Arts Council briefing presentation November 2013


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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:

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  • The new Arts Council England structure cameinto being on 1 July 2013These changes saw us reduce our administrative costs by 50 per cent as applied to our Grant in Aid for the arts by March 2015Throughout the restructure, we were guided by the principle of remaining one national organisation with a local presenceYour Area Council is chaired by [insert as appropriate] Midlands: Peter Phillips /North: Joe Docherty /London:Veronica Wadley/SE: Jon Cook/SW: Sheila HealyOur National Council is comprised of 15 members and chaired by Sir Peter BazalgetteWe’re smaller so we’ll do less and we’ll do it differently – but we’ll do it well. We’ll continue to be effective and work towards achieving great art and culture for everyone 
  • We published our refreshed strategy last week. It’s the same strategy that you saw in our pink book (Achieving great art for everyone) and our blue book (Culture, knowledge and understanding), but it has been updated so it brings together all of our work across arts, museums and libraries. We have also been clearer about what we mean, and about how we will measure whether we are succeeding in our mission. At its heart are the same five goals, slightly reworded for clarity. Our first two goals encapsulate our mission – we want excellent arts and culture to thrive and we want as many people as possible to engage with it. And a big part of this is the importance of ensuring that children and young people are able to experience and participate in the arts; that’s Goal 5. These three goals then sit upon the foundations of the other two; we want the models of cultural provision to be financially and environmentally sustainable, and we want an appropriately skilled workforce which is truly diverse and reflects contemporary England.Although these goals are broadly the same, we have aimed to be clearer about what success looks like, and how we will measure whether we are succeeding or not. These success measures will guide our investment, and you should refer to them in your application. Many people across the arts and culture sector contributed to this book – it is your work as much as ours. With the new investment round opening next year, please read it and think about what it may mean to you.Show video – (Video is 3 minutes in length)
  • The refreshed strategy aims to be clearer about what success looks like, and how we will know thatwe’re achieving our goals. Some of this involves using existing data and evidence sources to explore trends across our funded organisations and the wider sector. For instance, the annual survey of NPO/MPMs will continue, which allows us to better understand the activity of our portfolio funded organisations. This includes things such as workforce characteristics, which allow us to report against Goal 4.For other goals, we are working to improve how we measure what impact our investment makes across the country. An example given here, is goal 1. The pink text is the first success measure under goal 1, which refers to artistic and cultural excellence. We have been considering how we might better measure our progress against this. One of the ways, we are currently exploring is through working with arts and culture organisations to develop and test a set of principles and metrics to help better understand quality, reach and impact.We hope this will help us to become better investors; help you to plan strategically for future challenges and help us all tell a richer story about the value of arts and culture. The Quality Metrics Pilot is exploring the possibility of a sector-led metrics framework to capture the quality and reach of arts and cultural productions. It is led by 13 cultural organisations from Manchester and supported with funding from the Arts Council. The group have developed an outline framework that looks at quality in a number of different dimensions. There’s more information about this pilot on our website, and a report on the findings of this pilot is expected by early January. Go to: work is parallel to our work in better understanding and articulating the quality of the work that organisations deliver by, with and for children and young people. Again, working with the sector, we have developed seven principles for organisations to embed into their work. What is really important about both pieces of work is that they are being led by the sector for the sector and that they will capture the quality and reach of arts and cultural activity.Note: The Artistic Assessment programme will continue, and will remain one of the mechanisms we will use to measure our impact under goal 1.
  • Our settlement from government was announced in July. It covers funding for 2015/16 and represented a 5% cut in real terms to our grant-in-aid which we have already told you will be passed on to the overall budget from which we fund our portfolio organisations. This 5% cut is a good result in tough times, and acknowledged the value arts and culture bring to society and the economyBut still challenging, especially in the context of reductions in local authority funding. Local authority arts and culture spend decreased by 8% between 2010-11 and 2011-12 (a reduction of £137.75 million from £1.83 billion to £1.69 billion). Although of course the picture is variable across the country, we can’t expect these reductions to reverse. We cannot and will not fill this gap.We acknowledge the difficulties that local authorities face, but value those that seek to sustain their cultural offer.We will engage with local authorities and build this dialogue into the investment decisions that we make by having one to one conversations about our spending plans.In this difficult financial context it is especially important that we ensure a place for arts and culture in every possible stream of funding. We will not abandon our ambition, even in these difficult times.
