National portfolio organisations briefing Louise Brown taking part in Dance SCAPES project, Gloucester Photo: Kevin Clifford

Agenda Setting the context Achieving great art for everyone: national priorities and what this means in regions Bridge organisations Henley review of cultural education Museums and libraries transition London 2012 Cultural Olympiad Strategic funding programmes The National portfolio relationship Funding agreements discussion sessions: philanthropy, touring and engagement

Setting the context new, open, transparent and fair funding process decisions based on our goals and the ambitions and aspirations set out in the applications we received we have focused on excellent organisations and exceptional individual talent funding fewer organisations with wider reach all regularly funded organisations have a year of our funding to support in moving to a new way of working

National Lottery funding National Lottery income is forecast to rise from £149m in 2010/11 to £223 million in 2014/15 Lottery can’t be used to directly substitute for Grant in aid - we will support distinct areas £18m a year identified to support touring through the National portfolio £10.5m allocated to Bridge organisations through the National portfolio Grants for the arts and Strategic Lottery funding

Review of funding process holding an after action review that will help us to consider and learn from the process: o of introducing a new funding system and framework for the arts in England o to make decisions on funding for the new National portfolio of organisations to inform our approach to the next investment round in 2015, and to managing a 50% reduction in our administration

Achieving great art for everyone - policy based approach a national policy approach to each of the 13 priorities within the goals working towards a shared purpose, building knowledge and experience policies to be developed in conversation with you - to ensure they are delivered in a way that is useful, achievable and sustainable

Regional priorities - south west build on regional strengths in theatre ecology, crafts and digital build on region’s reputation for ‘extraordinary art in extraordinary places’ using the south west as a test bed for new philanthropy initiatives triangulate the higher education, creative industries and arts sectors establish a stronger regional touring infrastructure prioritise engagement where potential is highest eg Torbay, Plymouth etc ensure at least 2 local economic partnerships have strong cultural ambitions in the core of their operations

Bridge organisations 10 Bridge organisations will build on the legacy of 10 years of investment to shape an offer for children and young people. They will also work with four partner Bridge organisations in London they will o develop and facilitate a coherent offer for children and young people o identify and ‘plug gaps’ in provision o ensure arts and cultural opportunities are more accessible to all children and young people, families, and teachers o tap into opportunities for National portfolio organisations to build new partnerships and access additional resources o facilitate arts and cultural opportunities, rather than deliver them o simplify the landscape, maximise resources and avoid duplication the Bridge organisation in this region is Real Ideas Organisation CIC

What will Bridge organisations do? we are expecting Bridge organisations to: recognise and utilise regional expertise, and build capacity assist the Arts Council and National portfolio organisations in developing work around raising the standards of work for, by and with children and young people act as a generous, neutral way of working with National portfolio organisations access additional resources

Review of cultural education Schools White Paper – every child should experience a wide range of high quality cultural experiences (5-19) Darren Henley commissioned by Department of Education and DCMS to work through sponsored bodies to capture the views of the sector Arts Council to capture views of National portfolio organisations, Museums and Libraries by first week of June we will capture views using an online survey – responses will be sent from us to the Department for Education and DCMS by 3 June report and recommendations published Dec 2011

Review questions how would you define cultural education? what is the value of cultural education and how do you measure this value? what cultural education do you think a child should experience at each key stage? what is it that works best about the way cultural education is currently delivered? what is it that could / should be working better in the way that cultural education is currently delivered? if we had a blank sheet of paper, what would be your view of the ideal funding and delivery structure for cultural education?

Museums and libraries and Arts Council England Arts Council taking over four of MLA’s functions: Renaissance museum development and improvement library development and improvement cultural property functions

Reviews and discussions Our vision is to achieve closer collaboration between the arts infrastructure, museums and library services – increasing leverage with key partners, but also improving the quality of service and increasing impact Museums and libraries staff will join us by 1 October 2011 Transfer of functions will be complete by April 2012 Estelle Morris reviewing Achieving great art for everyone to find out how we should properly include museums and libraries a literature review of museums and libraries research, and a review of sectors and MLA programmes May roundtables with key sector figures, June conversations to discuss the vision for a new partnership approach

Milestones in transition programme Summer launch of new Renaissance programme publication of Companion to Achieving great art for everyone Autumn launch of other museum and library programmes assessment process for museum grant recipients museums and libraries staff joining Arts Council Winter announcement of museum grant decisions

The London 2012 Cultural Olympiad – what is it? A four year celebration of culture across the UK, culminating in a 12 week festival Arts Council England is a principal funder of the London 2012 Festival and Cultural Olympiad We’ve always seen London 2012 as an unprecedented opportunity to bring great art to more people across the UK Through our investment we hope to see: o increased participation in the arts o increased profile for our artists o new partnerships that result in a strengthened sector

