Local Authority Arts Investment & Partnership Survey 2015/16

ADUK / Arts Council of Wales Local Authority Arts Investment & Partnership Survey 2015/16 In summer 2015 Arts Development UK (ADUK) undertook its 12th annual local authority spending survey to assess the level of arts spending forecast for 2015/16. ADUK sent an online survey to all authorities in England and Wales. We received 61 responses from local authorities, representing 16% of all authorities in England and Wales, and out of this, 26% of authorities with an arts service, a comparable response rate to the survey response in 2014. For the first time we also produced separate but comparable surveys for English, Welsh and outsourced services, with respondents completing surveys from the following areas: Surveys completed Service type English Authorities Welsh Authorities Outsourced services Total

Number 42 13 6 61

% of total authorities 16% 59% Unknown

% of authorities with an arts service 20% 65% Unknown

The survey shows continued and significant changes to budgets in local authority arts spending. Out of 353 authorities in England and 22 in Wales, and as of August 2015, 138 local authorities have no dedicated arts officer and have no direct arts service. This represents 37% of all authorities in England and Wales. The remaining 63% have services that are vulnerable to cuts and like the rest of the local authority cultural sector the majority are operating in reduced financial circumstances.

For the last 3 years the survey has been in association with Arts Council of Wales, demonstrating ADUK’s growing relationship with local authorities in Wales as well as England, delivering our ambition to broaden the membership and our activities in both countries. The survey has enabled a comparison of past trends and focussed on relevant contemporary concerns, such as financial issues, priority targets, partnerships and the relationship with other bodies including the Arts Councils in England and Wales. Responses to the 2015 survey reveal a challenging picture of the arts in local communities.

Tony Witton, Arts & Cultural Services Manager with Kent County Council and Chair of ADUK’s Research and Advocacy Working Party & Trustee comments: “This year’s survey shows that, in a context of increasing and extreme financial pressures on public funding across the board, our sector has been able to show resilience and remain reasonably stable overall. We can see from the survey that our continued ability to innovate and collaborate, using the arts to deliver outcomes across a wide range of agendas is a significant contributory factor.

However, if we want to continue to hold a sustainable position in the longer term, we need to become more creative by growing our partnerships and using different language to position our sector more centrally within mainstream debates by demonstrating the value of public funding to the growth of the economy and the creation of a skills pathway for the cultural and creative industries through a solid cultural education guarantee.”

Jane Wilson, Chair of ADUK stated: “The continuing pattern of change, as more and more authorities outsource services and re-purpose remaining staff into more general roles, highlights the increasing need to consider how these new patterns of operation will effect capacity to understand and plan for local cultural needs over the long term.”

A Word Map of the immediate financial priorities for arts services was recorded as:

1.

EXECUTIVE SUMMARY The survey continues to be important and we are pleased that so many people took part despite shortages of staff and time. The 2015 survey shows what is important to arts services currently provided by local authorities:   

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The total estimated spend in England and Wales on arts services for 2015/16 is £200,802,042. The landscape is changing with several authorities losing their arts service this year and a reduction in the number of smaller authorities able to take part in the survey.

Arts spend per head of population in 2015/16 in England and Wales is estimated at £2.73 per person, a slight decrease of 5.2% (15p) on last year.

The average projected local authority budget for arts spending in all responding authorities in 2015/16 is £847,266, 3.7% down on last year’s average actual spend of £878,262. Some of this change can be attributed to changes in restructuring and a general revision of services, although at least 2 local authority arts services have been lost in 2015/16.

This year’s survey has enabled an analysis of the situation in England and Wales separately. In 2015/16 and 2014/15, the average budget per authority is less in England (currently £751,729 for 2015/16) than in Wales (at £1,263,680 for 2015/16). However, Wales has seen a decrease of 13% since last year compared with a decrease of only 0.07% in England.

The survey shows the modal range of arts expenditure for authorities being between £400k and £750k.

Responses continue to demonstrate an overall loss of arts services in smaller authorities, who are more vulnerable to cuts or closure and we have lost a considerable number of small authority arts services over the last few years. Larger and medium sized authorities are more likely to retain cohesive arts services.

This is also substantiated by the average number of full time equivalent (FTE) staff employed. The highest percentage of arts service staff per authority reported in 2015/16 is 2-3 (FTE). This seems to indicate a rise in the median range from 1 (FTE) reported in the 2014/15 survey, but also perhaps demonstrates the loss of single arts officer authorities, especially in small rural authority areas as local authority cuts produce more smaller arts service closures. We explored this subject further to find out how many of these officers have job descriptions that include Arts Policy or Arts Development work (at least 30% of time spent on this work), the result was an average of 2.0 staff per authority (24.5%), down by 0.5 staff per authority from last year. It is estimated at present that nearly 2,000 establishment posts are directly employed in arts services by local authorities. This compares with an estimated 5,600 staff members recorded in 2008/9.

Although partnership working internal to authorities (from other departments and services) has increased by 15% in comparison to the previous year, external partnerships have declined in number by 27%, which is attributed to the steady decline in available project funding with a very slowly emerging economy. This may also be attributed to the fact that health services have moved from an independent body to a local authority remit. Partnerships however do make substantial contributions to arts budgets. Almost two thirds of all authorities are working with external partnership to deliver some of their arts services, demonstrating the need to be outward facing and open to opportunity to work collectively to support local communities.

Local authorities are significant funders of independent arts organisations, especially in areas with little or no NPO/RFO provision by ACE or ACW and support for non-RFO/NPO arts organisations accounts for up to 10% of total arts spending 2014/15. The average spending to RFO/NPO regularly funded organisations in partnership with ACE and ACW accounted for 18.6% of the total arts spend in 2014/15 but this amount is projected to fall to 15.7%. The contribution however demonstrating the active partnership between local authorities and the Arts Councils in England and Wales.

Arts contribute to public service outcomes, with 96% of respondents stating that their arts services contribute to health and wellbeing outcomes; 86% stated that they contribute to stronger and safer communities; 75% contributing to equality and exclusion, and 75% contributing to education & child services.

Spending on staff costs constitutes 35.8% of the total budget: 2% down on last year. This is set against the reduction in spending on directly managed services and the move towards contracting out.

Responses to job security showed that this is still a period of instability for the arts in local government, with at least 25% of those under threat of major cuts, but only 2% under threat of closure. For most, although the threat of immediate closure seems to have declined, local authorities still face severe

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cutbacks in funding and we will not know the full picture until the national government spending review takes place September 2015.

There are still a high number of respondents expecting redundancies in 2016/17: 18% in 2015/16. This is 4% less that last year. Reasons given for this include being uncertainty about the future, changing structure and changing status.

46% of local authorities taking part recorded a funding decrease with a further 20% reporting standstills (with and without inflation). The move to contracting out services continues with 12% of authorities reporting that they have contracted their services to a third party organisation. We also asked respondents their opinions on the future funding for arts services within their local authority over the next 2 or 3 years. 71% of respondents expected a funding decrease; 25% expected that their services would be contracted out; and 15% thought that their services were under threat of closure.

40% of all arts and cultural services have been restructured in the last 2 years. Of those that responded positively, 69% had moved to a different department and the majority of those who responded felt that this had made their service less vulnerable to cuts. Whilst restructuring continues to take place, there is evidence that this continues to make respondents feel more confident about their positions in the future.

The relationship between local authorities and ACE/ACW is improving with 47% of respondents stating that it was active and developing. 4% stated that they had negative or receding relationships however, and 21% stated that they had no relationship with their regional office. There is a variation between ACW and ACE, with 30% of English authorities stating that they have no relationships with their regional office, whilst none of the responding Welsh authorities reported having no contact with their regional office.

Local authority financial support from lottery funding from ACE and ACW has increased from the previous year, with an average of £51,848 per authority, and increase of 15%. 49% reported that they had received no funding at all from their Arts Council. There is a higher investment in local authorities by ACW with ACW investing almost twice that of ACE per authority.

However, the total amount of non-lottery core funding from either ACE or ACW has decreased with only 7 out of 33 authorities responding receiving a total of £579,013 in 2014/15, an overall average of £17,546, a marked reduction in investment in comparison to last year.

2.

INFORMATION ABOUT RESPONDING AUTHORITIES 61 authorities responded to the questionnaire overall, out of a total of 353 local authorities in England and 22 in Wales. As with previous surveys, the 2015 survey asks questions focussed on financial information, the impact of funding cuts and changes in focus of funding, the move towards contracting out services and the changes made in Arts Council of Wales and Arts Council England, which are still having high impact. Wherever possible, comparisons have been made in the report below with previous surveys.

2.1 Authority type Survey respondents in 2015 include a high number of Welsh authorities due to the continuing partnership with Arts Council of Wales. All of the Welsh authorities have unitary status.

Detail First tier (county) Second tier Unitary Total responses Part of the Core Cities Group

2015 Response % 18.2% 30.9% 50.9% 100% 3.6%

2014 Response % 20% 26.2% 53.8% 100% Not asked

2.2 Government Regions The highest percentage of respondents continues to come from the South East region of England. Last year the lowest percentage of respondents came from the North East region of England. However, the responses from the North East and Yorkshire & Humberside regions of England have been combined in 2015 and so the lowest percentage of respondents came from the Eastern region of England. Wales as a whole is the most productive responder with the South East highest when broken down by area. Including outsourced service respondents, a regional breakdown includes: Detail England: East Midlands England: Eastern England: London England: North East, Yorkshire & Humberside England: North West England: South East England: South West England: West Midlands Wales as a whole TOTAL Wales: North Wales: South Central Wales: South East Wales: South West TOTAL

2015 Response 5 8.2% 2 3.3% 4 6.6% 4 6.6% 6 9.8% 11 18.0% 11 18.0% 4 6.6% 14 22.9% 61 100% 3 21.4% 1 7.1% 6 42.9% 4 28.6% 14 100%

2014 Response 5 8% 3 5% 5 8% 11 17% 4 6% 9 13% 6 9% 5 8% 17 26% 63 100% 3 18% 4 24% 5 29% 5 29% 17 100%

2.3 Recent Population Source: Office for National Statistics Discounting the Association of Greater Manchester Authorities, who completed a response, 60 authorities responded to the survey, giving a total population size of 18,305,860; an average per authority of 305,097. These are similar figures to 2014 making for good comparators. However, the landscape is changing with several authorities losing their arts service this year and a reduction in the number of smaller authorities able to take part in the survey.

