MMM Evaluation Report 2005

8/14/2019 MMM Evaluation Report 2005

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Arts & Business - Nutmeg House, 60 Gainsford Street, Butlers Wharf, London. SE1 2NY, Tel: 020 7378 8143, www.AandB.org.uk

Mission, Models & Money

Participant Feedback Survey

March 2005


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The initiative of A&B and the Jerwood Charity, the purpose of the MMM

Programme of Work (PoW) is to address the challenges faced by both theUK funding system and individual arts organisations in developing

sustainability and the scope for and challenges of introducing new models

and ways of funding

MMM Aim


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To address the challenges faced by both the UK funding system and

individual arts organisations in developing financial sustainability.

To deepen our understanding of the challenges of successfully

managing for mission and money.

Assessing the scope for introducing new models and new ways of

funding.

To influence key decision makers in DCMS and No.10.

Activate change in the arts community and among those who invest

in them, to create a sustainable and stronger future

MMM Objectives:


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MMM Participant Feedback

Quantitative and Qualitative

Findings


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A mix of Quantitative and Qualitative questions

192 questionnaires sent out by email (to all participants)

48 anonymous responses (25% response rate)

MMM Survey Methodology


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MMM Survey: Sample Breakdown

Respondents by type of organisation

0 5 10 15 20 25 30 35 40

Art s/Cultural Organisation

Business

Funding Body

Government

Others

Respondents by Art form

0 1 2 3 4 5 6 7 8 9

Architecture

Art s Centr e

Community Art s

Crafts

Dance

Festivals

Issue-based art s

Museum

Music

Opera

Theatre

Visual Art s


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MMM Survey Findings:

RAISING AWARENESS AND UNDERSTANDING

To what extent has participating in the MMM initiative increased your understanding of the challenges facing the

cultural sector in managing for mission and money?

10 19 11 7 1

0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

5 To a very large extent

4

3

2

1 Not at all

Base: 48 respondents


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ADDRESSING THE CHALLENGES

To what extent do you think the MMM initiative addressed the key challenges faced by the cultural sector in

developing financial sustainability?

4 17 21 6 0

0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%


4

3

2

1 Not at all



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FUTURE SIGNIFICANCE

How significant do you think the MMM initiative will be for the future development of cultural policy in the UK?

2 19 21 4 2

0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

5 Very s ignificant

4

3

2

1 Not at all



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DEVELOPING NEW MODELS

How confident are you that the MMM initiative will lead to the introduction of new practical approaches and

models for financial and organisational sustainability in the cultural sector?

1 17 15 14 1

0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

5 Very confident

4

3

2

1 Not at all



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ACTIVATING CHANGE

To what extent do you think that the MMM initiative will activate the changes required to create a more

sustainable future for the UK cultural sector?

1 14 21 8 4

0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%


4

3

2

1 Not at all



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What would you say were the main strengths and weaknesses of the

MMM initiative?

Summary Strengths

Great networking opportunities - bringing

together such a wide range of people from acrossthe sector and with such a wide range of

experience.

High quality delegate base - senior level

attendees; key decision makers and cultural leaders

gathered in one place

Effectiveness of the forum - high level debate

and engagement, addressing timely issues and

understand common problems.

Quality of research/opinion papers that hadbeen prepared prior to the forum

Diversity of the audience - bringing together

such a wide range of people from across the sector

and with such a wide range of experience.

Events organisation: Excellent speakers, well

organised with useful and thought-provoking

literature provided up front (as well as presumably

after the event)


Summary Weaknesses

Future sustainability if the initiative - what will

happen next? Lack of clarity regarding anticipatedoutcomes and who should be responsible for

driving the agenda forward. Need for action

planning - where will the models come from,

what should be done next?

Engagement - needs to engage the leaders of

more art organisations, more funding bodies, also

missed the presence from academics.

Focus lost in some debates, difficulties staying

on topic.

Lack of time for the breakout sessions, and

would like to have seen more involvement from

the Clore fellows.


