Catalyst Arts: London 21 Consortium: invitation to tender

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1 Catalyst Arts: London 21 Consortium: invitation to tender iceandfire: On the Record, Photo: Jon Holloway Background and context The London 21 Consortium was formed early in 2013, and is comprised of: Tamasha - one of the UK s leading intracultural theatre companies, whose mission is to fearlessly investigate personal stories of cultural difference and connection as rich and radical sources for theatre Border Crossings - creates new intercultural, multi-media theatre in response to the contemporary globalised world Company of Angels - at the cutting edge of new work for and about young people, in theatre and other media ice&fire renowned theatre company that explores human rights stories through performance Tiata Fahodzi - produces great theatre which conveys, celebrates and challenges the cultural experiences of Africans in Britain Collectively and individually the consortium forms a critical mass of formidable theatre organisations and artists, whose reputations, track records and joint artistic outputs attract strong and growing culturally diverse audiences and supporters. The consortium partners: are all culturally diverse operate on the small to mid-scale have impressive track records of achieving artistic excellence including consistently successful frontline engagement with a very broad cross-section of the polycultural, multifaith demographic that now makes up the new London, and are therefore vital to the ecology of the arts nationally too have proven organisational resilience thanks in most cases to reaching beyond their natural constituencies to develop creative allegiances and mutually beneficial partnerships. Tamasha is approaching 25 years and even the youngest company, ice&fire is 10 years old. 1

2 Alongside these strengths the companies all face the challenges of: having relatively weak track records compared to larger organisations in accessing private funding, whether individual philanthropy, donors or corporate sponsors arguably being over-dependent on public funding and over-subscribed trusts and foundations The rationale for the consortium is therefore based simultaneously on unique need and unique offer: The unique need reflects the challenges that culturally diverse organisations have had in raising private funds to provide a sustainable income platform. The unique offer sees established sector leaders working in unison to demonstrate how arts and culture can be imaginatively deployed to engage with the evolving demographic of the 21st century s pre-eminent world city. In May 2013 the London 21 Consortium was offered a grant from Arts Council England s Catalyst Arts: building fundraising capacity, which aims to encourage organisations to work together collectively and collaboratively to develop innovative and efficient solutions to addressing fundraising development needs. The long-term aim of Catalyst Arts is to help the arts sector increase income, particularly from private giving, for improved organisational resilience. Details of the scheme can be found at: The scheme is designed to help organisations to: build capacity to address both shared and individual fundraising development needs of consortia members identify and develop effective fundraising models that have a long-term impact on the business model of each organisation. Objectives of London 21 Catalyst project The specific objectives of the London 21 Consortium Catalyst project are: 1. To provide shared training and consultancy advice for Staff and Boards to develop skills, knowledge and capacity specifically in relation to philanthropic and individual giving. 2. To free up core staff time through hiring more freelance support staff where appropriate. 3. To supplement existing skills and leadership on members Boards by setting up a joint Advisory Committee across the Consortium trustees, enabling better Board development 4. To build brand awareness for the consortium members and to use marketing and PR more effectively, to further develop the case for support. 5. Using event led fundraising to showcase work that is clearly impactful, and to explore potential for joint and individual fundraising events 6. To explore the potential of attracting key companies who support the arts to offer a corporate perspective of the benefits of aligning themselves with great art. 7. To secure mentoring/ guidance for Consortium members by established fundraising professionals in larger organisations. 8. To explore the digital technology solutions used by other sectors but new to Consortium members (e.g. crowdfunding) and the further development of websites to allow and encourage online giving. 2

3 9. To collaborate to derive economies of scale in sourcing and using shared digital tools for online giving and highly refined donor data. 10. To explore and identify successful organisations in the United States and elsewhere with similar profiles to Consortium members and make connections to learn from them as to how they enlist networks of donors in a sustainable and resilient way. Further details for the London 21 Consortium Catalyst funded project can be downloaded from our website: Purpose of the brief The London 21 Consortium is now seeking a suitably qualified and experienced consultant or consultants to help deliver our aims and objectives outlined above. Specifically we require Consultant(s) to work with us to deliver an ambitious fundraising programme and to lead on raising funds from new sources, alongside supporting us to deliver a range of strategic interventions as outlined below: Individual and shared fundraising strategies Audit the Consortium members fundraising experience and needs to get a very clear and up-to-date sense of current strengths and weaknesses, opportunities, challenges and threats. Using these audits to review and develop the fundraising strategies for each company for the period of , with a specific focus on philanthropic giving, and ensure there are clear and achievable fundraising targets identified over this period. Work closely with the Consortium members to support the delivery of their individual fundraising strategies, offering guidance and advice, and leading on proposal writing, pitches and applications over the two year period as appropriate. Analyse opportunities for collective fundraising, based on identified areas of shared interest / need or synergies across the individual fundraising strategies, and then work with the Consortium to develop appropriate methodologies to address these areas. Develop a strong overview of the consortium and in particular the opportunities and challenges that face culturally diverse organisations in fundraising. We would be particularly interested in consultants with knowledge or experience of fundraising internationally as it is believed that this would be an area worth investigating for the consortium members Staff and Board development Work with the London 21 Consortium group to set up an inspirational seminar for Board and staff, aimed at kickstarting the Catalyst project and ensuring ownership of the project across all organisations at all levels. Advise on the development training and mentoring for Board and staff, based on gaps or areas of need identified through the audits and individual / shared fundraising strategies. Patronage Advise the Consortium members on the recruitment of Patrons and supporters, and broker new relationships where relevant Examine the scope for shared Patrons across the Consortium and develop a model for how these might operate. 3

