BIRMINGHAM ARTS PARTNERSHIP
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- Bernadette McCoy
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1 BIRMINGHAM ARTS PARTNERSHIP Response to Council Business Plan and Budget Consultation 1. Executive Summary & Key Recommendations 1.1. Birmingham Arts Partnership (BAP) is pleased to submit a response to Birmingham City Council s business plan and budget consultation BAP s work includes staging and promoting Weekender festivals; running one of the Arts Council s Bridge programmes; securing new funds to support creative employment and volunteer programmes as well as co-ordinating key learning and participation and marketing and data projects We passionately believe that a new leadership model, based on strong partnerships, is essential for the future of the cultural sector in Birmingham. For over a year, BAP has been working to develop a new partnership vehicle for arts, culture and heritage in Birmingham. To date, Birmingham City Council has not formally committed to the new partnership Culture Central, the new cultural development agency for Birmingham, will launch in April 2016, with a permanent director currently being recruited Birmingham City Council proposes to reduce core grants and contracts with leading arts and culture companies by 1.3M (22% year-on-year) in 2016/ Many residents of Birmingham have underlined the importance of arts and culture to the city and their communities in recent consultation Birmingham city council has committed itself to better partnership working and stated that citizens should enjoy a vibrant cultural offer driven by arts and culture organisations, not the City Council Birmingham enjoys the greatest cultural infrastructure of any English city outside London, with a unique strength in breadth and depth of world class culture. This unique infrastructure and Birmingham s arts and cultural offer could be at serious risk if the proposed levels of funding cuts in the draft budget proceed BAP wants to work with the new leadership of the Council to develop an innovative new approach, to better utilise existing assets and funds and to develop a new model for investing in Birmingham s arts and cultural offer over the medium term. Our key recommendations are for: 1.10 Birmingham City Council to commit to playing a full and active part in Culture Central; 1.11 the Council to re-consider its funding allocations to major arts grants and contract recipients, committing to an absolute minimum financial investments of 5M; 1.12 the local authority to commit to working with Culture Central to maintain and develop Birmingham s cultural infrastructure, the medium to long-term financial stability of the arts, culture and heritage and the wide contribution it makes to the City of Birmingham and beyond.
2 2. Introduction 2.1. Birmingham Arts Partnership (BAP) represents a high profile group of cultural standardbearers, funded by a mixture of public and private sources working together to secure the city s cultural infrastructure and promote the artistic offer of Birmingham We are grateful for the opportunity to respond to Birmingham City Council s consultation on its 2016/17 Business Plan and Budget as well as the budget outlook for the medium term We recognise that, once again, the Council faces a challenging task in setting its budget with continuing reductions in central government funding and increasing calls on Council services We also appreciate that the Council is in a significant period of change, including new leadership, implementing the reforms urged by the Kerslake Review and contributing to a new devolution settlement Members of BAP will be making their own representations to the Council with regard to their applications for funding and the proposed contract or grant allocation for 2016/17 and beyond. This submission seeks to reflect some of the wider points in relation to arts, culture and heritage. 3. Cultural Development 3.1. We passionately believe that a new leadership model, based on strong partnerships, is essential for the future of the cultural sector and the role it plays in inspiring and entertaining; enriching and enlivening people and communities as well as in driving inward investment and visitors Record tourism figures for Birmingham in 2015, in which arts, culture and heritage played such a large part including BAP s Birmingham Weekender, underline the vital importance of the sector to jobs, growth and investment For over a year, we have been working to develop a new partnership vehicle for arts, culture and heritage in Birmingham. This project has been actively supported by Arts Council England (ACE) and has been the subject of constructive meetings with leading councillors and officers. However, to date, Birmingham City Council has not formally committed to the new partnership Culture Central, the new cultural development agency for Birmingham, is now established and a permanent director is being recruited this month Culture Central will launch in April 2016 and we hope Council leaders will stand with the chief executive of ACE and ministers to help formally begin the work of the agency. Page 2 of 6