Population Below 50k 50,001 to 100k 100,001 to 250k 250,001 to 500k 500,001 to 750k 750,001 to 1m 1,000,001 to 2m Over 2m

Response Count 2015/16 1.6% 15% 51.7% 15% 5% 5% 6.7% 0%

Response Count 2014/15 0% 14% 32% 10% 5% 4% 3% 0%

3.

FINANCIAL INFORMATION ABOUT ARTS BUDGETS

3.1 Overall local authority spending on the arts Respondents were asked, “What was your total arts budget for 2014/15 and projected spend for 2015/16?

(Please include all staffing, service delivery, venue, grant & programme costs, but not internal recharge costs).”

The average projected local authority budget for arts spending in responding authorities in 2015/16 is £847,266, only slightly changed from the 2014/15 actual figure of £878,262 indicating a reduction in budgets of 3.5%.

The survey correlates with the findings reported by the Department for Communities and Local Government earlier in 2014 which demonstrated that the local authority cultural spend in the 2014/15 budget had dropped by 6.3% on the previous year. The report is available at: https://www.gov.uk/government/publications/localauthority-revenue-expenditure-and-financing-england-2014-to-2015-budget.

Authorities participating in the 2015 survey are projecting a reduction of 3.5% in their arts budgets from 2014/15 to 2015/16, and if inflation (0.2%) is taken into account, this loss is nearer 3.7%. Some of this change can be attributed to changes in restructuring and a general revision of services, although at least 2 local authority arts services have been lost in 2015/16.

Total Arts Budget England & Wales 2015/16 projected 2014/15 actual 2013/14 actual 2012/13 actual England 2015/16 projected 2014/15 actual Wales 2015/16 projected 2014/15 actual

Authorities responding

Pooled Total budget

Average budget per authority

% change from previous year

59 63 64 71

£49,988,719 £52,695,699 £54,393,771 £62,801,900

£847,266 £878,262 £849,903 £884,534

-3.5% +3.3% -3.9% +131.8%

46 46

£34,579,513 £34,602,952

£751,729 £752,238

-0.07% -

14 14

£17,691,521 £20,361,755

£1,263,680 £1,454,411

-13.1% -

Arts spending per head also shows a small reduction, with:  Arts spend per head of population in 2014/15 of £2.88 per person.  Arts spend per head of population in 2015/16 of £2.73 per person.

This demonstrates a loss of £0.15 or 5.2% per person.

This year’s survey has enabled an analysis of the situation in England and Wales separately. In 2015/16 and 2014/15, the average budget per authority is less in England than in Wales. However, Wales has seen a decrease of 13% since last year compared with a decrease of only 0.07% in England.

Spending patterns per head differ in England and Wales:  England (2015/16) arts spend per head of population is £2.16  England (2014/15) arts spend per head of population is £2.17  Wales (2015/16) arts spend per head of population is £7.60  Wales (2014/15) arts spend per head of population was £8.74

3.2

Groupings of local authorities by spending and frequency across modal ranges

The findings show the majority of activity across England and Wales taking place in the middle ranges of expenditure, up to £750k, with continued consistency in the larger authorities. However, looking at the data from Wales and England separately, this range increases in Wales.

Responses continue to demonstrate an overall loss of arts services in smaller authorities that are more vulnerable to cuts or closure and we have lost a considerable number over the last few years. Larger and medium sized authorities are more likely to retain cohesive arts services.

Local Authority spending England & Wales Below £50k £51 k to £150k £151k - £250k £251k - £400k £401k - £750k £751k - £1mill £1mill - £2mill £2mill - £5 mill Over £5 million Total responses

2015/16

%

2014/15

%

2013/14

%

12 11 7 3 10 6 5 3 2 59

20% 19% 12% 5% 17% 10% 9% 5% 3% 100%

11 12 5 4 12 4 6 4 2 60

18% 20% 8% 7% 20% 7% 10% 7% 3% 100%

9 13 9 7 13 8 5 4 3 71

13% 18% 13% 10% 18% 11% 7% 6% 4% 100%

Local Authority spending England Only Below £50k £51 k to £150k £151k - £250k £251k - £400k £401k - £750k £751k - £1mill £1mill - £2mill £2mill - £5 mill Over £5 million Total responses

2015/16

%

2014/15

%

2013/14

12 8 6 2 8 2 2 4 1 45

26.7% 17.8% 13.3% 4.4% 17.8% 4.4% 4.4% 8.9% 2.2% 100%

11 9 4 3 10 2 2 5 1 47

23.4% 19.1% 8.5% 6.4% 21.3% 4.3% 4.3% 10.6% 2.1% 100%

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% -

Local Authority spending Wales Only Below £50k £51 k to £150k £151k - £250k £251k - £400k £401k - £750k £751k - £1mill £1mill - £2mill £2mill - £5 mill Over £5 million Total responses

2015/16

%

2014/15

%

2013/14

%

0 4 1 1 2 3 2 0 1 14

0% 28.6% 7.1% 7.1% 14.3% 21.4% 14.3% 0% 7.1% 100%

0 4 1 1 2 1 3 0 1 13

0% 30.8% 7.7% 7.7% 15.4% 7.7% 23.0% 0% 7.7% 100%

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4.

STAFF

4.1 Staff Costs People were asked for their staff costs including any NI & pension schemes, travel & recruitment. 56 authorities responded to this question. The trend overall is directly comparable to last year with staff costs at 35.8%, this is set against the reduction in spending on directly managed services and the move towards contracting out.

Year 2015/16 2014/15 2013/14

No. of Authorities Responding 56 60 58

Total spend on staff £17,510,890 £19,893,752 £17,979,089

Average spend/authority on staff costs £312,694 £331,562 £309,984

% of total spend 35.8% 37.8% 39.73%

4.2 Staff Posts in your Service Survey responses in 2015 reported that: Detail Zero officers Part time officer only Single officer only 2-3 full-time equivalent staff 4-5 full-time equivalent staff 6-8 full-time equivalent staff 9-10 full-time equivalent staff Above 10 full-time equivalent staff Total responses

Response Count 2015/16 5 7 9 16 3 5 1 11 57

Response % 2015/16 9% 12% 16% 28% 5% 9% 2% 19% 100%

Response Count 2014/15 4 9 22 1 3 8 2 10 59

Response % 2014/15 7% 15% 37% 2% 5% 14% 3% 17% 100%

The highest percentage of arts service staff per authority is 2-3 (FTE). This seems to indicate a rise in the median range from the median range of 1 (FTE) that was reported in the 2014/15 survey but is equal to the median range reported in 2013/14.

The total number of staff employed by the 57 authorities responding, across all ranges above, is 458: an average of 8.0 staff per authority compared to 8.7 staff per authority last year. We explored this subject further to find out how many of these officers have job descriptions that include Arts Policy or Arts Development work (at least 30% of time spent on this work), the result was an average of 2.0 staff per authority (24.5%), down by 0.5 staff per authority from last year.

Detail Total employed Response Count Average employed

Officers employed 457.89 57 8.0

Officers with arts policy or development in title 112.21 57 2.0

4.3 Job Security We asked, “How secure is your job within your authority?” Respondents reported: Detail Very secure and developing Secure Under threat of major cuts Significant changes in role Under threat of closure Unsure Total responses

Response Count 2015/16 2 8 14 12 1 19 56

Response % 2015/16 4% 14% 25% 21% 2% 34% 100%

Response Count 2014/15 3 18 8 15 6 10 60

Response % 2014/15 5% 30% 13% 25% 10% 17% 100%

Another mixed response in 2015 showing that this is still a time of instability for local authority arts officers. For most, although the threat of immediate closure seems to have declined, local authorities still face severe cutbacks in funding and we will not know the full picture until the national government spending review takes place September 2015.

4.4 Redundancies We asked whether respondents were expecting any redundancies in arts service or in other cultural services for 2015/16 and 2016/15. Respondents reported: Detail

Yes No Total responses

Response Count 2016/17 9 41 50

Projected % 2016/17 18% 82% 100%

Response Count 2015/16 7 48 55

Projected % 2015/16 13% 87% 100%

Response Count 2014/15 12 42 54

Response % 2014/15 22% 78% 100%

The picture seems to have improved slightly for those organisations anticipating redundancies. However, we cannot be complacent until the national government spending review takes place September 2015 and many local authority respondents are still unsure about the future.

Reasons given for this include being unsure about the future, changing structure and changing status.

26 respondents made further comments revealing the reasons that could be grouped as below:  35% Unsure of future  4% Changing status to Trust or Charity  19% Changing structure  8% Staffing reduction  11% Not renewing empty posts  8% Less arts-specific staff  15% Anticipating budget cuts 5.

FINANCES

5.1 Changes in Finances We asked respondents if their arts service were facing changes in their budgets for 2015/16. Respondents were asked to tick all that apply; 59 responded to the question. 46% of local authorities taking part recorded a funding decrease with a further 20% reporting standstills (with and without inflation). The move to contracting out services continues with 12% of authorities reporting, the same as in the previous year’s survey.

Detail No change Funding increase Funding decrease Standstill (without inflation) Standstill (with inflation increase) Under threat of closure Already closed Contracting service out

Response Count 11 2 27 11 6 0 2 7

Response Percentage 19% 3% 46% 19% 10% 0% 3% 12%

Further comments from 21 of the respondents cited that the changes faced were due to the following:  38% Restructuring and outsourcing  24% Decreases in funding  33% Project-specific funding (newly secured/maintained/lost) and earned income  5% Increased minimum wage and pension contributions expected

We also asked respondents their opinions on the future funding for arts services within their local authority over the next 2 or 3 years. Respondents were asked to tick all that apply; 59 responded to the question. 71% of respondents expected a funding decrease; 25% expected that their services would be contracted out; and 15% thought that their services were under threat of closure.

