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Reshaping New Horizons: Seeking new opportunities and growth Commissioned by Arts Council England Social Enterprise and Business Models (Section 1) Produced by Ros Fry, Chris Huxley and Tim Crabtree, West Mead Creative in association with Mission Models Money, Wessex Community Assets and South West Forum Digital Opportunities (Section 2) Produced by B. Aga, i-DAT (Institute of Digital Art and Technology, University of Plymouth) May 2011

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Reshaping 2011/12 is a year of change for the arts sector. Many organisations are taking a fresh look at ways of developing their income streams. They are thinking about their assets and capabilities in order to strengthen their offer and enable the organisation to become more efficient, flexible and responsive. Arts Council England have collated some of the resources available to arts organisations in the South West; highlighting sources of advice, training providers, information networks and intermediary bodies that could be of help to you. Arts organisations come in all shapes and sizes and will therefore need to pick and chose the information and advice that is helpful to them from what follows. Section 1 - Reshaping: Business Support and Social Enterprise This covers money and where to find it, rethinking your organisation and the team. Responding to the social purpose agenda is included here alongside commissioning and working in consortia. Sources of advice and agencies that can support arts organisations are also listed. Section 2 - Reshaping: Digital Opportunities This demonstrates the range of digital tools and platforms that are available to produce, market, share and distribute great art. To encourage collaboration, discussion and further conversations we are holding introductory events across the region, these are open to all, please contact catriona.hunter@artscouncil.org.uk: Monday 6 June - Knowle West Media Centre, Bristol - FULL 1


Wednesday 8 June – i-DAT University of Plymouth Friday 10 June - the Genesis Centre, Taunton Wednesday 15 June - the Sailing Academy, Weymouth Thursday 14 July - Swindon Arts Centre and Library This is just a start. There is more information available so please ask us to add other helpful links, networks and agencies. Do also let us know of your particular challenges, needs and questions. If we canâ€&#x;t help, we might know someone who can. The idea is to share knowledge and encourage communication and collaboration across the arts sector. Reshaping is due to run until autumn 2011 when we will review needs; we welcome feedback at any time. Regional Planning team Caroline Corfe (caroline.corfe@artscouncil.org.uk) Catriona Hunter (catriona.hunter@artscouncil.org.uk) Raj Patel (raj.patel@artscouncil.org.uk) Pippa Warin (pippa.warin@artscouncil.org.uk)

Our thanks to West Mead Creative in partnership with Mission Models Money and South West Forum; Rachel Fowler, Strategic Leisure and John Bunting, Exeter Council for Voluntary Service for the business support and social enterprise mapping work. Also to B. Aga and i-DAT at University of Plymouth for producing the digital opportunities section.

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Reshaping Business Support and Social Enterprise Introduction Produced by Ros Fry, Chris Huxley and Tim Crabtree, West Mead Creative in association with Mission Models Money, Wessex Community Assets and South West Forum

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Introduction - Reshaping, business support and social enterprise Reshaping A new resource for arts organisations in the South West in changing times. Stimulating and supporting the organisations and individuals leading our arts ecology. Reshaping describes alternative ways to earn funds, exploit creativity and enhance cultural leadership skills. It aims to save time, be up-to-date and easy to understand. Reshaping  outlines agencies, providers, schemes, models and training  explains key concepts and practices  details examples of successful arts funding activities to inspire Reshaping, business support and social enterprise has three parts. We signpost to useful websites, organisations and resources to help and give short examples to inspire. Part 1 - Money Part 2 – Social Purpose Part 3 – Reshaping Your Organisation and You This resource is not definitive. We could go on and on….Everyone has ideas, approaches and case studies.

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The Business Survival Toolkit produced by Creative and Cultural Skills is a very good starting point with structured prompts and frameworks for organisational and financial management. It includes guides to evaluating your current position and the external environment. It provides planning tools to consider your business process and financial model. It discusses how to build a robust business case with tools to help manage change, marketing and collaborative working. www.business-survivaltoolkit.co.uk Capital Matters www.missionmodelsmoney.org.uk is also worth exploring. Reshaping is about changing our thinking in order to enable art to happen.

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Reshaping Business Support and Social Enterprise Part 1 - Money Produced by Ros Fry, Chris Huxley and Tim Crabtree, West Mead Creative in association with Mission Models Money, Wessex Community Assets and South West Forum

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Part 1 - Reshaping, business support and social enterprise Money Reshaping our view of money in the arts is crucial. A shift from seeing money as a grant based subsidy, to money as an investment that attracts more resources, strengthens sustainable practice, and could afford greater freedom. Our conventional business model is quite static in the arts. We tend towards aiming to break even or have a small surplus or deficit. Grant funding filled the gaps. Being more enterprising and innovative, viewing money as investment and reshaping arts venues and organisations along new models used by community based, third sector organisations is challenging but potentially liberating. Itâ€&#x;s a big change in how we approach funding. But it can be done! Investment into arts organisations

Investment in Social Capital

Investment: grants

Investment in Human Capital

Investment: loans

Increased Financial Capital

Reshaped arts operations

Reshaped arts services

Investment in Physical Capital Investment in Natural Capital

Investment: equity

working capital

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Contents 1

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What is investment?......................................................................................................................................9 Grants Grant funders Loans Loan providers Blended finance Equity Community share issues Whoâ€&#x;s doing it Organisations providing investment finance in social enterprise..........................................................11 Organisations you could approach for advice and investment What do you need to do to approach these organisations? Grants...........................................................................................................................................................13

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Donations.....................................................................................................................................................14

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New sources of fundraising........................................................................................................................14

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Income from existing assets.......................................................................................................................15

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Community Asset Transfer.........................................................................................................................17

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Friends/Memberships schemes..................................................................................................................17

