2. Purpose of Today
• Learning from three of Manchester’s cultural
organisations who received Catalyst Funding
• In-depth look at the Royal Exchange Theatre’s
Capacity Building activity and match funding progress
• Q&A about how to share further information and
apply learning to your organisation
3. Catalyst- What it is
• Catalyst is a £100 million culture sector wide private
giving investment scheme aimed at helping cultural
organisations diversify their income streams and
access more funding from private sources
– Awards
• Capacity Building/Match Funding- announced May 2012
• Endowment – Dec 2012
• Capacity Building –(consortia)- May 2013
– Catalyst Arts is just one part of measures the Arts Council
is putting in place to help create a more sustainable,
resilient and innovative arts sector, which is Goal 3 of
Achieving great art for everyone.
4. Three Cultural Organisations
• Whitworth Art Gallery/Manchester Museums
• Halle Concerts Society
• The Royal Exchange Theatre
5. Catalyst and Whitworth Art Gallery -
Manchester Museums
• Manchester Museums is Manchester Art Gallery Whitworth
Art Gallery and The Costume Gallery. Whitworth was
principal applicant
• Size of Grant = £240,000
• Target= building capacity across the group- streamlining
• To increase income from Trusts and Foundations
• .
Thanks to Jo Beggs, Head of Development at Manchester Art Gallery
6. Catalyst and Whitworth Art Gallery -
Manchester Museums
• Results
– Unchartered territory
– New leadership
– Council led
– Streamlined Fundraising across the group
– Still building capacity- finding it difficult-
– Match funding challenge
– Major gifts/Screening an area for learning
• No data, no board/peers
• Board/volunteer development is also an area for development
• External consultant from Clore
– Opportunity to refine roles and membership
Thanks to Jo Beggs, Head of Development at Manchester Art Gallery
7. Catalyst and the Halle Orchestra
• 18 successful arts organisations have been granted £30,500,000 in
total. These include:
•
– The Orchestra of the Age of Enlightenment (£500,000)
– Halle Concerts Society (£1 million)
– City Of Birmingham Symphony Orchestra (£1 million)
– Opera North (£3 million)
– Serpentine Gallery (£3 million)
– The Old Vic Theatre (£5,000,000).]
• .
8. Catalyst and the Halle
• The Halle
– Primarily match funding
– Opportunity to move a major sponsor up to Principal
Sponsor level
– Another opportunity for major donors to make an
impact through giving
– DCMS/Arts Council changed their mind
– The power of legacy fundraising!
9. Catalyst and the Royal Exchange
Theatre
• £236,500 (May 2012)
– £160,000 match funding
– £76,500 capacity building investment
(over two years)
– In our application, we concentrated on:
• Building a stronger fundraising team
• Building a stronger fundraising board
• Engendering fundraising in the whole of
the organisation
• Increasing our individual giving income,
particularly major gifts
10. The Royal Exchange Theatre
Capacity Building Achievements
We’ve increased knowledge and
improved the departmental
structure
Developmental Department review
•Development Staff Training
•Wider Senior Management Team and
Board of Directors workshopping
11. Capacity Building Report Summary
What have we achieved
Our understanding of our donors and
potential donors is greatly increased
• We surveyed 13,000 of our audience
members
• We profiled our existing donor base
• Wealth Screening -186 HNW
individuals have been identified with
approximately 50% researched
• Database knowledge is strong
• Inroduced microcampaigns
12. Capacity Building Report Summary
What have we achieved
We’ve started a Board Development programme
A environmental scan of best practice in arts/fundraising
boards
Creation of an informal fundraising subgroup
A significant gift from a board member (£10,000) to kick
start our Major Gift Strategy
Identified opportunities for board members to become
engaged
Recruitment for two additional board members with
experience in fundraising and major gifts is underway
13. Capacity Building Report Summary
What have we achieved
We’ve taken new approaches to embed fundraising in
the whole of the organisation.
Our first Christmas Appeal= raised over £5,000 with the buckets alone
and a further £3,000 from people donating at point of ticket sale.
Our first Challenge event.
The Royal Exchange Theatre submitted a team
of 20 staff members, young company members,
sponsors and ticket buyers to run the
Manchester 10k . To date we’ve raised over
£4,000.
14. Capacity Building Report Summary
What have we achieved
We’ve worked on marketing ourselves as a charity
• Worked with marketing/fundraising copywriter for RATS’ TALES
Christmas Campaign
• Clarification of our marketing, charity message communication and
institutional marketing to help us form the case for support with individual
givers.
• New Catalyst logo designed to give an identity to our fundraising
campaigns to highlight the match giving opportunity.
15. • We’ve been able to take risks
– In May 2012, we embarked on a telephone campaign to
raise funds from 1,400 people screened and deemed
“ready for an ask”
– Results
• Investment £15,000
• £62,000 pledged (over 4 years)
• Cross departmental co-operation highest ever
• Expanding pool of regular givers by 125+
• Opportuntity to test fundraising messages with A Script and B
script
Capacity Building Report Summary
What have we achieved
16. Capacity Building Report Summary
• Video for Toolkit produced - http://vimeo.com/65151174
• For further development- refining our case for support
Support the Royal Exchange Theatre and make the transformative power of live
performance available to everyone in Greater Manchester -for existing audiences and
those yet to discover us.
Participation:
New
Expressions
The Building
Wide range of
work we do to
offer deeper
engagement
New ways of
working, new
writing and
talent
development
Capital
Improvements
and Content
to animate the
space for
visitors
17. Building Capacity- how others do it
• Freelance consultants
– Manchester Museums and Galleries
– Royal Exchange Theatre
• Increasing/developing roles within departments
• Increasing Chief Executive/Artistic Directors
involvement/time dedicated to fundraising related
activity
• Looking within the organisation for transferable skills
– Marketing
– Box Office
18. Match Funding
Budgeted Income
Years 1 &2
Jan end May
2014)
1:1 match
Actual
(confirmed)
Budgeted Income to Year 3
June 2014-end May 3:2 match
Notes
81,000 £98,529 £82,375
to drawdown £61,471 *
* If we didn’t raise
anything else til May
2014
weren’t sure what they’d need when they wrote the Catalyst and merger of three organisations
Over 50% were not aware that the Theatre is a charity 173,000 segments screened 13 postcodes and scores of affluence help inform our development communication) Before
Front of House- Visitor Experience Group was set up and will concentrate on the experience
The Catalyst Ask was marginally more popular than the small capital project 56/44 We will continue with Phase II of our Telephone campaign to another 3,000 “highly engaged” segments and expect to raise another 100k over the next 5 years Key= KNOW YOUR DATA= we screened for frequency, recency and donor profile top postcodes