Detail No change Funding increase Funding decrease Standstill (without inflation) Standstill (with inflation increase) Under threat of closure Already closed Contracting service out

5.2

Response Count 5 4 42 7 4 9 2 15

Response Percentage 8% 7% 71% 12% 7% 15% 3% 25%

Contracting Out

We asked if the service is in the process of being contracted out, and what form would it take. 87.5% favoured a local service contractor. Respondents were asked whether their arts service is likely to be contracted out in the future: No of respondents 50

Yes 11

% 22%

No 39

% 78%

Although less information was forthcoming on this question, further exploration of the type of contractor revealed the following: Answer Choices Local Service Contractor Regional Service Contractor National Service Contractor Total Organisational status of the contractor: Answer Choices Trust / charity Community Interest Company Private / commercial organisation Total

Response Count 7 1 0 8

Response % 87.5% 12.5% 0% 100%

Response Count 5 1 0 6

Response % 83.3% 16.7% 0% 100%

Others specified included:  Not yet decided - probably trust/charity.  This is not decided yet. A decision on the structure and direction of the service is likely in September/October 2015.  Not yet known. Process of identifying an alternative delivery model is due to be completed end of 2015/16.  Still in business planning stage so not known at present.

Track record of contractor: Answer Choices New organisation Established organisation Total

Response Count 7 1 8

Response % 87.5% 12.5% 100%

Other comments included:  There is the potential for LeftCoast, our Creative People and Places Programme, being delivered through Blackpool Coastal Housing as the accountable body to set up as a new independent arts organisation with possible charity status.  Not known.  Both new & established organisations will be contracted to deliver services (Powys Dance will be a new organisation).

Nature of contract: Answer Choices Grant aided service Service level agreement Commissioned service Total

Response Count 0 3 2 5

Response % 0% 60.0% 40.0% 100%

Other comments included:  To be decided but could be any of the above.  This is just in the development - no firm decisions have been made.  The trust will have a management agreement to deliver cultural services and receive a management fee for doing so.  Not known.  All of these.

5.4 Financial support to regularly funded organisations We asked how much of revenue budgets comprise grants to regularly funded organisations in 2014/15 and for the projected figures for 2015/16. This question was split into 2 categories to reflect the move to NPO/RFO joint support: Year

2015/16 projected

2014/15

2015/16 projected

2014/15

Independent arts support Total spend on NPO/RFO Grants that are jointly supported by either ACE or ACW Total spend on NPO/RFO Grants that are jointly supported by either ACE or ACW Total spend on regularly revenue supported arts organisations that are not Arts Council NPOs/RFOs Total spend on regularly revenue supported arts organisations that are not Arts Council NPOs/RFOs

Response Count

Total spend recorded

Average spend per authority

% of Total Arts Spend

51

£7,217,880

£141,527

15.7%

42

£10,369,791

£181,926

18.6%

51

£2,361,814

£46,310

5.1%

32

£2,287,647

£71,489

10%

Comparison of the figures for 2014/15 and the projected figures for 2015/16 show an expected decrease in the average spend per authority towards independent arts organisations, both for Arts Council NPOs/RPOs and those not receiving revenue funding from ACW/ACE.

5.5

Spending on Arts Projects

1) We asked for more detailed information about spending on the arts in order to reflect the developing range of mechanisms for funding and managing arts services: Question

Year

Number of Authorities

Total spend recorded

Average spend

% of Total Arts Spend

How much of your budget (£) was spent on directly managed venues (e.g. theatres, arts centres, galleries etc.)?

2015/16 projected

51

£20,813,945

£408,116

45.4%

2014/15

57

£20,414,697

£358,152

36.6%

How much (£) was spent on directly managed/delivered arts services?

2015/16 projected

51

£4,003,226

£78,494

8.7%

2014/15

57

£5,755,029

£100,965

10.3%

How much (£) was spent on community or project grants for arts services?

2015/16 projected

51

£1,266,079

£24,825

2.8%

2014/15

57

£3,499,029

£61,386

6.3%

How much (£) was spent on arts facilities, which were contracted out or operated under trust status?

2015/16 projected

51

£1,499,841

£29,408

3.3%

2014/15

57

£1,788,746

£31,381

3.2%

2) Why does your authority provide financial support for arts organisations mentioned in the previous section (tick all that apply)?

Answer Choice Response Count % Access 31 60.8% Artistic excellence 30 58.8% Meeting priorities of sustainable communities strategy 31 60.8% As part of our arts strategy 21 41.2% As part of an LEP or regional partnership 12 23.5% As part of an historical partnership 24 47.1% Total respondents 51 More specific details given, included:  Regeneration of the area, promoting cultural opportunities to improve health, wellbeing & quality of life.  General recognition that the cultural offer of the county helps to attract businesses so closely linked to Economic Development, which is the County's clearly, stated number one priority.  See ‘Liverpool Culture Action Plan’: http://issuu.com/cultureliverpool/docs/culture_liverpool_web_file_signle_p. The Creative Partners grants are essentially in two parts - core funding support to YSP and Theatre and grants to smaller arts orgs. The core grants supports the orgs contribution to tourism and economic growth and not just for artistic excellence.  Meeting the priorities of the Council's ‘One Powys’ Plan.  ‘One Darlington’ Perfectly Placed - the sustainable communities strategy, recognises the importance of the arts in Darlington. We do not regularly fund arts organisations but do support time limited development work where there is a case that this addresses risks to their continued successful operation in Darlington, e.g. we supported Theatre Hullabaloo (the only Arts Council England National Portfolio Organisation based in Darlington), who were formerly located in Darlington Arts Centre which closed in July 2012, in undertaking an options appraisal re their development and in submitting a strong application to Arts Council England's capital programme, which has secured a grant offer and Council support to develop a new theatre space, the Hullaballoon, in Darlington.  In support of the Council Plan priorities, particularly 'Maintaining a reputation for quality arts and leisure'.  Local Economic Strategy.  Meeting Council priorities to ensure residents in more disadvantaged and rural areas specifically have access.

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Corporate strategy.

Delivery of the Kent Cultural Strategy.

3) What are the main areas of argument you use to demonstrate arts’ contribution to corporate priorities?

Responses were rich and varied and could be grouped under the following headings:  Improving The Cultural Offer / Positive Image  Access & Inclusion  Wellbeing & Healthy Lifestyles  Community Benefits  Corporate Policy  Percent For Art/Public Art/Place-making  Creative Industry Development  Contributing To The Local Economy For more detailed comments, please see appendix 6.

5.6 Public Service Priorities All local authority services are contributing to shared public service priorities, which are listed below.

1) Can you please indicate whether your arts service contributes specifically to these public service outcomes and cross-cutting themes?

Answer Choice Number Contributing % Contributing Adult Health & Wellbeing 49 96% Child Health & Wellbeing 46 90% Tackling Exclusion 37 73% Promoting Equality 38 75% Children & Young People (Education) 38 75% Local Economy & Sustainability 47 92% (Regeneration & Tourism) Stronger & Safer Communities 44 86% Total respondents 51 2) Approximately what percentage of your arts spend do you contribute to each theme?

Answer Choice Response Count % of Arts Spend Adult Health & Wellbeing 31 18% Child Health & Wellbeing 29 13% Tackling Exclusion 25 9% Promoting Equality 23 18% Children & Young People (Education) 23 18% Local Economy & Sustainability 29 32% (Regeneration & Tourism) Stronger & Safer Communities 27 17% Total respondents 57 Other themes identified by respondents included:  Artistic Networking 3) We asked: What are the main areas of argument you use to demonstrate arts' contribution to corporate priorities?

Responses were grouped as follows:  Improving the Cultural Offer / Positive Image  Access & Inclusion  Wellbeing & Healthy Lifestyles  Community Benefits  Corporate Policy

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Percent for Art Creative Industry Development Contributing to the Local Economy Participation in the Arts

For a more detailed assessment and comments from respondents please visit appendix 6.

5.7 Spending on Capital Projects We asked about spend on capital projects (not including capital repayments or internal charges). Respondents reported: 1) Average spend on capital projects Year Number of Authorities 2015 55 2014 54 2013 60 2012 3

Total spend recorded £3,741,691 £1,691,745 £12,565,233 £54,000

Average spend per authority £68,031 £31,329 £209,421 £1,688

Capital spending demonstrated a marked increase on last year. Both ACE and ACW have opened capital programmes within their lottery grants. Comparisons between English and Welsh capital spends for 2015 are below: Area England Wales

Number of Authorities 44 11

Total spend recorded £2,388,317 £1,353,374

Average spend per authority £54,280 £123,034

39 of the responding authorities registered no spending at all on capital projects. Of the 16 that did register a capital spend the range was from £3,500 and £1,141,772.

2) Type of capital projects 2015 response Answer Choice Major Works & Refurbishment New Strategic Developments Total respondents 37 2014 response Answer Choice Major Works & Refurbishment New Strategic Developments Total respondents 39 5.7

Average Spend £87,070 £22,443

Total Spend £3,221,593 £740,635

Response Count 37 33

Average Spend £10,417 £35,283

Total Spend £375,000 £1,340,745

Response Count 36 38

Arts Service restructuring

1) Has your arts service been restructured in the last 2 years?

Answer Choice 2015 response count 2015 response % Yes 23 40% No 26 46% About to be 8 14% restructured Total responses 57 100%

2014 response Count 25 27 8

2014 response % 42% 45% 13%

60

100%

2) If you answered ‘Yes’, has your arts service moved to a new department?

Answer Choice 2015 Response Count 2015 Response % 2014 Response Count Yes 18 69% 21 No 8 31% 9 Total responses 26 100% 30

2014 response % 70% 30% 100%

Responses from this year match last year’s survey for the two questions above, demonstrating that local authorities are adapting services to change.

3) Do you think this move will make your service?

Answer Choice 2015 Response Count 2015 Response % More vulnerable to 7 33% cuts Less vulnerable to 14 67% cuts Total responses 21 100%

2014 Response Count 4

2014 response % 21%

15

79%

19

100%

Over 40% of all arts and cultural services have been restructured in the last 2 years. Of those that responded positively, 69% had moved to a different department and the majority of those who responded felt that this had made their service less vulnerable to cuts. Whilst restructuring continues to take place, there is evidence that this continues to make respondents feel more confident about their positions in the future.