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1 What is investment? The provision of finance with the expectation of a return. What‟s important to remember is that return needn‟t be purely financial. It can also be social. There are three main types of investment: Grants – for revenue funding (running costs or projects) or for capital funding (investment in assets e.g. IT systems). Grants do not require a financial return. However, they do require us to demonstrate social return that is being created. Grant funders could be approached to: - help build up membership and volunteers (social capital); - employ a temporary contracts officer (human capital); - fund the development of workspace for rent (manufactured capital); - fund the re-development of garden areas (natural capital) around an organisation‟s building, to attract in more people. Loans – are the provision of debt finance. They require both interest payments and repayment of the amount borrowed. There are many types of debt finance including overdrafts, mortgages, HP, corporate credit cards etc. They are marked on your balance sheet as a liability and they require security e.g. a building or demonstrable income streams. Loans may not be attractive in a situation where you are trying to generate new projects or income streams because it will take time for the investment to generate financial returns. They are effective if you have a building where enhancement will generate income e.g. artists‟ workspace bringing in rent. But can be a heavy millstone. Loan providers could be approached to support the redevelopment of an arts organisation‟s buildings or provide finance if a major contract is secured (but depends on investment up front in new capacity). Blended finance – brings together grants and loans and uses a grant to pay off interest on a loan. A scary 9% interest rate is reduced to an attractive 1% when a £50,000 grant is blended with a £300,000 loan. Equity – is investment in exchange for a stake in the organisation, in the form of shares. This usually entitles shareholders to a share of the profits of the organisation, or payments once a certain level of earnings has been achieved. Equity finance can 9


therefore by useful in the early stages of growth or when developing a new product of service. Unlike a loan, investors providing equity finance are effectively sharing the risk with the organisation and are likely to defer any expectation of a financial return for some time. It is very unusual to see equity investment in the subsidised arts sector for two reasons. It can mean you lose control of the organisation as the investors may gain voting rights. It can also give investors a right to receive profits from the organisation. Giving these rights to equity investors can contradict the democratic and not-for-profit status of most organisations in our sector. In addition, our most commonly used legal structure– a company limited by guarantee – does not allow for equity investment. However, equity can be a valuable form of investment because, unlike loans, it does not demand a fixed rate of return and it sits on the balance sheet as an asset. To attract equity finance, a suitable structure must be in place and the regulations for issuing shares must be followed. This is where Industrial and Provident Societies have become popular recently, and can be established as a separate vehicle or as a revised format for an existing organisation. Community share issues Over the last five years increasing numbers of “civil society organisations” (as the third sector is now re-branded), have decided to raise equity finance to start up new initiatives or reshape existing organisations. To achieve this it has been necessary to use the existing but previously underused legal format, known as the Industrial and Provident Society. These are exempt from the very costly regulations surrounding the issue of equity by companies limited by share. Who’s doing it A group of young artists in Glastonbury wanted to buy the building they had occupied to save it from demolition. They needed £600,000 and their bank promised to lend if they could raise £140,000. With the help of Wessex Community Assets they set up an industrial and provident society and raised £100,000 from supporters, at which point an „angel‟ invested £40,000 and also helped to find a lender offering better rates. The first phase of refurbishment is now underway and the building will provide home to many artists and social enterprises. www.redbrickbuilding.co.uk

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Why would local supporters invest their money in community resources? Look at www.myfootballclub.co.uk to be inspired about what happens when a lot of football fans got fed up with the way big money was spoiling their obsession. Wessex Community Assets (WCA) offers support and advice to organisations wishing to obtain community investment, avoiding reliance on grant funding. They have helped thirty organisations raise ÂŁ2.5 million from their communities by raising shares. Researching the motivations of these new investors they discovered three types: the local community investor (who lives nearby), the community of interest investor (who likes the subject) and the social or ethical investor looking for a balance between financial and social returns. The demographics reveal a very high proportion of investors are Guardian readers, and over 45 years old. WCA report very few arts organisations issuing shares and yet older, Guardian reader is also a classic demographic in arts attendance demographics. Mission Models Moneyâ€&#x;s Money Glossary explains some other useful money terms. www.missonmodelsmoney.org.uk 2 Organisations providing investment finance in social enterprise Financial organisations have not had a good press recently. But, like the arts sector, there is a huge range of companies, services and products in the financial sector. Many investors are specifically looking for ethically sound outlets and the arts are well-suited to their clients, particularly when the products are towards social outcomes. The iconic private bank Coutts and Co recognises the value of social enterprise and has some interesting services and initiatives to bring together people with money and organisations needing it. www.coutts.com/social-enterprise These are organisations you could approach for advice and investment: www.bigissueinvest.com - Big Issue Invest is a specialised provider of finance to social enterprises or trading arms of charities that are finding business solutions that create social and environmental transformation www.bridgesventures.com - Bridges Ventures is a sustainable growth investor whose commercial expertise is used to deliver both financial returns and social and environmental benefits

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www.can-online.org.uk - CAN supports social enterprises and charities to scale up their businesses and maximise their social impactwww.charitybank.org - Charity Bank finances social enterprises, charities and community organisations, with the support of depositors and investors who want to use their money to facilitate real social change www.communitybuildersfund.org.uk - Communitybuilders supports organisations at the heart of your community with finance, training and resources www.impetus.org.uk - Impetus Trust works to break the cycle of poverty by investing in ambitious charities and social enterprises that fight economic disadvantage www.socialfinance.org.uk - Social Finance believe that if social problems are to be tackled effectively, organisations seeking to solve them need sustainable revenues and investment to enable innovation and growth, their role is to devise the financial structures and raise the capital to enable this to happen www.socialbusinesstrust.org - The Social Business Trust is a partnership of world-class businesses who share one common goal: to use their combine resources and experience to help accelerate the growth of social enterprises generating increased social impact and sustainable, positive change www.thesocialinvestmentbusiness.org offers innovative financial solutions and business support to social enterprises, charities and community organisations nd community organisations prosper by providing innovative financial solutions and business www.triodos.co.uk - Triodos Bank finance social businesses to work to improve and enrich the lives of millions of people; tackle inequality and injustice and develop strong communities in the process www.unltd.org.uk - UnLtd is a charity which supports social entrepreneurs - people with vision, drive, commitment and passion who want to change the world for the better, by providing a complete package of funding and support www.cafonline.org/venturesome - Venturesome is a social investment fund that provides debt and equity-like finance to help charities and social enterprises deliver on their mission www.youngfoundation.org - The Young Foundation brings together insights, innovation and entrepreneurship to meet social needs www.swscreen.co.uk (Creative South from autumn 2011) supports and develops the creative media industries in the South West, offering funding and assistance to encourage innovation, grow creative businesses, develop talent, reach new audiences and develop the necessary skills. SW Screen manages the iNet fund to support growth in creative and digital industries http://www.inets-sw.co.uk/ci.aspx 12


