Arts Council England’s Delivery Plan 24-27

Over the next four weeks, I will be delving into the Arts Council England's 2024-27 Delivery Plan, exploring its ambitious goals and how they align with the realities faced by the cultural sector today. Each week, we'll tackle a different aspect of the plan, examining its potential impact and the challenges that lie ahead. This series aims to provide a comprehensive response to the Delivery Plan, offering insights and solutions to help navigate the path forward. In this first instalment, we explore the overarching vision of "Let's Create" and the feasibility of realising such aspirations in our current climate.

"Let's Create... But Can We Really?"

The Arts Council England's 2024-27 Delivery Plan sets out an ambitious vision to invest in creativity and culture, aiming to enrich lives, communities, and the economy. This aspiration reflects a deep understanding of the arts as a transformative force capable of driving social change and economic growth. However, the question remains: can these lofty goals be fully realised in today’s complex and often challenging environment?

The cultural sector is currently grappling with a myriad of challenges, from the enduring impacts of the COVID-19 pandemic to financial pressures exacerbated by economic uncertainties. Organisations are tasked with navigating reduced funding, shifting audience expectations, and the need for digital transformation. The Delivery Plan acknowledges these hurdles but provides limited guidance on how to overcome them.

One of the critical factors influencing the success of this vision is leadership within cultural organisations. Directors and trustees play a pivotal role in steering their organisations towards innovation and collaboration. However, their capacity to focus on these strategic areas is often limited. A report by the Charity Commission highlights that many trustees in the cultural sector are volunteers, dedicating their time primarily to sustaining their organisations in the short term. This often involves addressing immediate financial pressures, operational challenges, and compliance requirements, leaving little room for long-term strategic planning.

The reality is that many cultural organisations operate with limited resources, and directors and trustees are stretched thin. The demands of day-to-day management can overshadow the need for innovation and collaboration, which are essential for adapting to a rapidly changing landscape. A report by the Clore Leadership Programme emphasises the importance of continuous professional development for cultural leaders, yet finding the time and resources for such development can be challenging.

Moreover, the economic climate remains uncertain, with inflation and cost-of-living increases impacting discretionary spending on the arts. The Delivery Plan's success hinges on addressing these financial constraints and providing support for organisations to innovate and adapt. According to a recent report by the Creative Industries Federation, the sector faces significant financial pressures, with many organisations operating on tight margins due to reduced funding and rising costs.

The pandemic has exacerbated these challenges, leading to a decline in audience numbers and a shift in consumer behaviour. Many organisations have had to pivot to digital offerings, yet the transition has not been seamless. A report by Arts Council England highlights that while digital engagement has increased, monetising these offerings remains a challenge.

To truly "create" in the fullest sense, the sector must embrace innovation and collaboration. This means rethinking traditional models of operation and exploring new avenues for engagement and funding. It requires a willingness to experiment with digital technologies, not just as a temporary solution but as a permanent enhancement to cultural offerings. Furthermore, fostering partnerships across sectors can open up new opportunities for growth and sustainability.

To address these challenges, the Delivery Plan must provide support for leadership development, ensuring that directors and trustees have the tools and resources needed to explore new business models and foster collaboration. This could include funding for training programmes, mentorship opportunities, and peer networks that facilitate knowledge sharing and support.

Moreover, fostering a culture of innovation and collaboration requires a shift in mindset. Directors and trustees need to be empowered to take calculated risks and experiment with new approaches, without fear of failure. This involves creating an organisational culture that values creativity and encourages cross-sector partnerships.

The role of leadership in this context cannot be overstated. Cultural leaders must be equipped with the skills to navigate this evolving landscape, championing diversity, inclusion, and accessibility while maintaining artistic integrity. This involves not only understanding the cultural value but also articulating it in ways that resonate with policymakers, funders, and the public.

In conclusion, while the Delivery Plan sets a promising framework for the future, its success will depend on the sector's ability to adapt and innovate. By embracing change and leveraging the collective strengths of cultural organisations, we can indeed "create" a vibrant and sustainable cultural ecosystem. The journey will require a collective effort, with support from the Arts Council and a commitment from cultural leaders to push boundaries and explore new horizons. Only then can we truly realise the transformative potential of the arts in enriching our society.

WithByFor's Role

At WithByFor, we recognise the challenges outlined in this blog and are committed to supporting cultural organisations in navigating this complex landscape. Our expertise in co-creation and innovation equips leaders with the tools they need to explore new business models and foster collaboration. We offer tailored consultancy services, training programmes, and mentorship opportunities designed to empower directors and trustees to embrace change and lead their organisations into a sustainable and vibrant future. Together, we can transform the cultural sector and ensure that creativity and culture remain at the heart of our communities.