5.8 Financial priorities We asked what the immediate financial priorities of arts service services were. 51 authorities responded. It is clear that each authority faces different financial priorities for the continuation of its services. A cross section of financial priorities can be grouped into the headings below:  25% stated that their immediate priority was sustaining & maintaining services  14% stated that their immediate priority was fundraising  11% stated that their immediate priority was meeting council objectives  10% stated that their immediate priority was increasing Income  10% stated that their immediate priority was for audience development  9% stated that their immediate priority was making savings & restructuring  7% stated that their immediate priority was supporting arts organisations  7% stated that their immediate priority was supporting cultural industries  5% stated that their immediate priority was increasing participation  3% stated that their immediate priority was contributing to community activities & objectives More detailed comments can be found in appendix 5. Although sustainability and maintaining service remains the highest priority for authorities in England and Wales, other priorities have changed. The more developmental aspects of arts delivery: audience development, increasing participation and contributing to community activity and objectives have been pushed further down the pecking order, with the emphasis now on income generation and fundraising. Sustainability is the clear message, and as one participant commented: Survival!

6.

ARTS COUNCILS AND FUNDING RELATIONSHIPS

6.1 Direct support from Arts Councils in England and Wales We asked how much funding had been received from Arts Council England or the Arts Council of Wales over the last year.

1) From Arts Lottery Grants Year 2014/15 2013/14 2012/13 2011/12

Response Count 47 48 27 18

Total funding received from ACE or ACW £2,436,872 £2,194,988 £5,757,634 £1,334,537

Average funding received from ACE or ACW £51,848 £45,279 £213,246 £74,141

47 councils (77% of the total survey) responded. Of these, 24 were in receipt of funds, with a total of £2,436,872 being received from ACE or ACW: an average of £51,848 per authority. 49% reported that they had received no funding at all from their Arts Council. The investment of ACE/ACW to local authorities has increased by 15% on last year.

Comparisons between ACE and ACW can be made as follows: 2014/15 Response count Total Funding received Arts Council England 35 £1,441,916 Arts Council of Wales 12 £1,433,356

Average Funding received £41,198 £119,446

There is a higher investment in local authority arts services by ACW that by ACE. In 2014/15 the average ACW investment was almost twice as much as ACE. Welsh authorities are all Unitaries and generally cover a greater geographical area than English authorities. There is also an ethic of strong partnerships in Wales between ACW and local authorities and this is demonstrated in strategic development programmes such as Arts Connect and music and dance programmes that over-arch local authority boundaries.

2) From core funding (e.g., staff support, research, directly managed services).

Year 2014/15 2013/14 2012/13 2011/12

Response Count 32 33 9 5

Total funding received from ACE or ACW £579,013 £3,086,760 £616,192 £277,000

Average funding received from ACE or ACW £18,094 £93,538 £68,466 £55,400

In 2014/15, 33 authorities responded, of which only 7 had received core funding, the largest of which was Rhondda Cynon Taf County Borough Council who received £153,000 for their disadvantaged communities programme. The total funding received over the year was £579,013, an overall average of £17,546, a marked reduction in investment in comparison to last year.

Comparisons between ACE and ACW can be made as follows: 2014/15 Response count Total Funding received Arts Council England 24 £270,013 Arts Council of Wales 8 £309,000

Average Funding received £11,251 £38,625

Only 4 English and 3 Welsh authorities declared funding support from core revenue funding (Treasury funding as opposed to lottery grants). In England, the average annual grant was £67,503, whilst in Wales, the average grant was £103,000.

6.2 NPO/RFO Support We asked how many RFO’s/NPO’s were supported in partnership with either Arts Council England or Wales: Year

2014/15 2013/14 2012/13 2011/12

Total Response Count 49 54 64 44

Number with supported clients

Total of clients supported

Average clients per authority

% without supported clients

31 37 47 28

109 125 179 78

3.5 3 4 3

30% 31% 27% 36%

This year 49 councils responded (80% of the total survey) with a total of 109 clients between them in 2014/15.

Liverpool City Council had the most at 22. Of those responding, 30% did not support any RFOs. 6.3 Relationships with ACE and ACW The survey asked arts services about their present relationship with regional office of the Arts Council with regard to contact, advice and partnership working. Respondents stated that relationships with Arts Councils in England or Wales were: Details 2015 Response 2015 Response 2014 Response 2014Response % Count % Count Active and developing 25 47% 27 47% Neutral 15 28% 17 30% Negative and receding 2 4% 4 7% I don’t have any relationship with 11 21% 9 16% my regional office Total responses 53 100% 57 100% Responses were broadly comparable to last year, with at least 47% seemingly happy with relationships with their arts council. For more detailed comments on relationships, please see Appendix 3.

Comparisons can be made between ACE and ACW: Details ACE 2015 Response Count Active and developing 16 Neutral 9 Negative and receding 1 I don’t have any relationship with 11 my regional office Total responses 37

ACE 2015 Response %

ACW 2015 Response Count

ACW 2015 Response %

43% 24% 3% 30%

7 5 1 0

54% 38% 8% 0%

100%

13

100%

We also asked whether relationships had been affected by the various internal ACE and ACW reviews that had occurred over the last year or so. 51 Respondents replied, with 22% (11) stating that there was a different relationship after internal reviews.

Comments included: For ACE:  A number of our supported organisations were unsuccessful or decided not to go for NPO status in the 2015 -18 round (Kirklees)  Organisations are struggling without ACE funding and seeking Liverpool City Council assistance. GFA applications are more regularly turned down creating funding gaps.  Reductions in regional capacity  In-year reductions of NPO funding

For ACW  Slight reduction in RFO's support  Gallery 0 investment review in progress. Our theatre is no longer an RFO; increasing bureaucracy of lottery funding means it’s not so easily accessible.  Increased demand on our arts grants  Loss of funding to three Powys based arts organisations during last funding review.  Currently undertaking review of RFO portfolio. Reduced funding to all RFOs.  We believe in-year cuts and projected following-year cuts had a diverse effect on our ambitious 'Ideas People Places' bid for nearly £1M. Only relatively small grants were ultimately granted.

7.

PARTNERSHIP WORKING

7.1 Independent partnerships We asked if authorities had organisational partnerships (other than with the Arts Councils in England and Wales) to develop & deliver arts services. 89% (54 out of 61) authorities recorded active partnerships developed either with other services within an authority or external to it.

1) Internal and External Partnerships Answer Choice Arts Services with partnerships with other services within authority Arts Services with partnerships external to the authority

2015 survey 57% 63%

2014 survey

2013 survey

2012 survey

42%

53%

67.6%

90%

63%

82.9%

The decline in internal partnerships noted in last year’s survey has reversed, with an increase of 15% on internal partnerships. However, partnership development is still vulnerable with most external partnerships down on last year, which is attributed to the steady decline in available project development. This may also be attributed to the fact that health services have moved from an independent body to a local authority remit.

Partnerships however do make substantial contributions to arts budgets. Almost two thirds of all authorities are in an external partnership to deliver arts services, demonstrating the need to be outward facing and open to opportunity to work collectively to support local communities.

2) Which of the following departments within your authority delivered arts activity / services in 2014/15 and, where possible, please tell us how much they spent (not all those who gave a positive response were able to give financial information).

Answer Choice

Regeneration (e.g. public art scheme, creative industries development) Social Services (e.g. art in social care settings) Education (e.g. music service provision, theatre in education provision) Housing (e.g. art in the public realm) Leisure / Play (e.g. play scheme arts provision, dance for health) Adult Education (e.g. arts based classes)

Response Count 23

Positive Response % 43%

15

28%

27

Response Count ‘How Much?’

8

Total Average contribution contribution £550,770

£68,846

5

£42,232

£8,445

50%

8

£1,853,799

£231,725

9 19

17% 35%

2 6

£100,000 £130,452

£50,000 £21,742

18

33%

1

£2,000

£2,000

Countryside & Parks (e.g. art in open spaces) Libraries (e.g. creative writing groups) Museums / museums & archives development Archaeology / Heritage Services Youth Services (e.g. arts based workshops for young people outside of school time Tourism & Events (e.g. carnivals, festivals, outdoor gigs) Corporate (e.g. at family fun days) Other (Archives, Public Health)

16

30%

2

£4,500

£2,250

23 24

43% 44%

3 3

£64,491 £314,599

£21,497 £104,867

14 21

26% 39%

5 4

£385,576 £41,000

£77,115 £10,250

23

43%

6

£4,652,720

£775,453

7 10

13% 19%

2 8

£201,879 £1,003,252

£100,940 £125,407

3) Who are the external partners (other than ACE/ACW)? Respondents could give more than one answer. 23 authorities responded, detailing partnerships in the following areas: Details 2015 survey 2014 survey 2013 survey Creative industries organisation 35% 45% 46% Commercial sector organisation 26% 32% 24% Health Authorities 30% 42% 37% Voluntary sector organisation 39% 39% 34% Educational Body 22% 32% 17% Other public body (NHS Trust, Police 30% 32% 27% etc) Other independent bodies 26% Not measured Not measured External partnerships raised the following contributions to arts budgets: Details Response Count ‘How Total contribution Much?’

Creative industries organisation 5 £47,000 Commercial sector organisation 4 £58,500 Health Authorities 2 £21,000 Voluntary sector organisation 3 £520,000 Educational Body 1 £2,000 Other public body (NHS Trust, Police 4 £61,800 etc) Other independent bodies 3 £31,000

Average contribution £9,400 £14,625 £10,500 £173,333 £2,000 £15,450 £10,333

All external partnerships show a decline in the number and range, which together with internal partnership decline, illustrates the press of finance reduction in the arts sector. The only consistent partnership which is comparable to last year is the range of partnerships with voluntary organisations, which stays the same as last year. as previously stated, some of the decline in outside partnerships may also have resulted in the transfer of health services now coming under a local authority remit.

