thing you can do, is make sure you share the Advocacy Toolkit and the Create publication with your teams across your organisation, also make sure your Board members see it too.
It is designed to help you demonstrate the value of public investment in arts and culture so please have a look on our website and share it with your networks and colleagues.
We hope it will help you:
Map your stakeholders and networks in your area
Build relationships with your local contacts, MPs, Local Authorities and councillors, businesses, teachers, leaders and community groups – to help persuade them why it's essential to invest in arts and culture
Tell your networks and supporters why we need public investment in arts and culture, and encourage them to make the case
Celebrate the value and impact of arts and culture with a public audience
The beauty of the holistic case is that there’s something for everyone – it means we can work together to tell the same stories, but using our own voices.
The main message is – don’t assume it’s been said. Find what works for you, and use our material and your material to encourage your chairs and other supporters to tell your story, on the terms that matter to the decision makers and influencers you can reach.
Organisations should expect first payments in March.
Monitoring remains a challenging task – in times of political scrutiny and financial pressure it is more relevant than ever that we are delivering value for the public purse.
We have an important number of shared priorities that will affect how we manage our relationships with the organisations we fund.
We will be monitoring these through our funding agreements for 2015 onwards in a newly transparent and accountable way.
Relationship framework – in this round of funding we asked organisations to share a business plan for the first time. This meant the framework and processes for monitoring performance needed revision- to ensure we know how our investment is delivering against our 10-year strategy.
To do this effectively we know we have to stop asking for irrelevant information – but we may be asking for more important information that you will have an obligation to provide.
We will report on the extent to which National portfolio organisations and Major partner museums are delivering our goals, individually and collectively. This will require the collection of suitable evidence, particularly for goals 1,2 and 5.
It will help us understand more about you and be able to demonstrate more clearly how you and your organisations enable us to deliver our strategy.
It allows a stronger focus on resilience, and it will be best practice in business planning if the goals are embedded in your organisations plans from the outset.
We will be asking organisations to tell us in the Annual Returns how they are contributing to:
widening children’s participation in their activities
ensuring the diversity of their artistic offer and their workforce
undertaking talent development
We are currently re-examining how we can move to a more transparent and rigorous way of measuring the implementation of the Creative Case for Diversity.
Our Creative Case for Diversity looks at the extent to which the artistic programme and output of organisations we fund are reflective of audiences and contemporary society. This is part of Goal 1 - ensuring we are delivering artistic work and cultural experiences that represent the height of ambition, talent and skill.
We asked all applicants to the new portfolio to outline how they would contribute to the Creative Case for Diversity. We were encouraged by the number, variety and strength of the National portfolio organisation applications we received that addressed diversity in a positive way. As part of the funding agreement negotiation we are working with you to ensure your business plans include detail on how you will deliver on the Creative Case. We will give you new ratings based on your business plans and this will provide us with a benchmark to map progress of the Creative Case.
We believe that by addressing diversity and equality in your Goal 1 work, we will see impacts around diversity in delivering the other goals. In other words an organisation that has strong Creative Case plans and delivery is likely to attract more diverse audiences and be a more attractive place to work for a wider range of people when it undertakes recruitment. And in delivering the Creative Case well, organisations are likely to be stronger and wider networks in their communities – often through the delivery of Goal 5 activity - and thus make themselves more resilient.
We are committed to fostering a fair and just culture landscape and we agree that there is much to be done if it’s to be truly representative of contemporary society.
One of the steps we need to take is to gather better data and to publish it in a more transparent way. We will be taking a proposal to National Council that from 1 April 2015 we will be asking all National portfolio organisations and Major partner museums to include temporary and contract staff such as artists and performers in their workforce data and for the Arts Council to publish that data transparently on an organisation by organisation basis. We will also be recommending that we consult on whether there is support for gathering data on a wider set of protected characteristics than just race, disability and gender.
We will also be recommending that we consult with the sector on whether our current ‘diversity led classifier’ provides us with a good enough account of the leadership of our sector.
We want to make sure that we take a measured approach and in the coming months we will be actively consulting with the sector to gather your feedback on the way forward.