  • Last investment round, we ran the NPO process and then announced a series of strategic funds. You told us that this was at times confusing and it made it hard for you to plan for the longer term. That’s why, in January, we plan to announce the majority of funding programmes that will be open during 2015-2018, so you can think about a potential NPO application in the context of other funding opportunities.This includes setting out the strategic funds that we plan to operate over this periodOur National Council have yet to approve the details of how we will divide up the funding pot, but it is likely that investment will be allocated across the following:Grants for the artsThe National Portfolio – which includes all the MPMs Museums (which will include- Museums development –strategic funding)Strategic Funds
  • This budget model is provisional until decisions are made at Council in December. We have planned for a -5% real cut (3.4% cash) in our resource budgets, and then standstill funding for the following two years. The 5% cut would also apply to our overall funding pot which provides the total budget for all NPOs and NPMs.It is likely we will see a small increase in Grants for the arts.It is likely we will see strategic budgets reduce by approximately 20% in cash terms, and we would look at them first if there were further cuts to our resources from DCMS.LotteryWe plan to increase the amount of lottery funding in the National Portfolio.Some organisations will be funded wholly through the lottery, and the rest wholly through grant in aid. We are examining if lottery may be more suitable for organisations performing activities like carnival, circus, and participatory arts, but decisions will be made by Council in due course. All organisations in the portfolio would go through the same process, and have exactly the same relationship with the Arts Council regardless of whether they’re funded by lottery or by GiA. And if we were faced with an in year cut that we had to apply to NPOs, we’d apply that cut to all our NPOs (and MPMs) regardless of their source of funding. We believe we can safely use our lottery and GiA in this way and still adhere to the principles of additionality.
  • The Arts Council has received a 33% cut in real terms since 2010, and the climate for central government funding will remain tightWe will not abandon our ambition, even in these difficult times we will not salami slice our national portfolio. We will fund organisations at the levels they need to succeed and contribute to our goalsIf you are planning to re-apply, we suggest you use your funding figure for 2014/15 as a starting point. We are unlikely to be offering increased amounts of funding to applicants; in exceptional circumstances we would consider uplifts but only where there is evidence of increased ambition and increased match funded investment or secured funding from other sources.If you decide to apply for more money, make sure your plans are scalable so we can see the impact of lower levels of funding. And remember, if you are awarded more money, this means that other applicants will have to receive less. We expect that those who do apply for more funding will have to include further details on how additional funding would be supported by increased leverage from partnership funding or income from other sources. As per the last investment round, we do expect some organisations will leave the national portfolio and others may enter as a result of this process. You should think about what you would do if we cannot award your organisation fundingNational Council have decided that the whole pot of money allocated to London-based organisations will not be any larger, in relative terms, than it is at presentThe minimum amount organisations can apply for is £40,000 a yearWe will use balancing criteria to make sure that we have the right portfolio to achieve our mission and goals. This will look at a whole range of factors, such as geography, to address the distribution of funding across the whole portfolio.
  • Our expectations of our national portfolio organisations is that they will all contribute to Goals 1 and 2, and a good proportion will contribute to Goal 5We want organisations to show how they will be contributing to these goals by providing evidence in their applications. So what does making a contribution to Goal 1 look like? We want you to articulate how you will be addressing excellence, and issues such as talent development and the contribution towards the creative case for diversityContributing to Goal 2 covers greater and broader access for more people; engaging the least engaged; quality of experience; use of digital technologies; and touring, and willingness to share audience data Contributing to Goal 5 will cover more children and young people accessing arts and culture; high quality provision; work by and with children and young people; Arts Award; working with partners; and understanding of education and youth policyIn addition we will also be asking for:a clear plan for addressing equalitya clear plan for addressing environmental sustainabilitya detailed plan and budget and cash flow for three financial years, and applicants must tell us how they are resilient. We are likely to be looking at how organisations contribute to the resilience of the sector as part of their contribution to Goals 3 and 4 . Service, umbrella and networking (SUN) organisations supply specific services, act as an umbrella organisation for others or provide a network as all or part of their function. SUN organisations may be eligible to apply for National Portfolio Organisation funding if you are able to demonstrate how you deliver against goals 1 and 2, and 5 if appropriate, directly or indirectly through your work.Bridge Organisations:Currently we fund 10 Bridge organisations. We imagine that the number will be more or less the same, but not necessarily the same bridge organisations we have now. You may wish to apply for funding to support both a delivery role as a National portfolio organisation and partnership brokerage role as a Bridge. You should use the same application form to do this.Our pre-application guidance will clarify our expectations for Bridge and SUN activity for 2015-18.