External partnerships included: Creative Industries organisation  Orchestras Live  Arts Connect West Midlands  Clwyd Theatr Cymru  New Dance Commercial sector organisation  Distinct Darlington (the business improvement district), particularly for festivals  CBSO,  Manchester in Camerata

Health authorities  Public health organisations  Telford & Wrekin PCT  BCUHB  Cardiff & the Vale Health Services: Dementia Friendly Communities Programme Voluntary sector organisations  Arts in Redditch  Arts for Rutland  The HIve  Make Some Noise  Cymdeithas Alzheimer  Cerdd cymunedol Cymru  Tai gogledd Cymru  Gwanwyn Age Cymru  Cymdeithas Awtistiaeth ac Asperegers  Pembrokeshire Rural Development Agency  Arts Central Friends Educational bodies  Teesside University  ACE Bridge Organisations (ROH Bridge for Essex)  Old Park School, Telford. Herons Cross, Stoke  Cardiff & Vale College, Vale of Glamorgan schools Other public body (Police, etc.)  Other Local authorities, Borough and District Authorities  Police Crime commissioner  5 other local authority services under Arts Connect Partnership Other independent organisations:  Octagon Theatre  New Anglia LEP Cultural Board  Local developers (Section 106)  Arteffact a Criw Celf  Helfa Gelf-partnership 4) Responding authorities stated that external and internal partnerships were contributing to arts spends and were able to give amounts to verify this: For 2015/16: Details Authorities responding Total contribution Average per authority Internal to the 31 £9,347,270 £301,525 authority External organisations 23 £719,300 £31,274 & agencies 2014/15 responses to the same question revealed: Details Authorities responding Internal to the 34 authority External organisations 26 & agencies

Total contribution £5,442,446

Average per authority £160,072

£1,948,660

£74,948

Authorities continue to find it hard to place a total economic value on partnership contributions as this frequently included in-kind support, negating the true value of the leverage that partnerships can achieve.

8.

Other Fundraising 8.1 Lottery Funding We asked respondents if they had received any DIRECT Lottery funding for arts service in 2014/15, in addition to ACW/ACW funding, and what other lottery funds had been received. Respondents commented: 2014/15 Answer Choices Awards for All Heritage Lottery Sports Lottery Big Lottery Total respondents 23

Average Spend £0 £243,360 £2,732 £0

Total Spend £0 £973,440 £5,464 £0

Response Count 0 4 2 0

Total Spend 0 £1,924,100 £10,000 £21,060

Response Count 13 16 14 15

By comparison, last year’s responses are included below: 2013/14 Answer Choices Awards for All Heritage Lottery Sports Lottery Big Lottery Total respondents 18

Average Spend 0 £120,256 £714 £1,404

The Heritage Lottery Fund is the second biggest investor to local arts services, but levels of funding have considerably declined in comparison to 2013/14. A total of £978,904 of lottery funding outside of arts lottery was declared in 2014/15, reducing by 50% on the £1,955,160 achieved in 2013/14.

8.2 Other Grant income The survey requested information on other fundraising carried out by arts officers. 23 responded to the question overall, with £958,855 declared in grant aid at an average of £41,690 per organisation.

1) Sources of funding Detail Trusts & charitable sector grants Central government grants European grants Business sector grants Donations From other sources

% Response in 2014/15 35%

Average Income received 2014/15 £7,250

% Response in 2013/14 59%

Average Income received 2013/14 £17,960

4%

£10,750

18%

£974

13% 13% 22% 13%

£154,185 £6,350 £55,767 £68,700

35% 24% 59% -

£34,044 £17,833 £1,782 £49,820

Other sources were identified as:  Yorkshire festival  Town Council and community groups  Imperial War Museum Clearly local arts services are eligible for a range of non-lottery grants, with 38% of organisations responding to the survey actively fundraising. Comparisons from one year to the next are difficult to make, but one notes the rise in both donations and European funding. The range of grant support is also very diverse, often depending on the skill and knowledge of individual bid-writers.

8.3 Sponsorship Sponsorship achieved has decreased by 4% on last year’s responses. Local authorities find it very difficult to achieve sponsorship. Traditionally many have little history of active sponsorship campaigns and many are seen as in-appropriate organisations, already in receipt of public funding. Only 23% or authorities receiving funding from commercial or independent organisations for arts service in 2014/15. The survey recorded the following results from 47 respondents: Detail % Response 2014/15 % Response 2013/14 % Response 2012/13 Yes 23% 27% 24% No 77% 72% 76% We asked what source of sponsorship was received and how much it was:  Blackpool Illuminations received £8,000 from commercial sponsor  Princesshay Shopping Centre sponsored £2,500 to Exeter CC  Kirklees Council declared £50,000 in sponsorship supporting cultural services  LB Wandsworth received £2,000 from a local brewery for cultural services  Liverpool declared a total of £521,128 from a range of sponsors including BT Vision, other LAs, Arriva Liverpool Airport, Molson Coors UK, Sodexo and Chao Phryha.  Windsor & Maidenhead declared support from Choose How you Move supporting £15,000 of services  South Holland declared £3,600 in sponsorship from a local building company and £200 from a local artist studio  South Oxfordshire declared £1,000 sponsorship of venue support for a beer & music festival from a local estate agent  Telford and Wrekin declared sponsorship from local businesses worth £90,000.  Friends of St David's Hall raised £3,000 for Cardiff Council.

Clearly, there are sponsorship opportunities supporting arts services, and there may be opportunities for authorities to increase further opportunity in this area. The survey demonstrated a range of sponsorship opportunities worth between £200 and £521,128, with 10 authorities raising a total of £696,428; an average of £69,643 per authority.

8.4 Help in kind We asked whether authorities had received any support in kind for arts service in 2014/15. 46 answered the question with the following results: Detail Yes No

% Response 2014/15 48% 52%

% Response 2013/14 54% 46%

% Response 2012/13 42% 58%

11 authorities were able to identify the value of in kind support, which ranged from £190 to £20,000. A total of £82,550 with an average of £7,505 achieved.

8.5 Earned Income We asked “How much income did your arts service earn in 2014/15 from ticket sales, activity fees, catering facilities, merchandise, and secondary spend, etc.?”

Total organisations responding: Answer Choices Average Income Total Income Response Count Arts Service earned £222,695 £8,239,730 37 income 2014/15 Arts service earned £194,826 £8,767,186 45 income 2013/14

English Authorities: Answer Choices Arts Service earned income 2014/15

Average Income £73,907

Total Income £1,921,582

Response Count 26

Welsh Authorities: Answer Choices Arts Service earned income 2014/15

Average Income £629,016

Total Income £5,661,148

Response Count 9

37 responded with a total income of £8,239,730, an average of £222,695. This included the following bands of income:  18 declared no earned income  10 declared earned income of up to £100k  5 declared earned income of up to £500k  2 declared earned income of up to £1m  2 declared earned income of over £1m The average income raised has increased by 14% on last year, demonstrating the need for authorities to be more reliant on income generation in achieving greater sustainability. There is also a marked difference between English and Welsh authorities, with Welsh authorities generating an average of 8.5 times more income.

This perhaps illustrated the difference between English and Welsh arts services, with most Welsh authorities having at least one venue, generally managed on a commercial basis. By comparison, many English authorities do not have venues but instead provide direct or indirect support for the arts through grant and community-based programmes.

9.

Conclusions The overall the picture of local authority funding for the arts is one of sustainability and consolidation, but with more cuts anticipated in 2016/17 as local authority funding continues to decline and with increasing competition from other statutory and non-statutory services. We are awaiting the central Government Spending Assessment in September 2015, which will give a clearer picture of future projected cut, but the future looks bleak for nonstatutory services. Arts services are no different to other cultural services provided either directly or indirectly by authorities and the downturn in the economy over the last four or five years has enforced major changes to the cultural landscape.

Comparisons between English and Welsh authorities demonstrate more stabilisation in England, with spend per head of population remaining virtually the same (£2.17 with £2.16 projects for 2015/16). In Wales, spend per head has dropped from £8.74 to £7.60, a reduction of 13%. Although Wales spends more per authority, Wales has seen a greater reduction in average spending per authority, with a reduction of 13.1% as compared to 0.7% reductions in England.

From comparison of the last 2 years of survey responses, the arts sector is relatively stable but this may mask major concerns as most of the cuts have been targeted at lower level project funding and back office costs in both LA and at ACE/ACW. It is likely that we will see more outsourcing developing, especially in Wales, as local authorities seek more efficient ways of providing services. Value for money remains a priority with more work progressing on income generation and efficiency savings.

What the sector is lacking is the higher risk speculative projects that would get artists started on their journeys.

The learning obtained on these projects has often laid the foundations for future work and ideas, which have led to established arts practise and professional standards. From comments and responses, it appears that there is less reliance on artistic and audience development and more reliance on developing new income streams and fundraising. New fundraising strategies take time and considerable resources to develop; a precious commodity from an already much under-resourced sector.

This is exacerbated by the loss of specialist arts officers from local authorities. This is often understated by the press and media, with no one to take up the banner of development or to speak up for the arts. With no officer in post to develop fundraising and sponsorship strategies, access to funding opportunities to develop new community programmes, especially for smaller authorities may be lost. The role of arts development officers has changed, with less time now spent on arts development and with less time spent on nurturing local communities to develop their own programmes.

Local authorities have historically been significant funders of independent arts organisations, especially in areas with little or no NPO/RFO provision by ACE or ACW. Support for non-RFO/NPO arts organisations accounts for up to 10% of total arts spend. The average spending to RFO/NPO regularly funded organisations in partnership with ACE and ACW accounts for 18.6% of the total arts spend, and demonstrating the active partnership between local authorities and the Arts Councils in England and Wales. The decrease in % of total arts spend on NPOs could be a sign of local authorities becoming more risk averse when looking at arts investment. Whilst this could speak to an alignment of priorities between ACE/ACW, it could demonstrate local authorities more willing to continue to invest in tried and tested arts delivery organisations, which could stifle future growth and innovation.

As with previous years, the trend continues for major internal reorganisation, and an increase in more nonspecific cultural services (combining arts services with other services such as regeneration or wider community services such as libraries, museums and tourism) indicating a loss of specialism within the arts. Reorganisation does however seem to offer greater resilience and security for arts services with over 67% of respondents commenting that they saw the arts services less vulnerable as a result of reorganisation as the arts continue to perform strongly against corporate objectives.