We have also commissioned The Museum Consultancy to undertake a piece of research to look at workforce diversity across the portfolio and the challenges Major partner museums face in addressing issues around diversity and the workforce. This work will also be extended to benefit museum development providers to ensure equality and diversity is embedded across our wider work with museums outside of the Major partner museum portfolio.
In July 2014 we announced £6 million of Diversity strategic funds, However it is important to stress that we run equality analyses around all our strategic funds to ensure that they are all designed with a view to promoting diversity and equality. These £6 million funds are therefore intended to respond to some of the issues that emerged from our equality analysis of the National portfolio organisation investment process and will therefore be specifically designed to tackle challenges our other funds – National portfolio, Grants for the arts and Strategic funds – won’t address.
Despite the economic challenges, museums are achieving great things- as the continued growth in audience numbers proves, museums are an essential part of our national culture.
The 21 Major partner museums play an important leadership role and we expect that role to be transparent and accessible to the sector.
Major partner museums will need to focus on their resilience in the coming years and our plans for museums are responding to challenges in the sector with a focus on building that resilience and on close partnerships to make best use of the resources available.
Museum Resilience Fund:
An open application fund for non-Major partner museums prioritising activity that builds resilience in regional museums. With indicative budgets at the same level for 2016-18. Funding of £20,000-£300,000 a year over one to three years.
It is the most accessible fund we’ve had for museums, with a lower limit of just £20,000 and with previous restrictions on eligibility removed (eg number of visitors).
The fund will also support other specialist networks – for example those with a focus on museums and health or community engagement.
Museum Development:Museum Development is the system of support and advice for all Accredited museums in England. Museum Development services are provided by nine regional organisations, giving comprehensive coverage over the whole of England. Eight of the existing providers have been re-appointed for 2015-18, with a new provider in the West Midlands (Ironbridge).
Accreditation is supporting high standards in museums.
Designation has been subject to review – the renewed scheme is currently being piloted and will be re-launched in the spring. The Arts Council/V&A Purchase Grant Fund, Designation Development Fund and PRISM funds will continue for 2015-18 at their current levels.
Artistic Quality Assessment
We are expanding the programme from October 2014 to include: museums, programmed work and participation. Some of you will already have benefitted from receiving assessments, and to some this will be completely new.
The primary purpose of the Artistic and Quality Assessment process is to understand the quality of the work we fund.
Relationship managers will decide which pieces of work should be assessed
Independent assessors come from a range of backgrounds to undertake this work
It provides a fair, robust and transparent platform for discussions about the quality of work and to develop a broad evidence base which will inform the Arts Council's future funding decisions.
We hope these changes will strengthen the programme and not only help us, but also help you in providing a context for ongoing conversations about artistic quality and excellence.
We are continuing to support approaches to developing quality metrics and quality principles for work with, for and by children and young people. We will update you on this work next year. In the meantime, information about this work can be found on our website.
So far, our strategic funds budget – which we use to invest in opportunities and respond to challenges– has taken the weight of cuts (from £153 million in 2014/15 to £104 million in 2015/16). We know that these will be the first to be impacted in any in future cuts.
Creative people and places - we will allocate £25 million to this fund.
£20 million will become available from 2016 and an additional £5 million from 2018/19
Creative people and places focuses our investment in parts of the country where people's involvement in the arts is significantly below the national average, with the aim of increasing the likelihood of participation to:
encourage long-term collaborations and empower partnerships to experiment and develop arts programmes using new and different approaches that will engage audiences
£37 million invested between 2012 and 2015 in 21 action research partnerships. With funding earmarked against areas of greatest need, just over 50 per cent of the money was invested in the North and around 5 per cent in London
we will continue to ensure that this fund makes a significant impact outside of London by establishing appropriate criteria
Strategic Touring £23 million
An investment of £23 million through 2015-18 across all six artforms to support touring across the entire country- to ensure that people across England have improved access to great art visiting their local area.
Stronger relationships forged between artistic, audience and programme development on both the supply (eg artists, producers) and demand (eg promoters, audiences) side of touring.
The programme is open to any arts and cultural organisation for the touring of arts activity – organisations not part of the National portfolio, National portfolio organisations, museums and libraries have been successful to date through the programme.
We will be adjusting the guidelines from April 2015 to ensure that the fund supports mid-scale touring, especially theatre. We will also be investing additional funds to support inbound international touring.