4 Digital Technology, IT and systems support Advise as appropriate on IT systems that members might invest in, either collectively or individually. Support research into crowdfunding and how this might work for the Consortium members. Based on the research findings develop a pilot project to test out crowdfunding, working closely with the Consortium to deliver this. Event-led Fundraising and promotional activity Identify key businesses and individual sponsors/donors who might be able to act as Ambassadors, and advocate the value of supporting the arts on behalf of the Consortium. Make approaches as necessary. Support the Consortium to run an agreed number of cultivation events for key targeted businesses and individuals who do not currently support the arts. Work with the Consortium to create an effective case for support for each of the companies, which can be used in promotional materials and marketing. The case for support should appeal in particular to individual donors and private givers, though should aim to have transferrable appeal to other funders. Corporate Networks Work with the Consortium to identify appropriate networks that it would be worth approaching. Develop and deliver a pilot project to test out how a partnership would work, and make recommendations for further partnership projects. Trusts and Foundations Research into suitable trusts and foundations for each of the members, and then prepare applications as required. Examine where there might be opportunities for shared approaches or applications i.e. where a broader cross-organisational package could be developed. Communications and Donor Care Work with the Consortium to develop bespoke systems to ensure that new and existing donors are appropriately looked after, and regular communication is maintained. 4

5 Expected deliverables To summarise, it is expected that the consultant(s) will deliver the following: An audit report on fundraising needs and gaps Revise or develop fundraising plans for the consortium members, with clear and appropriate fundraising targets for the two year period, and then support to deliver strategies and to achieve the targets set A shared fundraising strategy across the consortium that optimises opportunities for a collaborative approach and explores the particular opportunities that might be open to culturally diverse organisations in an international context Input into the planned inspirational seminar Advise as appropriate on staff and Board development and training Recommendations on models for a Patrons system Advice on ways of improving IT systems and online tools that support fundraising A pilot project to test out the potential application of crowd-funding across the Consortium The sourcing of key Ambassadors for the Consortium members we estimate that approximately five new Ambassadors with will recruited during this period. Support for an agreed number of cultivation events for the Consortium members anticipated at this stage to be approximately 2-3 per year. Development of a case for support for each of the consortium members Research into working with corporate networks and the delivery of one pilot project Support the Consortium members to submit at least two new applications per company to appropriate trusts and foundations. Submit at least one application for a joint project across the Consortium Support the development of a strategy for donor care and communications for the Consortium members. A legacy plan for the Consortium outlining key areas for further development in the period beyond Catalyst funding. Regular progress reports and attendance at some Consortium meetings as required. It is anticipated that these deliverables will have a significant impact on the consortium members see the Action Plan available here: for details on expected impacts. 5

6 Tamasha: TDA Masterclass October Photo: Nye Williams Requirements The consortium is keen that this consultancy has a direct impact on fundraising achievements and financial targets, as well as developing strategy and planning. The Consultant(s) should be able to demonstrate the following skills and experience: Significant and demonstrable experience of fundraising across a range of areas, and in an international context, with a specific focus on raising funds from private donors and individual givers. A strong and proven track record in meeting agreed fundraising targets A significant network of contacts across the cultural and corporate sector Experience of working with a range of organisations with varying needs and priorities Experience of supporting the development of staff and Board training programmes, and mentoring staff to increase understanding in this area Experience of planning and shaping fundraising events and devising promotional material to support fundraising activity Strong research and analytical skills Strong communication skills, written and verbal Extensive knowledge of current and future funding opportunities across both private and public sources A comprehensive understanding of the issues affecting fundraising in the cultural sector, and in particular a good understanding of the needs of diverse organisations and the specific fundraising challenges that smaller diverse-led organisations face A flexible and inventive approach and the ability to devise new and innovative ways to address fundraising needs. 6