It is pleasing to see that levels of internal partnership have increased by 15% however partnership development is still vulnerable, with external partnerships down on last year, attributed to the steady decline in major project development. Partnerships however do make substantial contributions to arts budgets with almost 2/3rd of local authorities in some form of external partnership to help deliver arts services, demonstrating the need to be outward facing and open to opportunities to support local communities.

2015/16 is the first year of a majority Conservative Government and most authorities are fearful of the Spending Review when announced in September 2015. Most departments have been asked to make substantial cuts to their budgets and this will be passed on to local authorities and ACE/ACW, putting more pressure on arts development services. Many services are, however, resilient or find alternative ways through outsourcing of providing arts services. We continue to see efforts to maintain stability and consolidation. The continued economic climate that we all work has resulted in extreme financial pressure to all local authority services. ADUK will continue to monitor the impact of the recession on arts services year on year.

Appendix 1: Participating Authorities and contracted out organisations 2015/16 Participating Local Authorities (England) Association of Greater Manchester Authorities Basingstoke & Deane District Council Bath & North East Somerset Council Blackpool Council Bolton at Home Borough of Poole Brentwood Borough Council Cherwell District Council Chiltern District Council Darlington Borough Council Derbyshire County Council Devon County Council Dorset County Council East Sussex County Council Essex County Council Exeter City Council Havant Borough Council High Peak District Council Kent County Council Kirklees Council Lancashire County Council London Borough of Wandsworth Liverpool City Council London Borough of Sutton Council Milton Keynes Council Norfolk County Council Redditch Borough Council Richmondshire District Council Royal Borough of Windsor and Maidenhead Rutland County Council South Holland District Council South Oxfordshire District Council Surrey County Council

Swindon Borough Council Teignbridge District Council Telford and Wrekin Council Wakefield Council West Berkshire Council West Oxfordshire District Council Westminster City Council Worcestershire County Council Wychavon District Council Outsourced Services (England) Creative Leicestershire North Devon Theatres' Trust Vision Redbridge Culture & Leisure WemsFest Wigan & Leisure Culture Trust Participating Local Authorities (Wales) Bridgend County Borough Council Caerphilly County Borough Council Carmarthenshire County Council City & County of Swansea City and County of Cardiff Conwy County Borough Council Gwynedd Council Flintshire County Council Pembrokeshire County Council Powys County Council Rhondda Cynon Taff County Borough Council Torfaen County Borough Council Vale of Glamorgan Council Outsourced Services (Wales) Newport Live

Appendix 2: Local Authority Arts Service Closures Introduction This short report gives information on the number of local authorities who have closed their arts services in the last few years. In some instances, the arts budget has been transferred to other services or to independent organisations for the continuation of support for local arts, but in others in has been lost. As of August 2015, it is estimated that at least 137 local authorities in England and Wales have no direct arts services. This represents 37% of all authorities in England and Wales.

With many authorities on either a standstill (without inflation) or declining budget, the current status for arts services illustrates the slow erosion faced over the last few years. Evidence from the 2015 Local Authority Arts Spending Survey demonstrated that the projected average arts spend for 2015/16 is £847,266, 3.7% down on last year’s average actual spend of £878,262. Local authorities however remain one of the major funders of arts in England and Wales, with an estimated spend of £200,802,042 on direct arts services.

The Spending Review and budget settlement in 2015 continues to have major effects on arts services in England and Wales. Arts services have no statutory protection and 2015/16 continues to be a difficult year for most local authority cultural services, with local authorities struggling to meet year-on-year cuts.

The assessment below details changes and closures in arts services year by year: 2015/16 Wycombe District Council 2014/15 Basingstoke & Deane BC no longer has a direct service, making all officers redundant from April 2014.

Doncaster MBC made its arts officer redundant in June 2014 Rotherham MBC also made its arts officer redundant in June 2014.

West Devon Borough Council 2013/14 Chorley Borough Council: arts posts deleted.

South Bucks District Council: arts officer post deleted.

Welwyn Hatfield Borough Council made its arts officer redundant in May 2013.

West Lindsey District Council.

2012/13 Adur District Council Chichester District Council Chorley Borough Council: Post deleted - no arts post in council now Gloucestershire County Council London Borough of Barnet: Arts Post deleted in April 2012 and service transferred to Youth Support Service London Borough of Barking & Dagenham Scarborough District Council 2011/12 Herts CC closed its arts service, making its County Arts Officer post redundant (although there is still a music service within its Education Dept) Leisure in Hyndburn Trust no longer has a dedicated arts officer (Accrington) Mansfield District Council Northampton Borough Council closed its arts services, with arts officer redundancies Shepway District Council Taunton Deane Borough Council Borough of Wellingborough Council closed its arts services, with arts officer redundancies

24

2010/11 Darlington BC is currently reviewing its arts and cultural services with a view to closure East Northamptonshire Cultural Trust: no longer has an arts budget Malvern Hills Borough Council: No longer has an arts service with arts officer made redundant Mendip District Council Monmouthshire County Council Somerset CC closed its arts services (with a loss of ÂŁ170,000) in 2011/12 2009/10 Braintree DC ceased its direct arts service making its arts officers redundant in May 2009, specifically due to the economic downturn Colchester BC no longer has a dedicated arts service, making their arts officer redundant in April Harborough BC no longer has a dedicated arts service, making their arts officer redundant in April Horsham DC made one of their 2 arts officer posts redundant in April 2009 Lancaster City Council Lincoln City Council closed its arts services in September 2009 with several arts redundancies.

North Warwickshire DC made their arts officer redundant in April 2009 2008/9 The following authorities reported closure of arts services in 2008, including: Bedfordshire CC Boston BC North Somerset DC Rushmoor DC Sedgemoor DC Stafford BC 2 authorities reinstated their arts services, including: Somerset CC Worcestershire CC 2007/8 The following authorities reported that they no longer had a dedicated arts service, making their arts officer redundant: St Albans City & DC Thanet DC Worcestershire CC 2006/7 The following authorities reported that they no longer had a dedicated arts service, making their arts officer redundant: Congleton BC Cotswold DC Fenland DC Kettering BC Malden DC 2005/6 The following authorities reported that they no longer had a dedicated arts service, making their arts officer redundant: Breckland DC Cotswold District Council Fylde BC Mid Devon DC North Shropshire DC South Somerset DC 25

Stratford on Avon DC 2004/5 The following authorities reported that they no longer had a dedicated arts service, making their arts officer redundant: Christchurch DC Eastbourne DC Previous years: Other councils that have ceased funding arts services in the 2000’s include: Basildon DC Bassetlaw BC Bedford Borough Council Blaby DC Buckinghamshire CC Central Bedford Council Chiltern District Council Cyngor Sir Ceredigion County Council Dacorum Borough Council Dover DC East Devon District Council Forest of Dean District Council Hertsmere Borough Council Huntingdonshire District Council Kings Lynn & West Norfolk BC Lewes District Council Lichfield DC Maldon District Council North Devon DC North Dorset District Council Oadby & Wigston Borough Council Runneymede BC Sevenoaks DC South Derbyshire DC South Hams District Council South Ribble Borough Council Stratford on Avon District Council Swale DC Uttlesford DC West Somerset DC Worthing BC This amounts to a total of 89 authorities closing their arts service or making arts officers redundant in the last 15 years and it is now calculated that 137 local authorities have no dedicated arts officer or arts service, amounting to 37% of all authorities in England and Wales. There is often no major press coverage of arts development closures, unlike closures to capital projects or venues that may receive regional or national press and media interest. The closure of local authority arts services is consequently unreported and often unnoticed by the national arts funding system. This erosion of local arts service delivery also affects future local partnership development and regeneration, as many arts officers are also responsible for supporting independent arts in their areas.

Local authority arts funding also contribute to growth, and historically from our 2013 Local Authority Arts Spending Survey illustrated a leverage capability with an investment return of £4.04 for every £1 invested. Over 37% of all authorities in England and Wales no direct arts services and without a dedicated arts officer, are without a champion in their local area.

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Appendix 3: Comments on relationships with ACE and ACW Arts Council England: Policy conflicts  For the department above - for me maybe more neutral - they've withdrawn attendance and Merseyside Arts Officers meeting which I think is a shame.

When required / spasmodic  We have only sporadic contact with Arts Council England NW. Less contact  It is developing in so much as I have a new Relationship Manager and we are learning to work together and I have some other contacts which are specific to particular projects. If I was comparing my relationship to ACE to past years I'd say it was negative and receding.

Good & regular contact  We have worked closely with the Arts Council over the past 9 years to increase their investment and work in partnership to make a real difference to the arts and cultural landscape in Blackpool. This started with various G4As and taking part in a regional Arts Engagement pilot to then receiving NPO status for both the Grundy and the Grand and then being successful with our Creative People and Places Bid. The Council has seen major cuts but has continued to invest and support the arts and culture, and is ambitious in terms of the future i.e. new museum project.  Creative Darlington is focused on creating the conditions in which the arts thrive in Darlington. Arts Council England sit as observers on Creative Darlington's board and meet regularly with the chief executive of Darlington Borough Council around live projects (particularly the Theatre Hullabaloo capital project) and future priorities (Darlington is working with other local authorities and stakeholders in the Tees Valley to promote our cultural offer).  We have generally positive relationship with arts council and a senior officer has an overview of the county and knows it well.  I contribute to the Berkshire Arts Local Authority Partnership -6 unitary authority officers with arts links who meet with Artswork and ACE rep about 4 times per year.  We have a strong and positive relationship with ACE. Hoping to improve / good intentions  We only have 1 NPO in the district. We support them because they made a good application for funding not because of a formal ACE partnership. Relationship with ACE has improved, but is mainly managed by my line manager - I have less involvement than I used to.

Distanced / no real contact  Not had reason to contact recently.  Hardly any contact, but the little I have isn't negative.  Live and Local deal with Arts Council for us. I don't have any relationship with my regional office / Arts Council Officer Arts Council of Wales Policy conflicts  ACW have changed our designated officer but failed to tell us there was a change. Very little contact with our officer over the last year.

Good & regular contact  We have a good relationship with ACW and we try to keep each other informed as and when time allows.  Active, developing and changing.