Exceptional Awards £8.2 million
The Exceptional Awards programme was designed to fund ambitious or extraordinary projects that help achieve our Goals where the project could not be supported through our existing programmes. The current programme supports projects that must be substantially underway by 31 March 2015.
Following learning from the progress of Exceptional Awards to date we are currently re-focusing the programme for 2015-18 to ensure that it able to operate with a smaller budget.
We will publish new guidelines in March prior to our April quarterly release.
Creative media £10 millionOur aim in relation to digital, set out in our creative media policy, is ‘to increase the quality, volume and reach of digital content and experiences for artistic, economic and audience development and growth’. We expect all National portfolio organisations to contribute to this, showing leadership in digital innovation for the wider arts sector to learn from and follow. There will continue to be limited Strategic funds to complement creative media activity delivered through National portfolio and Grants for the arts investment.
Recent activity in this area includes the Multi-channel network for the arts – set to launch in Summer 2015 – we will keep you updated about how you can get involved – and the new Random Acts Network Centres. Channel 4’s Random Acts short films series will re-launch in 2015. The successful Network Centres will be announced in January 2015.
Capital awards:
£116.8 million budget for Large and Small Capital grants- including £32.5 million for small capital grants.
These funds work towards Goal 3 and will prioritise the consolidation and improvement of the existing arts infrastructure, rather than investing in significant expansion or new buildings.
We will support organisations to develop resilience by having the right buildings and equipment to deliver their work and become more sustainable and innovative businesses.
This includes increasing the environmental performance of buildings and equipment to support a reduction in carbon emissions.
14-18 NOW Opens to new submissions on Monday 17 November. 14-18 NOW co-commissions new work in all artforms to engage wide audiences – right the way across the UK - in reflection on the First World War. There is a particular focus on young people, and people from communities who would be less likely otherwise to engage with the centenary. To send a proposal to 14-18 NOW, go to http://www.1418now.org.uk/submissions
We have previously mentioned a number of funds for the 2015-18 funding round and we are now able to give some more detail.
International
We have an opportunity to make a step-change in this area of our work over the next three years, to improve export and exchange on an international level. We have been given £18 million in monies returned to us by the Olympic Lottery Distributor.
This fund will have several strands. Re:Imagine India (funded along with the British Council) will open in January 2015, as will a strand to support International showcasing – also delivered in partnership with the British Council. In April 2015 there will be an expanded Artists International Development Fund – enabling smaller organisations to undertake planning visits for international activity - as well as a strand to support inbound touring through the Strategic touring fund, as previously mentioned.
We will also be asking National portfolio organisations and Major partner museums to report on their international activities as part of their annual returns.
Arts impact fund:
The Arts Council is working with partners across private and public sectors, under the auspices of the Cabinet Office, to create a social investment fund for the arts. It is hoped that this fund will offer an additional source of finance for the sector as well as allowing arts organisations to demonstrate their social and artistic impact.
Details are still being agreed and we hope to be in a position to make an announcement before Spring 2015.
A similar fund – Arts Ventures – is already being run by Cabinet Office and has supported projects including capital funding for the Rosehill Theatre in Cumbria.
Regional ambition fund:
Regional ambition fund at around £15 million in total for the period 2015-8. This will be designed to encourage ambition and talent development and retention outside London.
There will also be details on further funds to come soon.
In 2010, as part of our 2011-15 grant in aid settlement, the government set us a target of reducing our administrative costs by the end of March 2015.
We selected a new grant management system and we will be rolling this out from February 2015 onwards.
At the moment, individuals and organisations use our website to make applications, and for some grant programmes, complete an end of activity form. Any grant communication between these points happens offline – such as receiving an offer or rejection letter in the post, and submitting monitoring information via the post or email.
When it’s set up, all grant management will take place online. This means that everyone in receipt of funding from the Arts Council will need to have an online user account and all communications about the grant will be online.
We will launch the new system on 24 February 2015 with Grants for the arts only.
Between February and December, we will start migrating more funding streams to the new system such as NPOs, MPMs and Music Education Hubs.
In early 2015, we will be announcing the timetable for migration.
We will be contacting all grant holders on a case by case basis to inform you of when you need to start using the new system and share a raft of support materials for you to use the new system