3 4. Culture Central Culture Central aims to: 4.1. Re-invigorate Birmingham s artistic reputation 4.2. Develop and manage the city s artistic vision and cultural strategy 4.3. Raise aspiration and encourage an appetite for lifelong learning through engagement with arts, culture and heritage 4.4. Ensure the cultural sector continues to contribute to the quality of life, placemaking and wellbeing for communities, city and region 4.5. Increase and diversify audiences and participants for arts, culture and heritage 4.6. Support artistic talent, skills and career development 4.7. Build the resilience and sustainability of the cultural sector, securing additional income streams from public, private and philanthropic sources and leveraging community assets 4.8. Create the infrastructure to manage the city s investment in arts, culture and heritage as part of growing the budget for Birmingham in the medium to long term. Culture Central will: 4.1. Welcome all organisations with an interest in arts, culture and heritage - including the wider creative industries, business and education sectors as members or subscribers 4.2. Encourage and enable its members to create innovative collaborative projects that will strengthen the city s international reputation for cultural provision and activity, building upon the success of Weekender festivals 4.3. Create and produce international, free, biennial festivals in Birmingham 4.4. Establish cross-artform skills training and apprenticeship programmes 4.5. Build upon outstanding work produced for, by and with young people and families across diverse communities by creating new learning and engagement programmes with Arts Connect 4.6. Develop an evidence base and disseminate knowledge to demonstrate the value of arts and culture, locally and nationally 4.7. Create a narrative and brand positioning to advocate for the arts, culture and heritage 4.8. Harness data to increase understanding of audiences and grow cultural attendances through shared planning and marketing 4.9. Identify and secure new sources of funding for cultural activity from trusts and foundations, business, education, philanthropists and investors. 5. Investment 5.1. Birmingham City Council proposes to reduce core grants and contracts with leading arts and culture companies by 1.3M (22% year-on-year) in 2016/ The arts and cultural sector has already been subject to significant reductions in funding by Birmingham City Council as well as Arts Council England in the last five years, seeing in excess of 5million cut from core budgets Organisations have managed to adapt and deliver the required savings, but the degree of decrease in investment is already beginning to have a material effect on both the core cultural offer, including performances and exhibitions, as well as important education, outreach and touring activity The Government has made a commitment to the arts notably in respect of DCMS and its funding of Arts Council England as part of its latest spending review. The arts sector was described as one of the best investments the nation could make and we fundamentally believe the same is true for the City of Birmingham. Page 3 of 6
4 5.5. As well as observing ACE to ensure it follows through in directing more cash towards the arts, away from overheads and administration, we will continue our campaign to re-balance cultural investment with less focus on the capital city Senior ministers, including the arts minister as well as chair of the Arts Council among others have been clear in recent weeks that local authorities need to maintain their support for arts and culture. We believe it is vital that local Council and Arts Council both keep investing in Birmingham s arts and cultural offer and with a greater level of co-operation. 6. Vision for Birmingham 6.1. Consultation conducted on behalf of the city council (Taking the Council to the People Roadshow) underlined the importance that citizens place on arts and culture. As the report observed: The importance of arts and culture was stressed by many. While it was understandable that there had to be a concentration on the most basic levels of services, we still need things which make life enjoyable and a fun place to live and also generate tourism Although it was clear that grants for arts and culture are going to be reduced, it was important not to kill the goose that lays the golden eggs by in effect closing down voluntary arts groups and weakening the CBSO and similar organisations. As one participant noted: Arts and culture were very important in building community spirit, education and innovation, and attracting visitors The report also reflected the widely held view that the business community, including through Business Improvement Districts, should be encouraged to take a greater role in supporting arts and culture. We agree with that principle and our work over the last twelve months, not least in respect of generating new funders for Birmingham Weekender, is testimony to the progress we and our partners are making As the Cabinet member for skills, learning and culture, said on publication of the budget consultation: A city without culture is a city without a soul and a vibrant cultural scene is vital to encouraging visitors and investment as well as being good for the people of this city The local authority s 2020 Future Council Vision, also the subject of consultation, articulates a clear mission for the next five years that: citizens can enjoy a vibrant cultural offer driven by arts and culture organisations, not the City Council We agree with that aspiration, notwithstanding the important continuing role we envisage for the Council as key partner in setting the cultural strategy and helping to deliver a vibrant arts offer for residents and visitors. Given the clear mission stated by the Council, its general commitment to much more partnership working and the financial outlook, we believe it is imperative for Birmingham City Council to commit to plans for Culture Central. Page 4 of 6