Hoping to improve / good intentions  The ACW officer for Vale only recently in post. We have had one meeting and hope to have more contact in the future.

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Appendix 4: Comments on what is your arts service facing for 2015/16 Restructuring and outsourcing  Most of the internal re-charges have been removed from 2015/16 budget, so it looks a lot less than 2014/15 but actually it's the same plus inflation for staff.  The Dorset CC arts service moved to a new CIC - The Arts Development Company - in July 2015.  We are currently looking into opportunities that may present through the setting up of a proposed Cultural Trust / Mutual that will include the heritage service, visitor information service, records and archaeology together with the arts service (W Berks Council).  We are in process of developing our own cultural trust to manage arts and other cultural services such as libraries etc. (Bridgend CBC).  Currently going through commissioning process, decision on which elements/services will be working differently are currently being considered. Decision not likely until September/October 2015. (Swansea CC).

Standstill  In 2013/14 Bolton at Home formalised its partnership with the Octagon Theatre, providing an annual £20,000 grant in return for free tickets and community outreach services for Bolton at Home customers, publicity and community awards sponsorship. While 2015/16 saw the first (inflationary) increase in neighbourhood arts budgets, the government's summer budget announcements will likely result in a substantial funding decrease from 2016/17.  Although there is no change to my core budget I do now have the opportunity to bid for our own economic development reserves. This has been possible in the future but this year I became part of the Economic Development team so my requests are better informed and more likely to succeed.

Decreases in funding  Grants are now in central pot not in the arts budget. SLAs to NPO reduced by £20k. (Wandsworth)  Reducing funds for NPO organisation as part of capital negotiations. 9% decrease to grants (Milton Keynes)  Likely to be additional in-year savings (Telford & Wrekin).  The Creative Partners grant scheme has been reduced for 15/16 by £100,000 (Wakefield).  I have a new member of staff but overall budgets were cut (Worcs CC).  A reduction in the contribution of Gwynedd Council to Plan a Night Out of £2,000.

Funding Increases  2 new projects are being funded that weren’t last year (Brentwood)  Exeter is a host city for the Rugby World Cup and a one-off budget of £250,000 has been made available to produce a Fanzone - this is run and managed by the Arts team.

Balancing the budgets  We are aware that the implications for increased minimum wage and pension costs will provide extra challenge for the stretched resources of the arts centres in the coming year.  There is a high level of uncertainty given the state of public finances and renewed Government commitment to reduce public spending further.  The majority of our funding comes from successful Project Grant Applications, the remainder from boxoffice income, and refreshment bar provision. (Creative Leicestershire)  There is still the risk that other district and borough councils will withdraw from the Partnership. (Vision Redbridge).

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Appendix 5: Immediate Financial priorities Contribute to community activities & objectives  Figures are for the AGMA Grants Fund only. Eligible organisations are not for profit and working across more than one GM District. Fund priorities are:1. To contribute to the recognition of Greater Manchester locally, nationally and internationally helping to create the conditions to attract new investment, new visitors and new talent to Greater Manchester 2. To make a positive contribution to improving the skills and employability of the residents of Greater Manchester encouraging people to achieve their full potential, and 3. To play a strong role in developing strong and inclusive communities, contributing to an improved quality of life and well- being for all residents and meeting our equality duties.  Strategic partnership with Arts Derbyshire, Culture Board and arts development information and support service to voluntary sector including festivals and creative industries.  Realigning the arts grant budget to prioritise social inclusion projects rather than high profile events.

Making savings & restructuring  We are looking to move from the majority of our support moving from grants to a commissioning model.  The service will become a staff mutual from October 2015 so budgets will be reviewed in light of becoming a trust.  Greater Value for money for quality events and joint funding (by linking with other departments and external organisations).  The Arts budget covers two elements: the funding agreement with the THW. The Hepworth Wakefield has entered into a new four year funding agreement commencing 1 April 2015. The THW is to receive the same level of funding as it did for 2014/15 until 2018/19. Support for the Creative Partners grant scheme.

This is under pressure and has explained in Q13 been reduced in 15/16. We are currently in the process of making a long term decision (e.g. from 16/17) around investment in Creative Partners and the two main organisations we are supporting - YSP and Theatre Royal. These are tough times.  Delivering efficiencies.  To ensure that the selection of the preferred bidder/s is completed in 2015/16 to ensure continuation of delivery of St David's Hall and New Theatre and, by association, Arts Active.  Survival. We desperately need to restructure our organisation.

Increasing income  Developing finance for arts activity in Darlington - we support artists and arts organisations to develop project activity in Darlington, our service is more focused on creating the conditions in which the arts can thrive, rather than managing programmes directly, although we do manage an exhibitions programme, repairs and maintenance and supplies and services to the Bridge Centre for Visual Arts and an Openart Studio (arts and well-being programme). Maximising arts assets by supporting time limited organisational development projects. Audience development - we have worked with Theatre Hullabaloo, Darlington for Culture, Humantics CIC and are working with Darlington Civic Theatre and OddManOut. Audience development work - supporting programmes and events which assist in promotion of the ingenious Darlington brand and promotion of place (Festival of Thrift, the Jabberwocky Markets, Darlington Arts Festival, 2025)  Generating additional revenue to support service delivery.  Increased income generation with a view to long term financial sustainability particularly for the venues.

New Corporate Priorities are around health and wellbeing so community projects will be developed around that focus.  Sustaining delivery through a combination of renewed public funding for a further 3 years via Arts Council England & building income through traded activity.  Additional income generation for the 'commercial services' e.g theatre and music Commissioning and marketing of services. Delivering events that are generating income.  Increasing income from Box Office, Room Hire, Workshops, Bars etc.

Participation

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 

Grundy Art Gallery; arts development with young people - in particular bespoke Arts Award Programme and literacy/creative writing project known as 'Save Our Stories'; arts and health; dance development and Wordpool our annual festival of words.

Deliver services within budget with projects based around increasing participation within the Arts.

Fundraising  To support the cultural infrastructure of the county primarily via grant funding to cultural organisations and arts and heritage practitioner and applying to external bodies for future project work.  Staff retention & fundraising for major programme which must see MKC funds quadrupled.  Finding funding from other sources for our arts partners.

Supporting arts organisations  Grants to regularly funded organisations and community/Project grants for arts services Audience development  Arts in schools, community arts and events.  Funding for the Arts Intern to continue working from 5 August 2015 - 5 February 2016 Funding Art Central Gallery - marketing, materials, private views Funding Arts Connect projects in the community.  Supporting Health and Wellbeing agenda priorities.

Sustaining & maintaining  Maintaining the current budget level  Running core services, staff and running costs  Contribution to the East Sussex Arts Partnership grant funds to match fund Grants for the Arts. Strategic networks initiatives (usually training based for the sector e.g. funding advice, business development).  Move funded organisations toward being sustainable without Council funding and develop sector leadership.  Ensure budgets are kept to, and that grant funded organisations are forewarned of forthcoming potential cuts to funding.  Current administration is supportive of current provision but is not suggesting any increases to the funding provided under SLA. Manifesto commitments include continued support.  Maintaining the same level of grant funding.  Maintain quality and level of service under tighter budget pressures; making savings under commissioning process; delivering grant funded activities; reducing the budget target by 2017.  Trying to protect our arts revenue grants and look at new ideas for income generation over next 12 months.  Keeping within budgets and attracting more income streams.  To provide sufficient funding to arts organisations to avoid closure or termination of arts facilities, venues, activities and services. To generate project funding into the Council's Arts Service. To support arts organisations in generating additional sources of income as match funding and towards developing future sustainability. To ensure funding is effective in reaching determined outcomes.  Safeguarding community arts funding and support to cultural venues. Developing sustainable initiatives/organisations.  As an outsourced service we need to secure Local Authority contributions for the next financial year.

Meeting council objectives  Employment & Training; Debt; Food Poverty; Health & Wellbeing; Social Isolation; New Communities.  Promoting Exeter as the regional cultural capital; quality of life.  Investing in key strategic areas, Cultural Entitlement for Children and young people, cultural commissioning, development of the creative industries.  To review the effectiveness and efficiency of the service. Ensure that policies and procedures are reviewed following the structural changes created by the transfer of the service from local authority control.

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Appendix 6: Arguments used to demonstrate arts contribution to corporate priories Improving the cultural offer / positive image  Funding the arts is a worthwhile investment in the economy (via leverage, attracting cultural tourism, etc.) and in supporting other cross-cutting agendas such as Health & Wellbeing; Community Impact and Skills Development  The arts and events service can deliver the council's strategic aims  Arts improve the quality of life, building community, better places to live  Promotion of place - Darlington has recently developed an Ingenious Darlington brand and the Council and Darlington Partnership recognise the value of culture in encouraging inward investment and in promoting place. The development of the Festival of Thrift has been particularly successful in this respect.  Arts are accessible to all. The arts can strengthen all of the corporate priorities. Arts are cost effective and provide benefits to people’s health, which is cost effective in the long run. The arts enable the community to take part and take pride. The arts is favoured highly in numerous community surveys.  Milton Keynes has a corporate priority of "World Class: recognised internationally for distinctive arts & heritage" so it's pined on that.  The cultural offer of East Sussex CC makes it attractive to businesses/work force. Value of cultural tourism to visitor economy and raising county profile. Support to Adult Social Care and Children's Services to help manage impact of cuts.  Creating opportunities for residents to engage with the arts. Bringing income and employment to the area. Inspiring people and providing learning opportunities. Greater opportunities for children and young people to engage with activities. Arts contributes to positive Health and Wellbeing.  Arts can give enjoyment, quality of life, purpose and improve health/wellbeing.  The arts have the capacity to transform individuals, communities and place. They contribute to promoting strategic agendas such as learning, health and wellbeing, and economic development.

Access & inclusion  We work with local voluntary organisations and leisure providers to ensure access to participation opportunities for disabled people.  Social care: arts can reach out to those most vulnerable and isolated from society.  The arts supports families and children living in poverty to get through the recession: -Encourage social inclusion -Provide opportunities for people to improve their health; Targeting support to deprived communities and families suffering from crime and anti-social behaviour: -Support people and local communities to engage in positive activities -Coordinate activities that reduce anti-social behaviour Supporting initiatives which generate employment and training for work opportunities: -Support communities to become sustainable, empowered and prosperous -Improve people’s access to learning opportunities, qualifications and training.