What do you need to do to approach these organisations?  Look at the website, follow their guidance, schemes and offers tend to come in waves, following the launch of new government schemes and policies  Lodge an “expression of interest” which could be one page simply telling them you want to be entrepreneurial, you want to use equity and loans, you are ready to engage.  Often these organisations will choose a few likely candidates for investment. They will invite you to apply. It is not a national funding opportunity where the dates and criteria are nationally publicised. The Department for Culture, Media and Sport‟s Money Map outlines access to finance for Small and Medium Enterprises, and signposts to other useful fundraising and business tools. www.culture.gov.uk/what_we_do/creative_industries/default.aspx 3 Grants There are many directories and websites about grant funding including: www.cibsouthandwest.org.uk - The Charities Information Bureau offer free grant searches for charities. www.ncvo-vol.org.uk signposts to funding sources and fundraising strategy guides. www.funderfinder.org.uk provides software to source funds and www.grantfinder.co.uk is another commercial option. www.dsc.org.uk - The Directory of Grant Giving Trusts and Foundations published by the Directory of Social Change can be found in any good public reference library. A sister publication lists trusts and foundations that support individuals. Your local Council for Voluntary Services is likely to hold a list of local funders, and many counties have community foundations which distribute money locally e.g. www.somersetcf.org.uk. The South West Funding Bulletin is a free monthly newsletter with culture, arts and education themes obtainable from damian.wood@wiltshire.gov.uk www.artscouncil.org.uk/information-sheet/other-sources-of-funding-grants-for-the-arts/ - Arts Council England‟s information sheet on other sources of funding is a useful reminder about the main sources of funding for the arts in the UK 13


Other lottery distributors: www.biglotteryfund.org.uk/ - BIG lottery fund www.hlf.org.uk – Heritage lottery fund www.sportengland.org http://www.culture.gov.uk/what_we_do/arts/default.aspx - The DCMS‟s Guide to Arts Funding in England lists key funders as does their Money Map. www.the-foundation.org.uk/grants - The South West Foundation list local grant schemes www.ahsw.org.uk - Arts and Health South West lists funders for arts and health projects. Gather good evidence to back up your business case. If you don‟t have your own figures, comparative studies on arts and culture are on available on www.culture.gov.uk/what_we_do/research_and_statistics/5698.aspx or from the Culture Module of the South West Observatory http://culture.swo.org.uk/. 4 Donations People give to projects, places or other people. A lot of people giving small amounts can create big money. Sponsor a seat, or a brick, or a musician campaigns are easy to communicate and generally successful. This year Bridport Arts Centre is asking £160 per theatre chair and is almost full. Clevedon Pier‟s famous plank sponsorship scheme has attracted over 10,000 brass plaques. 5 New sources of fundraising There‟s lots of interest in the idea of internet based crowd funding, where worldwide audiences are asked to support creative initiatives, and are rewarded with invitations, copies of plays, or more quirky prizes such as your name taken by a character. Most of the sums asked are quite small and there are currently competing websites offering the platform such as WeFund, 14


Sponsume, Buzzbnk. Surfacing to the top at the moment is www.wedidthis.org.uk but take a look at www.kickstarter.com as well. In the South West arts activities have always been supported by crowd funding – only we used to call it a raffle! No village hall event or amateur production is complete without a laden table in the foyer. Amounts raised are small but regular. It‟s also something that others will happily do for you. Making a raffle more ambitious creates excitement and funds. Get it licensed and go big. A trustee of Truro‟s Hall for Cornwall loved his local arts venue so much he sold off the beach he owned and gave the funds to the arts centre. Taking part in national competitions, where the arts are competing with all kinds of charities can seem daunting. Presented in appealing, popular ways, the arts are easy winners. For example, last year www.peoplesmillions.org.uk awarded £49,000 to CODA Music Trust in Christchurch. 6 Income from existing assets All arts organisations are rich in assets. Consider your mix of human, social, natural and physical capital, and your offer to different markets. Even those without buildings can draw on the creativity of staff and volunteers and the networks of social capital that underpin their organisation. We tend to shy away from exploiting our valuable resources, experiences or connections. Yet non-arts people will pay handsomely to meet a familiar face or visit a normally closed or private place. Backstage glimpses, unusual opening times, insights into the creative process are everyday experiences when you work in the arts but resources to sell, auction or raffle to others. Coutts and Co‟s 2009 research into Million Pound Giving found that arts and culture is the most popular area for million pound donors, though normally for capital projects which bear the name of the donor. It recognised that the arts are one of the least popular causes for charitable giving within the general population. However, it also argued that smaller donations from those who attend arts events have steadily increased in the last five years or so and this suggests that some form of personal experience or connection might be factor in activating giving.

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English National Ballet offers their big donors and patrons a chance to participate in productions. A major giver becomes a roving peasant onstage in a production. Arts organisations can get concerned that this kind of patronage will interfere with artistic freedoms but frequently the promise of an opportunity to “take part” is more attractive than the real thing. See www.culturelabel.com for an effective national scheme promoting good stuff or www.southwest-artwork.co.uk for a regional approach to effective merchandising. Weddings on stage are a novel money making scheme. See Bristol Old Vic‟s offer on www.bristololdvic.org.uk/.../Weddings . Live Theatre in Newcastle has a long reputation for staging new writing and has spawned hits such as Cooking With Elvis and The Pitmen Painters. Last year it sold its scriptwriting expertise with an online playwriting course www.beaplaywright.com that cost £495 for a step-by-step guide for budding writers around the world, culminating with the completion of a full script. The South West‟s experience of commercial sponsorship of the arts is less successful than other more urban regions. Lack of large businesses or sponsorship outlook have slowed development of this important funding stream www.artsandbusiness.org.uk have plenty of useful research, reports and advice to support arts sponsorship. www.caf.org - The Charities Aid Foundation offers training on private giving, provides loans and runs Venturesome, a social investment fund for charities. www.nationalartsfundraisingschool.com runs costly but effective residential courses specifically designed for cultural organisations. www.mycakefinancialmanagement.co.uk offers a benchmarking tool, and blogs about finance for the creative industries. www.sse.org.uk The School for Social Entrepreneurs provides training for people who want to use their creative skills to achieve social benefits. Their South West base is at Dartington. Industry organisations, such as the Theatrical Management Association or the Independent Theatre Council, have well established courses for specific sectors of the arts community. 16


7 Community Asset Transfer Community Asset Transfer is an option which transfers all the risks and liabilities of operating a community asset to a third party. This effectively reduces revenue costs for the current provider e.g. a local authority, as the third party takes on the overall ownership and operation i.e. income generation, operating costs, plus all maintenance, repair and replacement of plant and structures. Transfer of community assets (land or buildings) to a third party is entered into voluntarily by both partners. Such an arrangement must demonstrate that transfer of the community assets to a third party, often below market value, will demonstrate added value and benefits by contributing to sustainable community plan objectives. Community asset transfer is not the optimum solution in every case, given the considerations involved. It can however offer the opportunity for a „phased‟ transfer of risk to the third sector, so that issues such as sustainability and deliverability can be tested. Community asset transfer could start as a local management arrangement, progress to a leasehold arrangement and lead eventually to freehold sale or transfer.