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What would you say were the main strengths and weaknesses of the

MMM initiative?

Strengths (Comments)

Bold and creative thinking that stimulates debate.

Experience drawn from other sectors and models of

practice. Determination to act not just talk. That it is

not owned as an initiative by ACE

Breakout sessions, issue champions, the amount of

research that was done on each subject, the second

conference being a very strong outcome of the first one -

this now needs to be followed up by more work

The passion and commitment of key speakers, in

making the case for fundamental change across the

sector, engendering the feeling that something might be

done.

Opportunity for sharing detailed research that smaller

organisations could not contemplate undertaking.

Sharing of knowledge from other peers. Looking at other

models not considered within the industry. Good level of

debate.


Weaknesses (Comments)

Risk that problems are chronic and there are no

common solutions through such a forum as MMM

MMM1 vs. MMM2: first conference was more

interesting than second in that concrete examples are

more inspiring than a lot of talk

Many people at the conference did not believe that the

principal voices representing the arts in this country

could provide a competent enough argument to

government to persuade them to have a long term and

sustainable strategy for the arts and culture

Hard to translate into action when back in day to

day reality, smaller orgs find it harder still

Needs now to move into focussing on action - e.g.

doing some experiments and reporting back. I have lots

of ideas for what some of these should be. Needs more

local authority presence

Feb 05 lacked visionary leadership to inspire people

to embrace change


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What might be a more effective way of activating change in the cultural

sector?


Qualitative Feedback

ACTION PLANNING

Having a public action plan - with ACE/DCMS on board, action research and public pilots.

Some organisation which will spearhead and champion the case - and which has teeth / a cutting edge to the way it operates.And is also free of Government subsidy itself.

Small-scale real experiments, reported in real time feedback. Reporting on the success or failure of these would be most valuable

and informative

Not necessarily more effective but in addition it might help if there was some kind of 'bonus' scheme for best practice examples of

change

A fundamental review delivering a keynote paper on the key issues facing the arts. This would be sponsored by government &

headed by an senior independent figure.

From the conference day, develop some small 'task forces' to develop ideas and present options for moving forward

Actively pursue practical suggestions that emerge through the day

Bed the initiative more firmly into current political/funding structures so it cannot be seen as an add-on

Supporting the development of change scenarios out in the field that organisations can see as transferable and realistic

Practical workshops and information on how to effectively generate income

Looking at successful experiments, extrapolating to policy


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sector? (Continued)


ENGAGEMENT

Senior level vision presentations to ministers and civil servants

Funding organisations (Arts Council, MLA, DCMS, local authorities) really taking on this issue in a proactive way

To enable smaller arts organisations, artists and audiences to contribute to the debate - there is a need to hear their grievances

and desires before you can affect change/criticise practice. There is also a need for transparency regarding arts council and

government policy - MMM could provide a site for cross-sector lobbying and engagement with policy, but at the moment often

feels led by hidden agendas.

Ensuring those responsible for artistic output are fully engaged with the business and operational challenges - working in

harmony rather than conflict. Within theatre, it is also important to involve those from the commercial sector.

The way in which this initiative dovetails with ACE's work on RFOs will be critical

Directly influencing government through select committees

Widen the debate from the current incumbent arts sector. They're only interested in preserving the status quo. How can they be

the people who will find new models?

FOCUS

Focusing more attention and discussion on less issues at a time. It felt rushed in the end

There may be something in looking at new models and sustaining change in a more focused context - a MMM conferenceconfined to a specific geographical area, or to a specific part of the sector - I'd be really interested in taking something forward for

museums, how they work as both repositories of the past and pointers to the future, and how this might impact upon funding

models.



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sector? (Continued)


LEADERSHIP

I think it is an effective way - an annual conference of this type would be an excellent idea, but I would like to know how some of

the really important issues raised such as cultural leadership are going to be taken forward.

We could consider electing our representatives and holding them to account to us rather than them being appointed and us being

answerable to them

Strong leadership - not just political and ACE - but from advocates within arts and the business community. It has to come from

within.