  • Here is the timeline for the national portfolio application process for funding:The application portal will open and detailed guidance covering the detail in more depth will be published on 7 January. Everyone needs to apply if they wish to be part of the National Portfolio from April 2015. Bridge organisations and SUN organisations will go through this NPO process (although some funding for Bridges will be Strategic funding)Around half a dozen organisations in the current portfolio are on longer-term funding agreements – something we were trialling. These organisations are expected to submit an application along with everyone elseThe deadline for applications is ten weeks later on March 17; we will then notify all applicants on 1 July if they have been successful or not with an in-principle decision or provisional offer of funding, subject to funding agreements.Funding applications and offers will cover the period 2015-2018, but we won’t be able to confirm the amounts you will receive for 2016/17 and 2017/8 until the government confirms the amount we will receive as part of the 2015 Spending Review in 2015Any decision to offer funding will be subject to discussing and finalising a detailed funding agreement and receiving a satisfactory business plan for 2015-2018.
  • Our assessment process will be split into two stages.In the first stage, the application will be assessed against:potential contribution to the goalsfinance and resiliencegovernanceBy resilience we mean the vision and capacity of organisations to anticipate and adapt to economic, environmental and social change by seizing opportunities, identifying and mitigating risks, and deploying resources effectively in order to continue delivering quality work in line with their mission.In terms of making a contribution to the goals, it’s important to say that we will expect all NPOs to contribute to Goals 1 and 2, and a good proportion to Goal 5So what does making a contribution to Goal 1 look like? Talent development; excellence; quality review and improvement; Diversity; and internationalContribution to goal 2: including greater and broader access; engaging the least engaged; depth of quality of experience; use of digital technologies; and touringYou can also contribute to Goals 1 & 2 indirectly and still be an NPO, for example through another organisation. Contribution to goal 5: including more children and young people accessing arts and culture; high quality provision; work by and with children and young people; Arts Award; working with partners; and understanding of education and youth policyWe will also make a risk assessment of your capacity: to effectively lead and manage the programme of work that you proposefor financial resilience and ability to deploy resources effectively in order to continue delivering work of quality The risk assessment will inform monitoring conditions for successful applications. We also expect to work more closely with applicants with high risk ratings to develop a robust business plan during stage 4: the funding agreement negotiation.
  • At the second stage, we will be considering, across the national portfolio of organisations, how it is contributing to goals 1,2 and 5, alongside our other investment in the artshow it contributes to the Creative Case for Diversity Overall,we want our investment in the arts to create the conditions in which there is a diversity of leaders, producers and creators of art and audiences, reflecting our creative case for diversity and our commitment to advance members from the protected characteristics under the equality duty. We will take into account the needs of a range of audience and potential audience demographics. We want to see a range of diversity led and focussed organisations. how far it supports a range of artforms and a range of artistic practices (we want to support a range of artforms and a diversity of artistic practice. Artists and arts organisations often work across and between different artform areas. We group the organisations we fund, however, into six artfrom areas in order to help us consider how we are investing in different parts of the arts sector. These are: combined arts (which use multiple artforms to achieve their aims such as Carnival), dance, literature, music, theatre and visual artshow far it supports a range of organisations in terms of size and type: there are many interdependencies within the arts sector and we want to invest in an appropriate mix of sizes and types of organisation. This includes, for example, considering an appropriate balance of building-based companies, touring companies, arts venues and other types of organisationshow the portfolio is spread geographically: we will take into account the need to support work by a national portfolio of funded organisations across the whole of England. We will keep in mind the fact that some organisations work intensively within their home region, some will have a reach and impact far beyond their home region and some will tour widely. We will take into account the needs of a range of audience demographics and places of low engagementHow the level of riskto our investment is distributed
