Trusts in the Cultural Landscape Webinar 10 September 2019 - - PowerPoint PPT Presentation
Trusts in the Cultural Landscape Webinar 10 September 2019 Please check that your audio output is working Your computer speakers are working, or Your headset is working, or You have dialled in using a telephone Please mute
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Community Leisure UK’s culture-based membership Introducing an integrated trust model between culture and leisure 04
Culture-based membership is increasing
58% of the Community Leisure UK membership has cultural assets and/or services as part of their portfolio of work. Two years ago, this number was still estimated to be around 30%. For Scotland alone, our culture- based membership is even higher – 60%.
Map only shows those who responded to the culture survey.
05 43% of our culture-based membership responded to our Culture Survey.
The foundation of the trust model
Trusts are able to develop innovativ ive, , qua uality pro rogrammes s and se servic ices, have the ability to diversif ify the their income str streams and access specific pots of funding, and through their charitable pur urpose se have the best interest of the community at heart while having the autonomy to make agil ile decis isio ions in res response to to communit ity needs. Two members are main inly or r wholly cul
ixture of f cul ulture and sp sport/leis isure in their portfolio and may also have oth ther fa facil ilities/se servic ices.
An integrated model
programmes
What does integrated mean? “A Trust will align itself with the cultural strategy of the local authority putting purpose before profit. The Trust will actively seek ways to engage with stakeholders and the
collaboration and not the reason for it.”
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Cultural Portfolio Target Groups Operations 07
Cultural assets and services
Theatres ¦ Town and Community Hall ¦ Libraries and Archives ¦ Museums and Galleries ¦ Visitor Centres ¦ Art Centres ¦ Cinemas ¦ Concert Halls Amateur and professional theatre ¦ Dance classes and shows ¦ Film screenings ¦ Music concerts and festivals ¦ Arts and Craft programmes ¦ Drama and acting workshops ¦ Reading and literature groups ¦ family history workshops
Other services
Schools Nursery, care and residential homes Village Hall/Community Centre Parks/squares Town centre/high street Libraries
Community Outreach work
Trusts manage over 60 herit itage bui uildin
excludes Carnegie libraries. In England and Wales, most of these buildings are Grade 2 listed. In Scotland, most are Grade A or B listed.
Heritage buildings
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33% 29% 17% 13% 17%
Adult education and employment skills training Coding and other digital skills classes Health and wellbeing sessions Meeting and conferencing space rental Other (still culture- related)
cul ultural ass ssets
43% of culture- based membership
cul ultural ass ssets
Expected across culture-based membership
General audience
Children Teenagers Middle aged people Older people People with low income and the unemployed People with physical disabilities People with poor mental health BAME communities Talented individuals
“Our communities are comprised of people with all backgrounds and experiences” “These groups represent the population of the Borders. Our policy is access for all, so we include access for those with mental or physical impairments, but don't specifically target them.” “We run programmes and events to engage the general public and we support local artists to develop their careers and networks." Tailored programmes
Children Teenagers Older people
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“Because we can demonstrate clear need within our community and it fits our charitable objectives to do this work.”
LGBTQ communities People with long-term conditions Women and girls People with low income and the unemployed People with physical disabilities People with poor mental health People with long-term conditions Women and girls, Talented individuals
010 Within their communities, most trusts work closely with:
secondary schools
colleges
Creative Scotland SLIC Museums and Galleries Scotland Historic Environment Scotland Mus useum Ass Associa iatio ion CIL ILIP MacMillan Cancer Support Health and Social Care Partnerships
DCMS Arts Council England Local Government Association CLOA English Heritage National Trust UK Theatre Mus useum Ass Associa iatio ion CIL ILIP Lib Libra rarie ies Con
Natio tional l Arch Archives Local community groups CCGs
Arts Council of Wales Welsh Local Government Association Creu Cymru Theatrical Management Association NODA Mus useum Ass Associa iatio ion CIL ILIP Lib Libra rarie ies Con
Natio tional l Arch Archives ASD Wales NERS NEWCIS Scottish Government Welsh Government and the Future Generations Office
Partnerships and collaborations
Staff, volunteers, and apprentices
culture trusts are estimated to employ over
anywhere else in the country – on average,
, a tru trust in in Scotland works with ith 390 volu lunteers.
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74% 52% 22% 63%
One-off event help Manage and run long-term activities/programmes Administrative support (office work) Other - incl. stewarding, archiving/cataloguing, support on specific programmes, general support
Finance
income stems from local authority management fees.
cultural work.
Scotland, Arts Council England, Big Lottery and philanthropy giving.
crowdfunding.
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Challenges Opportunities Culture Trusts Community Leisure UK 013
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Difficult financial climate
Reduction in public subsidy and general reduction for public sector support Lack of funding for capital investment projects Reduced funding / reduction in management fees Limited sustainable funding streams
Dated buildings and general poor condition
buildings Expectations for funding and the reduced value placed
Reduced resources and capacity to deliver and develop programmes “Significant reduction in the Management Fee has meant we cannot expand the cultural / arts offer to the community; Arts programmes have reduced over the last 10 years; Cannot afford to take risks with our programme.” In response to public sector budget cuts, members respond to have increased admission costs (70%) and are undergoing internal reorganisations and refocusing of services (61%). In Scotland, most culture trusts (87.5%) are now charging admission costs for previously free of charge events. Trusts are further changing or reducing innovative events to decrease risks (43%), and expanding activities that increase short-term revenues (48%).