8 Friends / Memberships schemes The basis of most giving, Friends and Membership schemes are long established in the arts. The Bournemouth Symphony Orchestra cherishes its 1500 members and receives over £100,000 annually in return. However, not all are so effectively managed. Download Devising a Member scheme from the excellent Friends and Membership Handbook http://bit.ly/gTBp8b To discover what arts organisations nationally feel about the Government‟s proposals to encourage greater philanthropic investment you might be interested in Arts Quarter‟s findings of its sector-wide consultation half of the respondents felt it would 17


take ten to twenty years to see the desired uplift in the arts, though most welcomed the proposed Matched Funding Programme. Download the summary at https://www.box.net/shared/zgbc4q036z We all know about the importance of advocacy. Joining national campaigns such as www.ivaluethearts.org.uk takes only a few minutes but provides a wealth of persuasive statistics and eye -catching materials. Dave Shrigley‟s animated video “An important message about the arts‟ www.youtube.com/watch?v=T6rYDaORe3k&playnext=1&list=PLA798CFDB9D270D0C is an entertaining must view which engages everyone.

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Reshaping Business Support and Social Enterprise Part 2 - Social purpose Produced by Ros Fry, Chris Huxley and Tim Crabtree, West Mead Creative in association with Mission Models Money, Wessex Community Assets and South West Forum

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Part 2 - Reshaping, business support and social enterprise Social purpose Providing creative solutions for social outcomes is fruitful practice for artists and arts organisations. There is funding, employment and stimulation to be gained by using creative activity to help achieve social outcomes. Health, education, community or environment sector can be fertile ground for culture and arts activity to finish. Understanding other agendas is key to building rapport (and therefore funding) from other sources. Here we signpost helpful organisations. Sign up to their websites, newsletters or conferences. Augment your board or steering group with people from these areas who understand and are motivated by social purpose. Understand their language, visions and measures of success.

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Strategic commissioning....................................................................................................................................21 Who is commissioning How to be commissioned Whoâ€&#x;s done it Collaboration

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Supporting agencies............................................................................................................................................23 Social purpose and voluntary and community sector (list of supporting agencies compiled by South West Forum and Exeter Council for Voluntary Services) Whoâ€&#x;s done it Councils for Voluntary Service 20


1 Strategic commissioning Strategic commissioning is much discussed currently and is seen as key to accessing funds. Basically, it‟s a tender process to deliver a service, such as tackling obesity in school children, which involves the arts alongside other core providers. Commissioning regulations and processes are changing, but, if working for social purpose outcomes is a viable direction for you then work towards being “commission ready” by beginning conversations with potential partners. A lone arts organisation is less likely to win a large contract to deliver social, health or educational services. A consortia of several organisations, across different sectors, is more feasible. Many public bodies are considering the opportunity for:  Increasing community involvement and engagement  Challenging service need  Shifting service focus to put user needs at its heart  Optimising available resources  Increasing involvement of the third sector  Demonstrating increased effectiveness and efficiency  Assessing different mechanisms for delivery  Sharing risk  Establishing/Implementing long term contracts which can contribute to sustainability of a service/provision Who is commissioning  GPs when they take over from primary care trusts (PCT) to deliver services that help improve health outcomes. Health and Wellbeing Trusts will be in charge of the “preventative agenda” www.artsandhealthsouthwest.org.uk  Childrens‟ services, charities such as Barnados and the Princes Trust who are addressing issues facing children and young people.  Social Services and charities such as Mind, Age Concern and others addressing particular health and social care challenges.  Local Authorities with education, sustainable communities, crime reduction priorities as well as economic development issues such as job and wealth creation. Local Enterprise Partnerships are also taking shape. 21


How to be commissioned  Understand and know at local level where you/your organisation is/could contribute/have or has a bigger and more formal role  Drive the opportunity – approach commissioners – they do not have to be in the culture and leisure sector. For example with the new approach to GP funding, there is likely to be commissioning at local level in relation to active and healthy lifestyle outcomes.  Make the connections – even if it‟s not been done before  Initiate partnership; think about how current ones could change/develop to deliver better outcomes – more efficient and effective  Be proactive in identifying need and how it can best be addressed  Be realistic about what you can deliver now and what you need to develop even more capability – and how this could deliver more in the future  Find out about the risks and responsibilities – don‟t be put off by the procurement process  Demonstrate your experience and locality knowledge, how and why you can do it better than currently Who’s done it www.wiredplymouth.com - Wired in Plymouth is a consortium of five arts organisations working together to broaden the cultural offer. They have been commissioned from the Youth Service www.realideas.org - The Real Ideas Company use social enterprise to create opportunities for young people and adults. They have been commissioned by a range of service providers and have just been established as ACE Bridge Delivery Organisations with particular responsibility for children and young people. A £150,000 grant from the Department of Health to amplify Change4Life in the region funded much activity about messages and behaviours including four mass participation dance projects which got more than 10,000 people engaged in dance. The scale and impact of this South West project illustrates the positive role the Arts can play in improving health and wellbeing. 22


Other good examples of how artists are working within health services are the Gloucestershire ArtLift project http://www.gloucestershire.gov.uk/index.cfm?articleid=18385. www.artsforhealthcornwall.org.uk. - Arts for Health Cornwall and the Isles of Scilly have work funded through their local Primary Care Trust (PCT) and are a key member of the voluntary and community consortia.

Collaboration It takes time and trust to effectively work in consortia. Sometimes we see other arts organisations as competitors, not colleagues. How to keep our brand, creativity or quality if working collectively to satisfy unfamiliar agenda? How do we avoid “mission driftâ€? while chasing the funds? And, most importantly, can we really deliver? Itâ€&#x;s great being creative but will we get bored? Working together in consortia takes up time but reaps benefits in terms of finding how as well as why to access new opportunities. Joint applications access funding and support; Dorset Loves Arts, Somerset Arts Promoters, the Devon Consortium and Wiltshire Arts Promoters are experiencing various degrees of success as collaborative cultural organisations and look promising for the future. Bristol Cultural Development Partnership has successfully run many cross sector events and schemes. Mission Models Money have created an excellent Collaboration Starter Pack. www.missionmodelsmoney.org.uk www.business-survival-toolkit.co.uk also has guidelines for working collaboratively.