Wellbeing & healthy lifestyles  By working in partnership with voluntary organisations we are developing a health and wellbeing programme for adults using the arts and creativity that also raises awareness of dementia and loneliness.  Developing the health and wellbeing of our residents, community cohesion, thriving communities.  Making a difference to the health and well-being of local residents / increasing skills / volunteering opportunities/ social cohesion / connecting people / community safety agenda / economic development agenda.  The arts service supports Health and Wellbeing; Children and young people; vulnerable adults; Pride in their community and enhanced reputation; Destination Telford.  By supporting health and wellbeing we make Windsor & Maidenhead good place to live and work.  We contribute to Health and wellbeing through the organisations we fund and directly through quality of place and revitalisation agendas of the Economic strategy.  Health and Wellbeing - this is now an important agenda for us to contribute to and have developed a partnership with Health Improvement/Public Health to part fund and commission projects meeting health and wellbeing outcomes.

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Community benefits  Contributing to the wellbeing of our communities and supporting good quality jobs and opportunities to develop skills that lead to employment; making key contribution to tourism and regeneration of the town, encouraging higher spending visitors and also engaging visitors that don't usually take part in the arts; building ambition and aspiration in our young people, supporting good educational attainment.  Through the arts we can deliver powerful outcomes for the community strategy especially on the Stronger Communities priority.  The arts promote volunteering, support for independent businesses, localism, and health/wellbeing priorities.  Arts in Education: arts can encourage and support learning in all areas and can target/identify young people’s skills and talents while encouraging independence, confidence and self-development.  Our arts strategy has just been rewritten in line with our corporate priorities - People in Conwy are educated and skilled. People in Conwy are safe and feel safe. People in Conwy live in safe and appropriate housing. People in Conwy are healthy and independent. People in Conwy live in a County, which has a thriving economy. People in Conwy live in a sustainable environment. People in Conwy live in a County where heritage, culture and the Welsh language thrive. People in Conwy are informed, included and listened to. Outcomes and benefits from 'health & wellbeing' projects and 'creative skills' projects are used to demonstrate the benefits the arts can make.

Percent for art/Public Art/Place-making  Bolton at Home is working to create 'homes and neighbourhoods we can all be proud of'. Its Percent for Art service employs four Arts Officers (2 part-time, 2 full time) who work in each of the four Neighbourhood Management Teams. These teams work to deliver initiatives that benefit our customers and tackle neighbourhood priorities under six neighbourhood renewal themes. The arts are a particularly effective way for the organisation to engage with its customers and communities - located in some of the most deprived neighbourhoods in the UK. Bolton at Home's Percent for Art service has evidenced how the arts can have a positive social impact - helping customers to build confidence, develop and improve transferable skills, promote health and wellbeing, reduce social isolation, and bring communities together.  Supporting the development of Local Plans through the future development of a public art strategy for Kirklees.

Creative industry development  Have just completed an Economic Impacts study of the Creative Industries in Kirklees, which is being shared and used.  Arts/creative industries are part of the strategy for regenerating the borough of Wandsworth.  Our core work consists of supporting creative industry development, support for artists, arts & health projects, basic skills taught through creative means, career support and mentoring of creative social enterprises. We work in partnership with Communities First, Regeneration services, EOTAS programmes, health officers, and schools to deliver this work. Our work supports literacy, mental and physical health issues, community development, and career progression routes through the arts.

Contributing to the local economy  Financial income: the creative industries are fundamental to the Welsh economy. Arts venues; event/performances/workshops/ encourage tourism, boosting revenue in other areas of the town & region. The arts sector boosts economy, jobs in the region and plays a big part in promoting Wales as a cultural country. Regeneration: arts are intrinsic to the regeneration to a town/city & community.  Arts provides support for Employment, Economy and Health  Economic benefit of Festivals supports tourism and general spend.  The arts enhance economic benefit to the city; participation; additional external support for projects e.g.

Grants for the Arts, sponsorship.  The arts support business growth, skills development and delivery of social value.  Economic and Social impact - Turnover, audiences and reach of cultural programme.  Arts contribute to the economic impact including tourism  Participation in the arts 32

 

The arts support the economic development driver, contributing towards the Health and Well Being Agenda and helps get people more active more often which assists with the social inclusion agenda.

Creating a vibrant and viable city and economy; building sustainable communities; health, education & skills; Poverty prevention; Quality of life; Tourism, Place making; Connecting communities; improving pupil attainment; safeguarding

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Appendix 7: Reasons for providing financial support to arts organisations    

     

In support of the Council Plan priorities, particularly 'Maintaining a reputation for quality arts and leisure' Meeting Council priorities to ensure residents in more disadvantaged and rural areas specifically have access.

Support for arts and culture is part of our corporate strategy.

One Darlington Perfectly Placed - the sustainable communities’ strategy, recognises the importance of the arts in Darlington. We do not regularly fund arts organisations but do support time limited development work where there is a case that this addresses risks to their continued successful operation in Darlington, e.g. we supported Theatre Hullabaloo (the only Arts Council England National Portfolio Organisation based in Darlington), who were formerly located in Darlington Arts Centre which closed in July 2012, in undertaking an options appraisal re their development and in submitting a strong application to Arts Council England's capital programme, which has secured a grant offer and Council support to develop a new theatre space, the Hullaballoon, in Darlington.

Delivery of the Kent Cultural Strategy.

Supporting arts and culture is part of our Local Economic Strategy.

See Liverpool Culture Action Plan at: http://issuu.com/cultureliverpool/docs/culture_liverpool_web_file_signle_p The Creative Partners grants is essentially in two parts - core funding support to YSP and Theatre and grants to smaller arts orgs. The core grants supports the orgs contribution to tourism and economic growth and not just for artistic excellence.

Meeting the priorities of the Council's One Powys Plan.

Regeneration of the area, promoting cultural opportunities to improve health, wellbeing & quality of life.

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Appendix 8: Additional Survey Responses not covered elsewhere General comments supporting responses to the survey included:  We have tried to capture the true level of investment Blackpool Council makes into arts and culture, so the overall spend includes the Arts Service (which includes the Grundy Art Gallery), Leisure Assets, which includes the Winter Gardens and Tower, the Illuminations and our Music Service.  Brentwood Borough Council does not have a budget for arts development and arts is not currently a priority corporately.  Creative Darlington secured finance from various sources during 2014/15, particularly commission on sales of artwork, contributions to the Openart Studio programme from those who remain engaged beyond the 8 week period supported by the Public Health budget, fees to hire space at the Bridge Centre for Visual Arts. The majority of our focus is on allocating finance to organisations and individuals on the understanding they secure additional finance for proposed activity through fundraising, sponsorship or philanthropy.  The team continues to deliver a wide range of work, which hits various agendas and priorities within the council but faces challenging times against the backdrop of an expected reduction in funding for 16/17.

Our core grant funding is secure but there is likely to be a reduction to the project funding we have available. We will however continue to innovate and work with new and existing partners to provide the best service we can and ensure that there is a vibrant cultural infrastructure in Essex.  Havant Borough Council do not run any specific arts services but provide grants, as mentioned within the survey, to arts organisations. It is worth noting that a theatre within Havant Borough is leased to an arts organisation on a 'peppercorn rent'.  I am not employed by the High Peak Borough Council, but High Peak CVS receives £15k as a contribution for us to provide strategic input and arts development services to community groups, festivals and creative industries. High Peak BC do contribute to Buxton Opera House (approx. £60k) £2k to High Peak Community Arts, make a contribution to Derbyshire County Council towards the work of DCC Arts Officer particularly via Arts Derbyshire and also contribute to Live and Local - (subsidised Rural Touring).  Our Arts budget will reduce by £100,000 in 2016/17 and reduce by a further £100,000 in 2017/18. This figure excludes staffing which and we don't have a figure for that at this stage (Lancs CC).  It is difficult to disaggregate the numbers given that our roles aren't always specifically 'arts' - e.g. Music Festival, Major Events such as Transatlantic 175 - though there is an arts element it’s not easy to define what counts as arts activity or not.  We gained income in 2014/15 from Heritage Lottery Fund for our 18-month WWI project, which includes a promenade drama performance - staged in July 2015. (£3K) and £4K from a local trust to support our annual arts bursaries for young people (RB Windsor & Maidenhead).  In completing this questionnaire we have included the whole arts service, which covers one Arts Development Officer, a theatre/arts centre and the arts elements of our museum's budget (South Holland BC).  Powys County Council's Arts Service is moving to delivering arts services and supporting arts organisations on a contracting and commissioning basis. Funding levels are generally reducing with an expectation that organisations seek a wider base of income sources with less reliance on Council funding. The trend is a downward trajectory for all Council funded grant or SLA agreements with an expectation that reductions will level off & some funding will remain in place to enable organisations to lever in other sources in order to adapt to change and develop sustainable models.  Gwynedd CBC: In terms of income it should also be noted that the Strategic Grants for the Arts has attracted £169,700 worth £4,037,199 has not been noted in the figure under 45. Many of the details are similar to the previous survey, so where you can refer to those empty spaces. We have included - Neuadd Dwyfor, Victoria Hall, Community Arts Unit, Service Galleries and Gwynedd Museum and Gallery. We have received grants from the CPC towards Prospect Museum and Art Gallery of £100,000, which we reported in the previous survey. Victoria Hall has just received a grant for digital equipment. We have also just received a grant £30,000 to a Hedd Wyn Project. In terms of cuts - the Night Out scheme has received a reduction of £2,000 for 2015/6. Gwynedd Council is in the process of looking at cuts / efficiencies. By March 2016 it will have more details. Regarding the best we anticipate a reduction in the budgets for Community Arts Unit and Neuadd Dwyfor, with Victoria Hall also transferred to the new school in Bala and collaboration with the community there. We are evaluating new models for Gwynedd Museum and Gallery; and a reduction in the Strategic Grants for the Arts. The worst is closing Neuadd Dwyfor, eliminating the Community Arts Unit and Strategic Grants. We are really concerned about the situation.

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