Most arts organisations have gone through their most substantial change at the direct behest of key stakeholders/funders; another

key driver of change have been changes of senior personnel (both at Board and senior executive level). MMM will work primarily

through its effect on these organisations and people

OTHER FEEDBACK

It is a good start and platform on which to build, but it is still only words at the moment - it should not be about replacing it with

something else but continuing the good work.

I don't think you have persuaded the sector that it needs changing - there is a sense that it has survived before and will again. And

that it is other organisations that need to change, not our own. The people promoting change are not starting out/at the coalface -

and to be told to change by those not needing to is not so powerful. So win the hearts and minds of those currently

struggling/running mid and small scale.

The only way has to be through networking, brainstorming and exchange of ideas through such things as MMM. Any formal

outside interference would be disastrous because so much depends on individual companies' circumstances, strengths & weaknesses,

and personnel.

Releasing gov't funded museums/org from the burden and of being gov't funded which might result in more creativity and initiative

within the sector.

Learning from other successes and failures; more support e.g. through Arts and Business to provide resources to help organisations

get up to speed; "invest to save" money (such as is available occasionally from Treasury to government funded bodies) more widely

available



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How do you think things are going to change for you and your

organisation as a result of MMM?

Short-term Outcomes: Qualitative Feedback

I have made new contacts and I am able to use valuable information gained for staff and board members. Being the

chief executive of an arts organisation in the provinces is an extremely lonely occupation.

They won't but the debate was provocative and keeps issues circulating.

Increased communication

Sadly, very little unless there is a REAL change. There is little evidence of action currently. A lot of talk yes - but that

is not enough.

I will bring knowledge of these common problems and an acquaintance with those who share them to my organisation.

This should lead to alliances/partnerships and a better understanding of the environment we work in.

I would like to think it will influence future policy and grant giving

Made more contacts and developed some new ideas. A core group needs to be charged with taking things forward and

we would consider being a part of that

Attendance at the events provide a mechanism for introducing the possibility of policy discussion/examination of

models

Strategic alliances will develop in a variety of ways. Board and governance will also develop significantly

Will inform my thinking and approach to change (do a lot of consultancy work) - and will encourage others; sense that

there is collective will to be radical - this facilitates change

Review of volunteer leadership, review of commercial and revenue opportunities.

As a business owner I would to see a clearer picture being painted of the case for the arts - not just as an instrument for

business improvement but as a contributor towards a more cohesive and creative society. I was not convinced that this is

currently done well - as was said on the day

Will look in more depth at board relationships and think about the mechanisms for letting strands of work 'die'.



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organisation as a result of MMM? (Continued)


This is not an exercise that immediately impacts an organisation. It is part of a process.

Certain information acquired will effect the development of the business plan

It is a powerful thought that arts organisations have to be prepared to die, and I will not forget that imperative, should

difficult decisions be needed in my own work. also there was an empowering debate around governance which will give

me confidence in dealing with inadequate boards.

Two senior members of staff with responsibility for strategic planning have attended the MMM conferences; we are

interested in looking at new models for future sustainability as our organisation is going through a period of change and

transition, including acquiring a building and developing a series of creative partnership arrangements; thoughts and

ideas generated by the two days will feed into this process.

We are employing Adrian Ellis to do a long-term strategic plan

It raised the key issues that need to be addressed by Govt in supporting and nurturing the arts, as well as giving a

strong flavour of the mood of the sector at the moment.

I don't think it will directly change anything; we have always (of necessity - no public funding) been quite

entrepreneurial; but other case studies are always interesting to learn from.

My work has already been informed by insights gained as a result - looking more rigorously at how we might measure

impact and so make the case for funding from a range of sources, and at how we can be more precise about what it is we

want to develop or sustain - and if its worth it.