7 Contractual arrangements and reporting requirements The Consultant(s) will be contracted by Tamasha Theatre Company on behalf of the London 21 Consortium. Tamasha is the lead partner and the recipient of the Arts Council England Catalyst grant. The contract will operate for one year, with an option to extend at the end of this period for a further year (or such shorter period) as agreed between the parties. The fee and workplan for the extended period will be negotiated in good faith prior to the end of the contracted year, and no later than beginning of October It is expected that the Consultant(s) will provide quarterly reports on progress to the assigned lead organisation, and may also be required to attend Consortium meetings (anticipated to be at least four annually) to present verbal reports. A mid-year report must be submitted within six months of the contract start and a first year report no later than 12 months after the contract start. If the contract is renewed, the reporting requirements for the renewed period will be agreed at the time. Timescale The Consultant(s) should be available to work on this project by beginning of October A provisional timetable for the project is: July 2013 Brief circulated and invitations to tender sent out 5 th September 2013 Deadline for receipt of proposals 18 th September 2013 Interviews take place in London (venue tbc) By beginning of October 2013 Consultant(s) begin working with the Consortium November 2013 Inspirational seminar for staff and Boards January 2014 First progress report due April 2014 Mid contract written report due End September 2014 First year project report due By October 2014 Option to extend contract discussed and decision taken Budget and payment structure The full budget for this contract will be in the range of 22,000-25,000. This is estimated against a daily rate of c. 400 per day. The fee is exclusive of VAT but inclusive of all fees and expenses. Value for money will be one of the considerations that we will take into account at proposal stage. Whilst the Catalyst project runs over two years, it is estimated that the bulk of the activity will take place in the first year and therefore the full two year workplan will reflect this. As a result any fees agreed for an extension of this contract are likely to be considerably less than the fee for this phase of the project, as outlined here, though the equivalent daily fee range is likely to remain the same. A payment timetable will be agreed at contract stage and linked to the satisfactory delivery of the agreed work schedule and project reports. Payment will be made on receipt of an invoice against the agreed payment timetable. 7

8 Application procedure Please submit your tender offer in accordance with all of the instructions, requirements and specifications set out in this document. You must treat these documents and any further information provided by the London 21 Consortium as confidential at all times and only disclose them if necessary to prepare a compliant response to the tender. In responding to this tender, please include: Your understanding of the brief Your overall project plan and timetable Details of how you meet all of our requirements as detailed above A minimum of 3 examples of previous relevant projects delivered within the last 3 years Three client references from organisations that you ve delivered similar work for within the last 3 years Pricing options Details of all the individuals who will be involved in the delivery of this project and a short biography / CV for each Nothing in the enclosed documentation or appendixes, or any other communication made by the London 21 Consortium can be considered a contract or agreement at this stage. Conflict of Interest Please indicate in your tender proposal whether you or any of your company directors/staff have relatives who are, or have in the last five years been employed by any of the London 21 consortium members, or have any other formal association with the company. Freedom of Information Under the Freedom of Information Act 2000, members of the public or any interested party, may make a request for information to the London 21 consortium. Information contained in your tender documents will be treated as commercially sensitive and not subject to disclosure until a successful tenderer has been appointed. After this period the London 21 consortium may disclose some or all of that information, unless it still considers that it is covered by one of the exemptions in the Act. Information in your tender and/or contract may be disclosed upon request to members of the public or interested parties. If your tender documents or any information contained in the contract is commercially sensitive or is a trade secret, the onus is on the tenderer to ensure that this information has been clearly identified to the London 21 consortium. Any tender document and/or contract must have this commercially sensitive information and/or trade secret clearly marked and identified as such. 8

9 Evaluation Criteria The table below gives the criteria that will be used to evaluate all tender proposals received: Commercial Criteria Weighting Understanding of the requirements of the brief 5% Evidence of significant experience of fundraising from 20% private donors / individual givers Evidence of fundraising experience from a wide range of 20% other private and public sources An understanding of the particular needs of culturally 10% diverse organisations and experience of fundraising internationally Evidence of experience of mentoring key staff and advising 5% on appropriate training and development programmes TOTAL 60% Technical Criteria Weighting Value for money 15% A clear and robust methodology for the delivery of the 15% project Experience of managing projects to time and on budget 10% TOTAL 40% Contact details: All correspondence in relation to this tender, including tender submissions, should be addressed to: Tamasha Theatre Company, Rich Mix, Bethnal Green Rd, London E1 6LA Tel: Please put Catalyst in the subject line in any correspondence with us. We are not able to enter into discussion with potential applicants regarding this tender, however if you require any clarification on any aspect of the documentation please contact Valerie Synmoie on Any significant issues raised or points of clarification requested will be shared with all companies responding to this tender process. Deadline for receipt of Tenders: Tenders must be received by no later than 5pm on 5 th September

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