2 Supporting agencies Discovering what outcomes a local authority, health commissioner or education authority are aiming for, identifying who makes decisions and when is key. Matching your artistic practice and delivering proposals in their terms is similar to applying for arts funding. Learning the language, understanding the applications, creating high quality, effective art where success is judged not by audience numbers, reviews or assessment but by the experiences and outcomes of the participants. 23


Social purpose and voluntary and community sector South West Forum is the regional voice for the voluntary and community sector. www.southwestforum.org.uk has information on training opportunities and other agencies. Support is available to arts (and other) organisations from key South West based organisations including:        

South West Forum Creating Excellence Equality South West RISE Social Enterprise Mark South West Observatory Sustainability South West Black South West Network - www.bswn.org.uk

Together these organisations offer support relating to: o o o o o o o o o o o

Equalities and human rights practice Sustainability and sustainable development Community empowerment and engagement Design good practice Accessing data and evidence Social enterprises Collaboration and consortia Interpreting Big Society, localism and other policy developments Volunteer recruitment and management Influencing local and national government Networks for sharing knowledge and learning 24


o Linking with the health and care sector Additionally, Councils for Voluntary Service offer support and development at local level. This is not a comprehensive directory, but details of some of these organisations are as follows: South West Forum www.southwestforum.org.uk South West Forum is an independent charity which supports and advocates on behalf of all voluntary and community organisations in the South West, including arts organisations. South West Forum is especially keen to help arts organisations access and strengthen their links with providers of generic support to the voluntary and community sector in the region, such as Councils for Voluntary Service, Rural Community Councils, training providers and voluntary sector assemblies and forums. Services – relevant to arts organisations or organisations active in arts activities (include information, advice, membership, specific products, training, support etc):  Comprehensive web site with information on events, training, publications, networks and links to specialist sources of support: (www.southwestforum.org.uk)  Regular specialist bulletins available through sign up through the SWF web site  Conferences and workshops on “hot topics” to help organisations with strategic planning and developing links with others.  Monthly e-newsletter and other services specifically for members (Join South West Forum by visiting: www.southwestforum.org.uk/membership)  Specialist support for organisations wishing to collaborate, form consortia or even considering merger.  Signposting to specialist sources of support, advice and training in the region.  Briefings interpreting the latest policy developments for South West organisations, through briefings and events.  Facilitating links between organisations and Volunteer Centres to assist in recruiting volunteers.  Support to enable voluntary organisations to have a stronger voice and greater influence in local decision-making and to engage in new structures (such as Health and Wellbeing Boards). 25


   

Resources to help organisations measure their economic and social impact – coming later in 2011. Managing a regional consortium (CLESP) to help organisations working in the skills, employment and worklessness fields to secure public service contracts. Managing a network of organisations involved and/or interested in health and care to keep them informed of developments, collaborate with each other and influence local and national policy. Helping with identifying good practice and sharing knowledge on community, empowerment and engagement. (www.empowermentworks.blogspot.com)

Creating Excellence www.creatingexcellence.org.uk www.empowermentworks.blogspot.com Creating Excellence provides knowledge and know-how for people involved in regeneration and sustainable communities. It supports people and networks who support voluntary organisations, and who work in community development and empowerment. It also offers advice and support on planning and the built environment. Services:  Support to networks for funders and funding advisers of the voluntary sector (Funding South West), and of a network of people who work in community empowerment and engagement (Empowerment Works).  Signposting and brokering help and support for not-for-profit organisations in the South West.  CE runs events which attract professionals across the voluntary and statutory sectors.  Through Design South West, CE gives advice to organisations (including arts organisations) seeking to commission/develop a new building or masterplan. This advice could cover everything from putting the right project team together through engaging the wider community to the detail of sustainable design and construction.  CE has a lot of expertise in the use of evidence (including the official government statistics) for developing and implementing strategies.  CE is particularly keen to work with other practitioners (including those from the arts field) on the best use of evidence to identify gaps in provision and develop reliable solutions which address those shortcomings.

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Equality South West www.equalitysouthwest.org.uk Equality South West is the pan equality and human rights body for the South West. A person‟s identity can have a big impact on their life. From getting a job to accessing every day services, including the arts. Equality South West is a charity that works with partners across the South West of England to promote Equality and Human Rights. To achieve this vision we work with our partners across the region to tackle discrimination on the grounds of age, disability, gender reassignment, race, religion and belief, sex, and sexual orientation, as defined by the Equality Act 2010. ESW‟s work includes, improving the performance of organisations and employers across the south west, empowering communities and influencing (behaviour, decisions and policy), identifying good practice, facilitating communication and sharing information, undertaking research to increase understanding of inequality and provide a strong evidence base for our own and others work. ESW support seven Regional Equality Networks to address inequality on the grounds of age, disability, gender, religion or belief, race, sexual orientation, and transgender. Services:  Information, including events and training  Signposting, to specialist sources of advice and help  Community engagement and empowerment support  Membership services including discounts on services and policy briefings  Help with accessing data  Help with adopting best equalities practice  Links with regional equality networks representing age, disability, gender, race, religion or belief, sexual orientation and transgender

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RISE www.rise-sw.co.uk RISE is a social enterprise membership network, supporting the development and promotion of social enterprises. Services:  enterpriSE PIE network – a network and series of events for social enterprise practitioners  range of case studies illustrating different models and issues relating to social enterprise development (in film and print) – see www.rise-sw.co.uk (note, this address will change as new website soon to be launched)  new membership package soon to be launched – exclusive discounts to a range of social enterprise services, events and resources  access to specialist social enterprise business support – free in Plymouth or Torbay; can signpost to SFEDI-accredited business support across the South West  „Introducing social enterprise‟ – seminars and training provision to public sector staff, externalisations particularly in local authority and health organisations  Marketing service to emerging and existing social enterprises – we have valuable marketing intelligence across the sectors that social enterprise work in

Social Enterprise Mark www.socialenterprisemark.org.uk The Social Enterprise Mark is the only certification authority for social enterprise. Social enterprises have to prove they are genuine against a set of qualification criteria, which is overseen by an independent Certification Panel to ensure fairness, consistency and credibility. Many Social Enterprise Mark businesses operate in the arts and culture sector. Services: The Social Enterprise Mark criteria provide a set of aspirational guidelines for social enterprises that are just setting up. See http://www.socialenterprisemark.org.uk/the-mark/get-the-mark/ New start social enterprises (3 months old plus) can apply to get the Mark if they pledge to be at a level of income where at 28


least 50% of their income comes from trading, including contracts and Service Level Agreements. The Social Enterprise Mark is a growing movement of social enterprises that aspires to be as successful as Fairtrade. Increasingly Mark holders are trading and collaborating with each other, as likeminded organisations and promoting their services through the Mark directory, as well as other valuable marketing benefits. See Social Enterprise Mark holders by category involved in arts in our directory: (www.socialenterprisemark.org.uk/dir) – examples are: www.socialenterprisemark.org.uk/dir/arts-and-crafts www.socialenterprisemark.org.uk/dir/designers www.socialenterprisemark.org.uk/dir/heritage