We're just beginning, so MMM has been a perfect way to get to grips with the debate

The group of Executive Directors for other off-West End Theatres have agreed to work more closely together in looking

at the similar challenges facing our type of organisations - the papers from MMM influence and help our discussions

We're better informed: we're sharing the knowledge around the organisation. We're actively seeking strategic alliances



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organisation as a result of MMM? (Continued)


Have used John Knell arguments already internally in my org to suggest action in key areas

The day brought up a number of issues that are pertinent to my organisation at this time. It helped me to formulatebetter informed views to guide decisions that we are currently making

Is MMM over - and if not, how can I know? The question of strategic alliances has taken on greater weight in my

mind since the second MMM day.

Because of the Barbican Centre's MD's involvement with MMM, the emerging models are already familiar and some

areas e.g. governance do not apply in the same way because of our unique structure. As someone who is about to go into

a new organisation which is an Arts Council RFO, I can see many ways in which one might use the current papers and

models as a health check/springboard for progress.

I think we are re-evaluating our planning and objectives

We have benefited from reading the conference papers

It would make more sense if there was a greater focus on business modelling. Many of the topic areas would sit better

with the arts council

Although our company has only been in operation for just over 2 years, it was gratifying to see that our business model

is unique (with the MMM delegates as comparators). This suggests that it is going to be a long time before there are

significant rivals; it also suggests that we have a job to do showing other organisations in the arts sector that other modes

of work do exist, are sustainable and should be explored

Following June session submitted relevant and successful Grants for the Arts application on researching key potential

income generating activities.



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Deutsche Bank was a key supporter of the event on the 7th February2005. How important do you think it is for the corporate sector to be

involved in this kind of debate?


10 24 10 2

0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

Essential/Vital/Crucial

Very important/important

Useful/ A good idea

Not as vital as government

support/depends...

Qualitative Feedback:

Extremely important. Major corporates should be an important stakeholder (and sponsor) in cultural activity.

Vital. however they must not be allowed to dictate the agenda, and it is my suspicion that arts organisations and individual

artists who are not attractive to corporate agenda setters are often excluded from the debate unthinkingly.

Absolutely vital. The sector needs to work with rather than in isolation from the corporate world, and to be honest in sharing

its misgivings and concerns, as well as in asking for funding for specific projects. Similarly, this is an opportunity to extend

the vision of the corporate sector in relation to what it might consider funding or the kind of involvement it might have.

Key importance - it would have been good to have the end of day speakers at the start of the day - Deutsche Bank's input

brought up some real issues which need addressing and it would have been good to have more input from them.


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Deutsche Bank was a key supporter of the event on the 7th February

2005. How important do you think it is for the corporate sector to beinvolved in this kind of debate? (Continued)



The corporate sector and cultural sector have a lot to learn from each other, in the context of setting out a mission, developing

funding strategies, long-term sustainable vision, for example. More collaboration on these issues would be very useful

Reasonably so. Having the business model used to ginger up the charitable arts sector is often a distraction from the real

problems

It would have been interesting to know to what extent they had been involved. I think the whole of society should be involved and

therefore having a corporate involved is as important as having an arts organisation there. Culture/arts is for everyone and we the

arts and culture organisations with our funders and leaders need to find new and much more convincing ways of communicating

Useful if they are paying to make it happen. Very helpful for our sector to learn lessons from the business sector. Their involvement

should be much deeper in terms of consultancy, strategic planning etc and in terms of involving other businesses in the debate

Need to be involved in the change mechanism not just the discussion

More important in providing models that in any other way

I think all opportunities for the arts to engage with the corporate sector away from a direct funding bid are very welcome. We can

both learn from each other and both sides need to be open to that.

The potential growth that could come from a genuine dialogue between the arts and the corporate sector (flowing both ways) could

define a generation, are we all ready for that? The corporates and the arts?

Very, but from experience, they are more interested in participating in shared practical experiments rather than talk focussed on arts

sector alone. Bilateral arts/big business relationship no longer helpful, needs public sector, smaller business, education involved.

Did not add to the debate, but important that this sector realises we are addressing key issues

Reasonably important if business modelling is given a significant focus.