  • Our approach for museums funding is provisional and subject to National Council Approval; It is likely Museums wishing to become Major Partner Museums (MPMs) will be part of the same application process as the National Portfolio. For the first time, we will be applying a total investment approach to museums and aligning this as far as possible with the total investment approach for Arts. The overall approach will cover those Museums who have MPM status already, those who have a designated collection who wish to become an MPM and allowing us to develop high level, strategic resilient organisations in the sector. The investment approach will include applications to be Major Partner Museums, we will also run an open fund that allows access to funding for a wide range of museums of all sizes and a commissioned strategic fund approach for other projectsIt is likely that around half of the overall available budget for museums will be allocated to MPMs. Applications will be assessed against the overall programme and resilience of the organisation, as well as plans for area and/or sector leadership. We would expect to have roughly the same number of MPMs as in the last funding roundWe anticipate that MPMs will be expected to demonstrate contribution to all five goals: Contribution to goal 1: quality of the collection; use of the collection; research and scholarship; standards; diversity (collection); and international (export and exchange)Contribution to goal 2: reach; engagement; distribution; lifelong learning; diversity (audiences); and international (appealing to visitors)Contribution to goal 3: innovation and adaptability; governance; business models; brand and marketing; sustainability; partnershipsContribution to goal 4: leadership; partnership; workforce development; and diversity (workforce)Contribution to goal 5: quality; reach; diversity (children and young people)Governance and management and financial resilience will be risk assessed at application stage.Further details of the open fund will be announced in January. The open fund will be similar to GFTA and fund a wider range of museums than at present. Likely to focus on addressing Goals 3 & 4. MPMs will not be eligible.The museum development fund will be announced in January. We hope this type of funding has the potential to fund national programmes through a grant system to support for development and statutory functions (including Accreditation and Designation, Export Licensing, V+A Purchase Grant Fund, PRISM, Designation Development Fund, Subject Specialist Networks etc.)
  • In January, we announce the full detail of our investment for 2015-2018, including our strategic funds. These will be targeted to address our goals. These are provisional and may change, but here are some examples of the type of funds that could be included in that round. InternationalWe are exploring the idea that the fund will enable England-based artists and arts organisations to engage more actively in international export and exchange. This could be a fund that could contain our updated Artists International Development Fund, and funds for international showcasing and cultural exchange. TouringOur initial thinking is that the strategic fund for touring is likely to remain. Organisations should build touring into their national portfolioapplication where appropriate. Obviously ‘touring organisations’ will need to take this approach as part of their total investment application. We will also be exploring how to take advantage of exceptional one off opportunities for touring through strategic funds, but will be small scale. DigitalThere is likely to be a fund for Digital skills and capacity building, in order to up-skill and develop the digital capacity the workforce and improve organisations use of technology. If The Space receives funding for a second round, this would also be funded through strategic funding. CPP and Audience FocusWe are also likely to continue the funds for Creative People and Places, and Audience Focus,As well as…Capital, and CatalystWorkforce development For organisations to improve their access to training for employees strategic funds are developing diverse leadership talent across the sector, responding to both national priorities and local needsNote:Goal 5Cultural EducationBridge organisations: NPOs which have bridge status will be expected to apply through the NPO process but our contribution could be through strategic funds- but we are yet to make any decision on this. NYMOs are in receipt of DfE funding as well as Arts Council funds– for clarity, we will be designing separate parallel processes for organisations that receive funding from the DfE, in discussion with the Department.Artsmark and Arts Award will continue.Museums:We are likely to announce Strategic Funds for Museums that will ensure that museums are able to access an increasing number of these programme areas.