South West Observatory www.swo.org.uk The South West Observatory (SWO) is a network of experts sharing resources and working towards a common vision that all policy and decision making in and about the region is based on sound evidence. SWO aims to be the first stop shop for intelligence in, and about, the South West. Services:  SWO produces publications, and events that support the development, delivery, monitoring and evaluation of public policy.  Through a networked „helpdesk‟ and interlinked websites, SWO gives access to, and aids understanding of, information at all levels in the South West.  SWO produces the State of the South West report. This collaborative project gives up-to-date analysis of the facts and figures behind life in the region and is the foundation of a shared evidence base for the region and its parts.  SWO stimulates debate around evidence-based policy and decision making and has contributed to the better understanding and use of evidence through its annual conference, policy seminars and technical workshops.  The Culture Module at SWO produce a regular Culture Bulletin and is a rich source of data on creative and cultural 29


industries

Sustainability South West www.sustainabilitysouthwest.org.uk Sustainability South West (SSW) is the independent champion body for sustainable development in the South West of England. It is a charity raising awareness and providing advice and guidance to accelerate change towards a more sustainable region. SSW‟s work programme is informed by a Board Membership from across the region representing a wide range of sectors. Services:  Sustainability appraisals and commentaries - drawing on its considerable experience, SSW can provide clear recommendations using the Sustainable Development Framework (SustNav) to maximise the benefits of sustainability for organisations.  Training sessions and workshops - interactive training sessions and workshops are tailored to specific needs. SSW workshops can address specific issues such as procurement, low carbon approaches or delivering genuinely sustainable communities and community strategies.  Presentations and events - SSW delivers bespoke presentations and events with a wealth of knowledge, expertise and speakers available through extensive networks. www.cascadetrainingplus.co.uk claim to be the largest social purpose training organisation in the South West, providing support primarily for charities, social enterprises, community and voluntary organisations as well as the public and private sectors. www.ahsw.org.uk is the region‟s membership network connecting the arts and health. Free to join, easy to understand it highlights useful models of good practice with a directory of practitioners and research findings. www.local.gov.uk has a useful knowledge section and publishes reports, case studies and explanations in an easy to follow way. www.idea.gov, now the Local Improvement and Development Agency, has produced a short guide to Strategic Commissioning. 30


www.sse.org.uk The School for Social Entrepreneurs provide personal development and organisational support that social entrepreneurs need with Dartington hosting their courses. There are many local or county wide support networks and agencies. Grow in Wiltshire, and Develop in Bath and North East Somerset, are organising low priced seminars to demystify procurement, and commissioning for charities and community organisations. www.developecs.ning.com. Devon has a commissioning support service www.devonconsortium.net, others exist elsewhere. www.artsmatrix.org.uk provide training on social purpose orientation and other topics such as business planning and finding your markets. Who’s done it The transformation of Social Care agendas, with the promise of personalised budgets, has been seen as an opportunity for some arts organisations. Seed funding from the Dorset Social Care Innovation Fund www.accessdorset.org.uk/dorset-socialsare-innovation-fund has helped Coda Music Trust set up workshops to improve health and well being for patients trying to live independently. Although changes in government and the effect of public cuts have impacted on the delivery of these workshops, Coda has considerably raised its profile amongst social service providers leading to more work for artists in day centres. Being flexible and alert to the changing agenda is bringing interesting opportunities and reshaping CODA www.coda.org.uk Last year Arts for Health Cornwall and Isles of Scilly won a £25,000 Kings Fund Award for ideas that change health care; the judges were impressed by their leadership and innovation. www.artsforhealthcornwall.org.uk Gloucester Association for Voluntary and Community Action organises strategic partnership boards to bring statutory and voluntary providers together www.gavca.org.uk. Gloucestershire Dance took part and accessed over £70,000 for the contract to improve the physical and emotional wellbeing of young people (aged 11-19) across the county and a further £15,000 for core costs via their „Pathfinder‟ team who‟d received government funds towards improving outcomes for disabled children and their families. www.gloucestershiredance.org.uk 31


Councils for Voluntary Service These are local support and development organisations. They exist to champion and strengthen local charities, voluntary and community groups. They:  provide specialist expertise, information and support and develop the skills local people need to run successful organisations and groups  spread good practice, prevent duplication of effort and support joint working  help groups find funding and make effective use of resources  promote equality and diversity by fostering a wider understanding of the needs of disadvantaged and under-represented groups  make sure policy makers understand the needs of local voluntary organisations and community groups  help public bodies engage effectively with local voluntary organisations and community groups  provide a forum for local voluntary organisations and community groups  encourage more people to volunteer and get involved in voluntary and community action.

South West Councils for Voluntary Service/ Local Infrastructure Organisations: Bournemouth Council for Voluntary Service - www.bournemouthcvs.org.uk Community and Voluntary Action Torbay - www.cvatorbay.org.uk Cornwall Voluntary Sector Forum - www.cornwallvsf.org DEVELOP Enhancing Community Support - www.developecs.org.uk Dorset Community Action - www.dorsetcommunityaction.org.uk East Cornwall Council for Voluntary Service - www.eccvs.org.uk Exeter Council for Voluntary Service - www.exetercvs.org.uk Gloucestershire Association for Voluntary & Community Action (GAVCA) - www.gavca.org.uk Plymouth Guild - www.plymouthguild.org.uk Poole Council for Voluntary Service - www.cvs.pooleworkforcedevelopment.co.uk South Somerset Association for Voluntary & Community Action Ltd (SSVCA) - www.ssvca.org.uk Taunton Voluntary Action - www.tauntoncvs.org.uk 32


