Arts Council

England
Presented by
Jain Manoj
Divya
Gopal Krishan
Rushikesh
 Introduction
• Arts Council of Great Britain
• Working as single organization
• Motive of this organization
• Management of funds
 Changes in 1990
• Art Council of England
• Independent Regional Art council
were created
• There was dissatisfaction in
government
• Many department suggested ACE to
restructure the system
 Changes in 2003
• Created a dynamic new organization
• Streamlined in operation and
responsive at regional level
• Delegated real decision making to
regional level
• Simple and more consistent for those
applying for funding
Theoretical Perspective
 The underlying theory of this case is
how organizations have to organize
themselves in terms of structures,
processes and relationships so that they
enable success and adapt to change
 Understanding the strategic position of
an organization and considering the
strategic choices open to it are of little
values unless the preferred strategies are
put into action
• Hence to implement the preferred
strategy, the organizations have to
organize themselves to contribute to the
success of the strategy
• Organizations, while organizing
themselves have to look into its
coherent configuration which consists
of:
Organizational Structures
Organizational Processes
Management of Relationships
Organizational Structures
 These define the levels and roles in organizations
 There are seven basic structural types with their
own set of advantages and disadvantages. They
are:
• The functional structure
• The multidivisional structure
• The holding company structure
• The matrix structure
• The transnational structure
• Team-based structure
• Project based structure
Organizational Processes
These processes can be thought of as controls
on the organization’s operations
The different controls can be executed through:

Direct Supervision
Planning Processes
Self-control and personal motivation
Cultural process
Performance targeting processes
Market Processes
• Relationships
This deals with how relationships are build
and maintained internally and externally
Internal relations can be based on:
Relating to the centre
Relation over strategy
 Strategy planning
 Financial control
 Strategic control
External relations include:
Outsourcing
Strategic alliances
Networking
Virtual Organizations
 Structure prior to 1990
Deploying
Arts council 20% of funds
of England to regional
arts
associations

Regional Regional Regional

Arts Arts Arts
Association Association Association
 Changes in 1990
• Regional arts council
• Independent bodies
• Arts council got the responsibility for
national level events
• Individual decision making
• Reporting to the secretary of the state
 Review

Advantages Disadvantages
• Focus on regional • Increase in costs
activities • Difficult to create
• A self standing unit single policy for nation
• Specialization • Intense competition
• Knowledge sharing • Duplication
 The new ACE in 2003

ACE (15 members)

Executive Structure

RAC 1 (15 Members) RAC 2 (15 Members) RAC 3 (15 Members)

Structure of Council 2003
• Appointment of members of national
council by Secretary of State
• Representative of local government
• Responsibilities of RAC
• Annual budgets
• 3 years regional investment plans
• Agreement of regional strategies within the
framework of national policy
 Review of new structure

• One policy can be formed

• Decrease in costs
• Flow of work
• Sufficient representation
• In line with the new policies
Ambitions of Art Council
• Prioritize individual artist
• Helping organizations to
thrive rather than survive
• Cultural diversity
• Prioritize young people and
creative partnership
• Maximize growth in art
The art council and arts
• Modern arts
• Promotion of artists
• Benefits audience and artists

Placing art at center

• “Life source”
• Priority to artists rather than funding the
organisations
• Spot, develop talent and encourage artists
• Change direction and find new aspiration
Art council and art organisations
• Building new relations

Cultural diversity
• Space to explore differences
• More funding for cultural
diversity
• Change in employment
profile and governance
Art and young people
• Transforming power
• Creative partnership

Growth in Resource for art

• Partnership with art institutes
• Transforming power
 Future
• Investment in arts
£ 335 Million £ 410 Million
• Position and market art publicly
• Operational changes
• Lever resources
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