Creative Programmers The network of Creative Programmers in each region is helping to develop a diverse range of events and festivals to celebrate London 2012 around the UK These include projects that will form part of the London 2012 Festival, Torch Relay, Open Weekends, pre-Games training camps, and developing Inspire Mark applications

Flagship national projects: Artists taking the lead 12 extraordinary commissions will celebrate the Games in creative, engaging ways across the country we’re also a key partner in Unlimited, a project to celebrate disability, arts, culture and sport on an unprecedented scale south west project: Nowhereisland, a nomadic public sculpture and the formation of a new micro-nation. Visit

Flagship regional projects: south west whole region engaged through spectacular outdoor Quest project significant festivals with a legacy: Inside Out and B-Side National portfolio organisations are involved in a festival of activity around Weymouth and Portland: Coastal Voices, Dinosaurs Not Allowed and Teenage Rampage

The London 2012 Festival The London 2012 Festival will be the culmination of the Cultural Olympiad, featuring the world’s leading artists o 12 weeks, from 21 June to 9 September 2012 o 1,000+ events o 1,000,000 tickets Arts Council England is supporting a number of high profile commissions. LOCOG will be announcing the next commissions on 21 June, one year to go to the Festival You can still get involved – your first point of contact is your Creative Programmer

Strategic funds the areas for the strategic Lottery funds we’ll talk about today are: o capital o private giving o digital innovation other areas we will look to invest strategic funds in include o touring o audience development and cold spots o leadership and organisational development o children and young people o talent development

Capital approved budget of £200 million over six years up to 2016/17 open access but capital investments likely to be mostly into National portfolio organisations we will prioritise investments to improve existing arts facilities and assets investments to increase environmental performance and ensure that organisations are sustainable

Private giving approved budget of £50 million over five years up to 2015/16 up to £30 million from DCMS – to be used to support promoting endowments in the cultural sector – arts, museums, heritage up to £10 million from HLF

Private giving large grants in the £1m to £5m range to organisations evidencing matched funding across the cultural sector tiered match funding scheme with awards from £10,000 to £500,000 capacity building and cultural change programme aimed at arts organisations wanting to improve their ability to raise funds from private sources

Digital innovation currently testing and scoping the shape of the Digital Innovation programme, informed by learning from our partnerships with the BBC Academy, NESTA and others focused on 12/ /15 Arts Council/NESTA digital research and development programme 2011/12

New relationship with National portfolio organisations focused around the goals and priorities set out in your application to us the funding agreement will set out clear expectations in relation to the goals we have a full year to properly prepare for changes and to alter business plans where necessary

National portfolio organisations expectations and responsibilities to nurture and promote diverse talent and programming to make the best use of digital technology, across the whole organisation in pursuing your mission to collect, interpret and share audience data to contribute to increasing levels of engagement with the arts to make it easy for supporters to donate money to the organisation to advocate about the value of supporting the arts locally, not simply the organisation itself to pursue development of your workforce to encourage children and young people to engage with the arts to work with the Arts Council and other organisations to share your skills & expertise as we together deliver Great art for everyone to pursue an appropriate carbon reduction approach across all of the organisations’ activities.

Funding agreements a new process, and new agreements your grant offer from us is conditional on a funding agreement your relationship manager will be in contact to arrange a meeting it should be separate from your annual review of 2010/11 (if you are a currently a regularly funded organisation)

Timeline May - October negotiation on the funding agreement September – OctoberThe Arts Council will moderate and quality assure grant offer letter June -March 2012Business plans to be received April 2012First payments

Part 1 - Grant offer letter our offer, details and funding amounts per year additional requirements if there are any source of funding: Grant in aid (revenue) Grant in aid (capital) Lottery signatures

Part 2 - standard terms and conditions standard terms and conditions for National portfolio funding apply to all grants, non-negotiable will be published on our website

Part 3 - Schedule 1 This contains the significant areas for negotiation agreed programme for each year’s activities contribution to Arts Council goals and priorities key performance indicators (KPIs)

Part 4 - Schedule 2 This is the payment schedule: standard payment amounts and dates flexibility around payment amounts payment conditions

Business plan – the key supporting document the business plan will be a key supporting item for the funding agreement there is no standard format for a business plan – it is individual to each National portfolio organisation for some it will be very short and simple for others long and complex – it’s what’s appropriate for each organisation however, it should demonstrate the organisation’s ability to deliver programme given in the funding agreement we expect the plan to be updated and reviewed periodically

Summary of the process

Thank you