Voluntary Action Swindon - www.vas-swindon.org/ Voscur Bristol - www.voscur.org Other local CVS are: Cotswold Council for Voluntary Service East Devon Council for Voluntary Service Engage- The West Somerset Voluntary Sector Development Agency Forest Voluntary Action Forum Involve (Voluntary Action in Mid Devon) Mendip Community Support Penwith Community Development Trust South Hams Community & Voluntary Services Southern Brooks Community Partnership Teignbridge Council for Voluntary Service Torridge Voluntary Services (TTVS) Voluntary Action Kennet Voluntary Action North Somerset Voluntary Action Swindon Volunteer & Community Action (Stroud District) Ltd Volunteer Cornwall Wessex Community Action West Devon Community and Voluntary Services Contact details for the above at http://webdb.navca.org.uk/home.aspx (select South West Region) CVSâ€&#x;s are an invaluable resource and potential partner for arts organisations enabling communication and collaboration and promoting strategic involvement, supporting them to engage effectively with the social purpose sector locally. CVS differ greatly in character and size, from small rural organisations with one or two paid staff, to larger operations. 33


In Devon for example a Consortium was formed in January 2005 to provide a body with the skills, expertise, authority and mandate to work for and in partnership with the Voluntary and Community Sector (VCS). The Consortium is made up of organisations representing Voluntary Service, Young People, Older People, Diversity, Health, Rural, Environment, Volunteering, Black & Minority Ethnic Groups, Faith Groups, Community Planning, Environment and Disability Groups, amongst others. www.devonconsortium.net/index.php?page=basis-2

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Reshaping Business Support and Social Enterprise Part 3 - Reshaping your organisation and you Produced by Ros Fry, Chris Huxley and Tim Crabtree, West Mead Creative in association with Mission Models Money, Wessex Community Assets and South West Forum

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Part 3 - Reshaping, business support and social enterprise Reshaping your organisation and you With a changing landscape ahead, the next twelve months could be the time to change or develop your organisationâ€&#x;s mission, financial model and activities. Staff and stakeholders need to participate. Good governance is fundamental. Useful, knowledgeable, effective board members help not hinder. A board meeting should be something to look forward to. Often boards or trustees are risk averse. It is difficult for them to support entrepreneurial initiatives or new cultural directions when they see their role as guardians of venue or space.

Contents 1

Governance.............................................................................................................................................38 Health check for reshaping your organisation

2

Reshaping legal structure.....................................................................................................................39 Supporting agencies Whoâ€&#x;s done it Networking and business advice..........................................................................................................40

3

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4

Collaborating with Higher Education...................................................................................................41

5

Team Development and quality assurance .........................................................................................42

6

Reshaping you........................................................................................................................................43 Whoâ€&#x;s done it Supportive programmes........................................................................................................................44

7

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1 Governance Emphasising the importance of arts governance cannot be stressed enough. Decisions about reshaping the financial base or the artistic direction, cannot take place without an effective governing body. Advice on boards, trustee responsibilities and organisational structures is provided by many supporting agencies or networks. There are plenty of consultants in our region who run away days for your organisation‟s board and stakeholders. Keeping everyone in the loop whilst acknowledging the need to change, an objective, independent facilitator will explore options and encourage collective change management. www.business-survival-toolkit.co.uk has tools for looking at different governance issues and choosing the right business form. www.voluntaryarts.org Amongst the myriad of useful VAN briefings is Number 69 on Charity Trustees. www.ncvo-vol.org.uk The National Council for Voluntary Organisations sells a wide range of publications on leadership, governance and trusteeship and has a free online advertising service for any civil society organisation with a board vacancy www.on-board.org is a collaboration between third sector consultants and lawyers Bates Wells & Braithwaite offering free, simple resources for board creation and development. www.charity-commission.gov.uk produces a useful free guide for charities called “Finding New Trustees” www.trusteenet.org.uk Trusteefinder is a free service from Charity Trustee Networks which will help your organisation reach potential new trustees www.reachskills.org.uk run Trustee Works which helps charities recruit trustees and improve their Board effectiveness.

Health check for reshaping your organisation Have you got the right skills set in your board? Has your management team got the necessary skills? Have you got a business plan for the next three years? Does your “theory of change” address the needs in the market? Have you got partners? 38


2 Reshaping legal structure A legal form is essentially a vessel to hold your social capital and the people who are your resource. However there can be responsibilities and motivations that get in the way of reshaping for sustainability. A charity can find it difficult to be entrepreneurial because the board is to act as a trustee of assets. They rely on staff to be entrepreneurial but can often block ideas that a commercial business would run with. Many charities set up trading subsidiaries but there are other ways of operating e.g. through joint ventures, concessions, social franchising or a charity leasing to an industrial and provident society, which undertakes a community share issue to develop new services. Some arts organisations are looking at the community interest company structure as these can have the benefit of being attractive to funders because they have a statutory asset lock that inhibits the selling of company assets for the benefits of the members. However they do not offer the tax advantages of charities or the ability to undertake low cost community share issues (as with industrial and provident societies). Who’s done it Some successful arts organisations are reshaping themselves into completely different entities. With separate trading companies or production divisions, trustees can guard the physical assets and lease space or resources to the more risky entrepreneurs or innovators. Bristol‟s Watershed Media Centre was the first arts organisation in the region to receive the Social Enterprise mark and its online showcase www.dshed.net has successfully refocused the organisation‟s direction. Identifying assets and their potential is a crucial step in changing a financial model. New organisations can generate revenue right from the moment they begin. Cornwall‟s Leach Pottery has developed as a cultural enterprise in the ceramics industry trading on the legacy of its namesake Bernard Leach. www.leachpottery.com. It is also a case study in Capital Matters www.missionmodelsmoney.org.uk/programme/capital-matters Useful publications: 39


Business Model Generation: A Handbook for Visionaries, Game Changers, and Challengers by Alexander Osterwalder and Yves Pigneur Resilience in the Future www.artscouncil.org.uk/publications Arts Funding, Austerity and the Big Society www.thersa.org

Supporting Agencies www.businesslinkgov.uk is the government's online resource for business, with enhanced support services in Plymouth and Torbay. Cornwall has a number of business support schemes including Business Collaboration Network Partner to Succeed (YTKO Ltd) www.businesscornwall.co.uk and Coaching for High Growth (Oxford Innovation Ltd) and Empowering Smart Women are schemes run by www.convergencecornwall.com www.businessballs.com provides free information, simple explanations and useful diagnostics to help plan to reshape your organisation such as SWOT charts, GANTT charts a project management timeline) www.local.gov.uk is, wordier but also has some useful downloadable research and diagnostics. Should this come after the HE bit on business dev support? www.dsc.org.uk The Directory of Social Change has courses, publications and resources and, a library to visit in London