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Leadership from and alignment with national agencies Strong societal support for cultural programming Targeted programming in collaboration with (community) partners
“Scottish Government's proposed new Cultural Strategy for Scotland: The importance of culture in community life is recognised and broadly valued by the public sector here” “There's a diverse range
well as community support and appreciation” “Look at ACE 10 year plan” “Clearly demonstrating culture’s contribution to wider government and Local Authority strategic aims and
“The opportunity for cultural engagement is endless within the
end of the scale with schools engagement and the embedding of cultural themes in the creative curriculum, […] to daily life working alongside groups promoting way[s] to support health & wellbeing.” “[..] cultural attendance is increasing as communities look to ways of experiencing something different and new.” “Providing community focussed events with partners e.g. Tea Dance for dementia, clubs for isolation and loneliness e.g. jigsaw, scrabble, knit & knatter,
storytelling for under 5's for health & wellbeing of parents.”
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“Many facilities hold an important place for their local communities, we host and hold important events as a part of wider local eve events to to sho showcase loca local hist history an and cul culture. We are also saf safeguarding the these spa spaces for for com communit ity use se and ensure they are accessible and maintained for future generations.” “The Gwyn Hall allows people to exp experience an and jo join in in cult culture on
the their r do
visiting for live theatre shows, cinema screenings or popping in for a bit to eat or drink enabling people to meet and socialise ― increasing wellbeing and reducing isolation. We offe
the theatrical l spa space for for lo local gr groups to perform and watch live performances.” “Ev Everyone, irre irrespective of
age, , abi abilit ity or
, sh should be be ab able to to enj enjoy the the hea health an and wel wellbeing be benefit its of
being ac activ ive an and cult culturall lly eng
what each of our communities need and we wo work to to pro provide th that in in par partners rship wit with key key sta stakeholders.”
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Increase resilience of culture trusts: advocate for the trust model and facilitate peer networking circulate funding
coordinate
for culture trusts to join in nation-wide cultural programming strengthen culture-based membership by inviting more (small) wholly
trusts strategic engagement with national agencies
Health and Wellbeing Local (business) development Using digital technology Engaging non-users and non- traditional audiences 018
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Participation in local or regional partnership programmes
Trusts actively participate in local and regional development programmes. Most notably, they participate in Bus usin iness s Improvement Districts, Creative Scotland’s Place Pro rogramme, the the Creativ ive People and Pla laces Pro rogramme, , and in Communit ity Pla lannin ing Partnership ips (Scotland). Trusts strengthen the local business, artistic and cultural scene by providing valuable services to voluntary organisations, community groups, and artists and creatives. Event Space ¦ Rehearsal and Working Space ¦ Networking Space Funding ¦ Business Consultancy
Support for local businesses and entrepreneurs
Besides supporting these regional development programmes, trusts also benefit from them in multiple ways. It gives them access to to a network and creates shared le learning opportunitie ies while also providing the opportunity for str strategic ic and polit itic ical influence and development of f the their portfolio io of f work.
Benefits of participation
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How digital technology is used
Website ¦ Facebook ¦ YouTube ¦ Twitter ¦ Instagram ¦ Google Analytics Box Office ¦ Cinema Systems ¦ Online bookings and ticketing ¦ Click & Collect Book Loan Systems ¦ Self-service library kiosks PCs ¦ Tablets ¦ Games Consoles ¦ 3D printers ¦ Sensory technology ¦ Media wall ¦ free Wifi ¦ Digital Notice Boards
Challenges
“Integration with existing systems Capacity to manage implementation” “Lack of skills and experience in house, cost to commission this expertise, cost to purchase and upgrade equipment etc” “Technology often not up to date
systems and they don't talk to each other. Restricted on what we can buy as our IT systems are still controlled by local authority”
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022 The top four reasons for people not to engage with cultural trusts comes down to: 1. Unawareness of existence 2. Cost 3. Not interested in cultural activities 4. Busy lifestyles
To take on the top four reasons for non-engagement, culture trusts diversif ify the their ir se servic ices and pro rogrammes, therewith also introducing free events or concession prices, while also workin ing in partnership ip wit ith oft ften lo local cul ultural or r
ther thi third se sector org rganisatio ions, to reach a wider audience by building trust and understanding of the needs of the audience. 50% of f tr trusts conduct re research on engagement barriers. Research is done in alignment with specific programmes and compared to other, nationally available statistics.
How do we take our findings forward? What are the key next steps for Community Leisure UK? How do we work closer with partners? 023
Proposed next steps
learning and information through the network (across countries and regions)
Finance Group
members
a collective voice on behalf of members
and progress with members
members?
important that this work reflects members’ needs
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Questions
Cate Atwater Chief Executive Officer cateatwater@communityleisureuk.org Jennifer Huygen Engagement & Policy Manager jenniferhuygen@communityleisureuk.org
Kirsty Cumming Engagement & Policy Manager – Scotland kirstycumming@communityleisureuk.org Kate Doyle Administration & Operations Coordinator katedoyle@communityleisureuk.org 027