5 6.8. BAP members have taken an active role in the development of the Birmingham Cultural Strategy We ask that the Council engages with Culture Central to work ever more closely with the sector on the future for arts and culture in the city, developing both the vision and a sound financial basis for the sector. A stronger and more open partnership will ensure there is less isolated working and we move from simply sharing ideas to joining up strategy and delivery The Council s consultation with citizens also highlighted the desire for arts, culture and heritage organisations to work beyond the city centre in Birmingham s many districts and communities. This also aligns with a core element of the new Leader s agenda BAP members, and the wider cultural sector, already undertake extensive community engagement, education and touring work as well as managing a series of initiatives to increase access to the arts. We continue to work closely with the Council on many of these programmes, including through Arts Champions We estimate that BAP organisations are investing in the region of 2M in learning and participation programmes. BAP s Learning Group is very active, involving organisations beyond the existing partnership, and has made a significant contribution to the Council s Creative Future strategy BAP is now managing the Arts Council s Bridge programme for the region Arts Connect in partnership with the University of Wolverhampton. The mac birmingham based team is one of ten such organisations nationally funded by ACE to deliver a range of work to ensure more children and young people can access more arts and culture We are at an advanced stage of our application to the European Social Fund (ESF) to develop a 1M creative employment programme offering Culture Central members opportunities for support on recruitment strategies, skills training, career guidance, professional development and hosting apprenticeships and internships as well as working closely with the wider creative industries sector, recognising the foundation arts and culture provides to creative businesses Building on the success of Weekender events, the Esmée Fairburn Foundation is supporting our work to develop the important contribution that volunteers make to the cultural sector. Volunteers are critical to events at cultural venues as well as special events and festivals. The Foundation will support both the growth and development of the existing BAP volunteer pool. The programme, backed by a significant grant, will allow us to develop the training and support given to volunteers and provide them with accredited training that may be useful to them in their own career development We are working closely with the Aston University, Birmingham City University and the University of Birmingham to embed a commitment to research and developing an evidence base at the heart of Culture Central. We anticipate this partnership will be formally established ready for Culture Central s launch in April BAP is continuing to work closely with key agencies, including Marketing Birmingham and the Greater Birmingham and Solihull Local Enterprise Partnership, to both support the development and promotion of the creative sector. We want to build this cross-sector partnership approach across a wide range of Birmingham s sectors and communities as Culture Central starts work. Page 5 of 6
6 7. Sustaining Birmingham s Cultural Infrastructure 7.1. The new Leader of the Council has been an enthusiastic proponent of new financial models and in using capital assets and long term funds to support investment in infrastructure, economic development and strong communities. We believe exploring innovative utilisation of assets should be a priority for the Council and arts, cultural and heritage organisations in order to address the financial challenges over the medium term We also agree with the new Leader that, as the role and shape of the Council develops over the next five years, the focus should move to the budget that the City of Birmingham not simply of the Council itself - has to invest in key areas, such as arts and culture. Investment from Birmingham City Council will continue to have a role in the medium term, but so too will its role in working with the sector to secure other public funding as well as leveraging investment from private, trust and foundation and individual sources Birmingham enjoys the greatest cultural infrastructure of any English city outside London, with a unique strength in breadth and depth of world class culture. This infrastructure is the result of the long term vision of the Council, across successive administrations, to invest in the value that arts and culture bring to social and economic regeneration We believe there is a funding floor below which the core cultural infrastructure of the city could be irretrievably damaged. There is a serious risk, we suggest, that the proposed level of funding cuts in the draft budget could produce unintentional consequences not just for the city s arts and cultural provision but the impact it delivers in economic and social terms As referenced earlier, individual arts and cultural organisations will make their own representations to the Council. However, BAP proposes that the Council should re-consider the level of allocations to be made to major grant and contract recipients and that this should be set no lower that 5million. Furthermore, in partnership with Culture Central the Council should seek to maintain this level of core funding over the medium term by identifying and attracting other funders, including the business community. Sent to: budget.views@birmingham.gov.uk 8 January 2016 Andy Howell Strategic Director Birmingham Arts Partnership c/o Birmingham REP Centenary Square Broad Street Birmingham B1 2EP andy.howell@me.com Page 6 of 6
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