3 Networking and business advice The changing arts ecology demands fresh knowledge, contacts and understanding. There is generic and localised business support such as in Cornwall, Plymouth and Torbay as well as creative industry focused networks and support. Business Link www.businesslink.gov.uk is operating in its current form until November 2011; it will then be available as an online service. Creative Industries organisations are an excellent place to start. Events are low cost, relatively nearby and generally short. Join something local and put the “work” into the “net”! Currently active are: www.artsmatrix.plymouthart.ac.uk runs networking events as well as training sessions. www.creativedorset.co.uk www.creativebath.org 40


www.createsomerset.co.uk www.creativeskills.org.uk - Cornwall. http://creativetorbay.com/ Our region benefits from many art form or industry specific networks and organisations. These may be familiar already to you but are always worth visiting for updates on jobs, projects, opportunities. Good examples are: www.bristolmusicfoundation.com / South West music forum www.cornwallmusic.co.uk www.theatrebristol.net www.dancesouthwest.org.uk www.southwesttextilegroup.org.uk http://tpsw.squarespace.com/ - the Turning Point network to strengthen the visual arts www.swdf.co.uk/ - South West Design forum www.cypruswell.com/ - literature development agency www.audiencessw.org - Audiences South West www.swscreen.co.uk/ - South West Screen South West Tourism Alliance involves the key players in the South Westâ€&#x;s tourism industry, forming in summer 2011 it will act as the overview body for tourism www.swtourismalliance.org.uk 4 Collaborating with Higher Education Reshaping our relationship with universities and colleges is important. They have the expertise and motivation to help. They are looking for organisations, new products and practice to research, embed students in or design new processes or equipment for. Like the arts, the higher education sector can appear as a world of its own, with jargon, acronyms and agendas that can seem impenetrable. A key concept is KTP (Knowledge Transfer Partnerships) which merits the need for partners in the creative industries. For example, the Research and Innovation(R&I) division of the University of Plymouth is responsible for 41


collaboration with industry, business, public sector, research and community based partners regionally, nationally and internationally. It can therefore be worth contacting your local university or business school to become a case study for management students or for academic analysis. Research Expertise Directory: South West 2011 http://www.swo.org.uk/news/all-news/?EntryId9=47367. This publication is compiled by Universities South West and the Culture Module; it introduces relevant research and knowledge expertise that is provided by Higher Education (HE) institutions, and some non-academic organisations in South West England. The Open University also has free online management resources.

5 Team development and quality assurance Some of our larger arts organisations in the region, such as Lighthouse, Pooleâ€&#x;s Centre for the Arts, have developed their staff resources through experiencing the rigours of the www.investorsinpeople.co.uk. An alternative programme for small organisations is PQASSO www.proveandimprove.org. It is a quality assurance system that helps management to run an organisation effectively and efficiently. Created by and for the voluntary sector, it helps organisations explore practical ways to measure their impacts and demonstrate the quality of what they do and how they operate. it asks organisations to take a systematic look at what they do and to decide exactly where improvements are needed. Several arts organisations have reported that PQASSO is a very effective impact analysis tool. Embedding team members elsewhere – if only for a short time – is an effective tactic. Encouraging colleagues to join governance organisations and flex their organisational muscle whilst getting the inside track on how schools, medical organisations, councils allocate resources is an underused development tool. Dance South West persuaded Government Office South West to host a post for Dance and Health Regional Lead www.dancesouthwest.org.uk/projects/dance-for-health. Leaders share mindsets with entrepreneurs, managing commercial as well as artistic risk. Successful arts organisations develop entrepreneurial skills by identifying, valuing and realising their assets, improving their financial skills and making better 42


use of their staff. Salisbury International Arts Festival created designated funds to invest reserves in developing a year round learning and participation strategy which attracted substantial support from trusts and foundations www.salisburyfestival.co.uk

6 Reshaping you The new models and approaches outlined demand energy and confidence. They need motivated champions with time, intellect, determination and inspiration. Change is challenging. Leading can be lonely. Reshaping is a big ask. Finding ways to reshape how you manage yourself and learn to lead is as important as finding ways to finance, organise or deliver your art. Itâ€&#x;s important to improve skills such as financial management, public speaking, facilitation, time or project management. We also need to find space to practice and reflect on personal goals and challenges. Mentors, coaches and Action Learning sets can help enormously. Peer support is powerful on a personal and organisation level. Being a member of your own professional organisation is helpful. They offer courses, conferences, mentoring and networking opportunities. The Museums Association, Early Years, Artist Newsletter, Arts Marketing Association etc provide expert inside knowledge. But they also generally charge a membership fee and so it is difficult to belong many. However, you can subscribe to free enewsletters. Signing up to mail outs beyond your immediate job or interest is a stimulating way to reshape your ideas and practices and access partners, resources and funds. Link your art form to other cultural activity. Useful informative e-zines across art forms include www.audiencesuk.org, Taitmail, Arts Professional. On Twitter thereâ€&#x;s useful stuff from Voluntary Arts England, Ideas Tap and Arts Funding. You could spend all day reading online or social networking so a key skill is selecting whatâ€&#x;s useful at a specific time and deleting the others. 43


Spending time or money developing your leadership capabilities is sometimes difficult to justify to yourself, or your colleagues. Yet thriving arts organisations or consortia are those where leadership is supported and personal development seen as key. Who’s done it - Clore Fellows in the South West include directors of Salisbury International Festival and The Arts at Dartington - Forty practitioners took part in AMONITE, Dorsetâ€&#x;s cultural leadership programme. The only rural leadership programme in the UK it has helped build a confident and innovative cultural landscape in the county 7

Supportive programmes

www.creative-choices.co.uk is jam-packed with interesting material to help you develop your career. www.culturalleadership.org.uk has closed but its legacy is worth exploring online www.cloreleadership.org offers fellowships, and a programme of residential short courses. www.ladder4learning.org.uk supports learning and development for voluntary sector and social enterprises www.i-l-m.com The Institute of Leadership and Management runs many activities for all sectors. www.theworkfoundation.com is turning its heavyweight attention to the arts. www.mindtools.com provides accessible tools to support individual development.

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Arts Council England 14 Great Peter Street London SW1P 3NQ www.artscouncil.org.uk Email: catriona.hunter@artscouncil.org.uk Phone: 0845 300 6200 Textphone: 020 7973 6564 Charity registration no 1036733 To download this publication, or for the full list of Arts Council England publications and details of how to order them, visit www.artscouncil.org.uk You can get this publication in Braille, in large print, on audio CD and in electronic formats. Please contact us if you need any of these formats. We are committed to being open and accessible. We welcome all comments on our work. Please send these to our Regional Planning Assistant (south west office) Catriona Hunter at the address above.

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Reshaping Business Support