  • We learnt this year that working together, we can make a case the value of public funding for arts and culture can achieve good results – thank youThere’s another spending review on the horizon- we can’t shy away from how quickly 2015 will come around We know people are doing great work on this already – there is cross-sector work being done to develop strong advocacy from organisations such as What Next? and LARC (an alliance of seven of the Liverpool's major cultural organisations) and even the smallest organisations are building profile and engaging with MPsOver the next year we will be strengthening our own evidence base, using the research to support the holistic case for culture and share our work with the sector. We have updated and extended our advocacy toolkit – please do take a look. We’ve also updated and reedited our ‘Credit to Britain film’, so please also do take a look and consider how you might be able to disseminate it to your networks and contacts
  • Arts Council briefing presentation November 2013

    1. 1. Arts Council England briefing session November 2013 Circus Space Image: Bertil Nilsson
    2. 2. Agenda 1. 2. 3. 4. 5. 6. 7. The Arts Council’s new structure Great art and culture for everyone Investment plans 2015-18 National portfolio funds Museums funding Strategic funds Making the case
    3. 3. The Arts Council’s new structure • our new structure came into place on 1 July • one national organisation with local presence • five newly appointed Area Councils, working alongside National Council • we continue to work towards our mission of great art and culture for everyone
    4. 4. Great art and culture for everyone • last week we published our refreshed strategy, Great art and culture for everyone • at its heart are the same five goals • we have clarified what success looks like under each goal. These measures will direct our investment
    5. 5. Watch Alan and Baz explaining our strategy
    6. 6. Measuring success Goal 1 Goal 2 Goal 3 Goal 4 Goal 5 Artists, arts organisations, museums and libraries are delivering artistic work and cultural experiences that represent the height of ambition, talent and skill • developing and testing a set of principles and metrics to help better understand quality, reach and impact • the Quality Metrics Pilot – a sector-led metrics framework that aims to capture quality and reach • developing seven quality principles for work by, with and for children and young people
    7. 7. Investment plans 2015-18 • Our settlement for 2015/16 represents a 5% cut to our grant-in-aid • A good result in tough times but it’s still a very challenging environment • Local authority investment will be important to our decisions • We won’t abandon our ambition, even in these difficult times
    8. 8. Investment plans 2015-18 The full range of investment opportunities over 2015-2018 will be announced in January. Investment will be allocated across: • • • • Grants for the arts the National portfolio museums Strategic funds
    9. 9. National portfolio: budget model Final decisions at National Council in December. For now our planning model assumes: • a 5% real cut in our resource budgets and NPO/MPM budgets for 15/16 with standstill for 16/17 and 17/18 • an increase of lottery funding in the national portfolio • a small increase in Grants for the arts • around 20% cash reduction to strategic budgets • we would look at strategic budgets first if there were further cuts to ACE resources • we will cut 5% from our admin, but without job losses
    10. 10. National portfolio: general principles • financial climate will remain tight • use your funding figure for 2014/15 as your starting point. make sure your plans are scalable • the shape of the national portfolio will change; some organisations will leave, others will join • we’ll use balancing criteria to make sure we have the right portfolio to achieve our mission and goals
    11. 11. National portfolio: expectations All national portfolio organisations will contribute to goals 1 and 2. Many of them will contribute to goal 5. In addition we will also be asking for organisations to: • have a clear plan for addressing equality • have a clear plan for addressing environmental sustainability • have a detailed plan and budget and cash flow for three financial years, and to tell us how they are resilient
    12. 12. National portfolio: timeline Jan 7: Guidance online and portal opens for 10 weeks March 17: Application deadline July 1: Announcements of intention to fund July 2014 to Mar 2015: Funding agreements finalised
    13. 13. National portfolio: a two stage process In the first stage, we will: • assess the quality of the application’s contribution to our goals • make a risk assessment of your capacity for management, leadership and governance and financial resilience
    14. 14. National portfolio - a two stage process At the second stage we will balance the portfolio across: • contribution to our goals • contribution to diversity • range of artforms represented • size and type of organisation • geographical spread • level of risk
    15. 15. Museums funding • • • • Major partner museums open fund commissioned Strategic fund museum development
    16. 16. Strategic funds Strategic funds may cover: Goal 1 • international Goal 2 • Strategic touring • digital, creative media, and The Space • Creative people and places, and Audience Focus Goal 3 • Capital • Catalyst Goal 4 • workforce development Goal 5 • Children and young people
    17. 17. Questions? Part of FLOW outdoor visual arts programme, Northamptonshire. Lead artist: Jo Fairfax Image: Andrew Randall
    18. 18. Making the case • 2015 marks a General Election and another Spending Review • together we must make a strong advocacy case that showcases the cultural, social and economic value of the sector - ‘the holistic case’ • the refreshed advocacy toolkit #culturematters
    19. 19. Watch A Credit to Britain (Demonstrating the public value for investing in arts and culture)
    20. 20. Thank you