Important, but not just 'non-arts' corporates. What about for-profit money that make art their business?

Depends upon understanding of arts sector by representative of corporate sector


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Any further comments?



This is the first really useful forum that I have encountered since working in the arts. Having come from working in higher

education, I found it very difficult in the arts to get into any really useful discussion groups aimed at senior personnel

If we are to explore alternative avenues for funding the arts, it is essential that a wider forum be created, so that the full benefit or

the artistic endeavour (including the business benefit) can be shown - and quantified.

During the conference, I came to the view that organisations whose public funding is a high proportion of their turnover are not

ultimately in control of their destiny. Thus change from within is incredibly hard to achieve and usually comes instead in responseto external pressures. Furthermore, lack of control can limit the artist's creative freedom: he or she can easily become the implement

of political needs and ambitions. This will render our arts scene arid unless a more sophisticated and long term view is taken by the

public sector of how the public interest is best served. So often, I think it is power on the one hand, fear on the other, which motivates

those who make and implement public policy. We talk about vision but few really have one.

The conference was excellently organised and well chaired. I think it does need to translate into some immediate actions. There

may come a time when its purpose has come to an end but right now it has a strong role to play as a catalyst for change. Please

don't lets get bogged down too much in what the arts are about - I've only been in the sector 5-6 years and already I feel that's a

stuck record.

It seems to me that we find it very hard to find inspiring leaders that can not only talk to artists and arts organisations but also to

business, government and the general population. If we could crack that I believe more doors would open to find a long andsustained future.

It was very valuable to have an opportunity to set time aside to address these fundamental issues directly and consider responses. If

the initiative is to have lasting value for the sector, it probably needs to be sustained over a longer term.

MMM is a crucial initiative and must be continued. Let's have more in depth discussion and debate on these issues. These are

very big issues that the sector is naturally nervous of, particularly strategic alliances. Time is needed for people to absorb, debate and

consider them. They must however be strongly encouraged to act before they are told what is going to happen to them.

I'd like to know what happens next and how the organisers and steering group see action resulting.

Disappointed in the contributions from both DCMS and ACE


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Any further comments? (Continued)



There seemed to be an positive intent to make the day action orientated, but no-one went away with real and agreed tasks, nor a

process through which those tasks would be assigned in the future. I would like to reinforce the view that the discussion was

dominated by the highly articulate and experienced senior people from the large institutions, which are more businesses than arts

organisations. If the arts is to develop a convincing argument for itself to underpin its (intrinsic) sustainability and support from the

community/society then wider views and wider engagement are essential - it should not just be about funding from businesses, trusts

and government

A case of she would say that, wouldn't she? But I thought there was a real lack of appreciation about the work that smallercultural organisations do. That many of them are financially secure without traditional arts funding, are cross cutting, are very

sophisticated in the way they present to their non arts audiences and funders. There are a number of organisations - represented at

MMM (Arts Council, A&B, NCA, local authorities - who are charged with representing the cultural sector and should become

braver about leading the debate. It is unrealistic to expect those leading cultural organisations - who are responsible to their

boards/audience/staff - to take some of the risks described, especially in smaller/newer/less established orgs.

The day itself was so full of potential that the last session was particularly disappointing. If the arts council cannot be persuaded

to take an active and informed role in these debates with a preparedness to reach real if challenging conclusions and take them back

to government and policy makers, MMM should not allow them to play so a public role.

We found the first conference more useful than the second.

Vernon's chairing is a key ingredient to the success of this venture

It is great that A&B/Jerwood have come together to facilitate this work and discussions.

Please keep the debate alive!

Day 2 was one of the best days of its kind I have attended.

I very much hope to keep in touch with MMM throughout my approaching career change, as I think it will become more valuable

to me as I move into a general management role, so I will supply contact details in due course and I hope you'll keep me on your

lists.

I don't agree that MMM has "addressed" the key challenges; but has helped to identify them and identify potential ways forward

to address some of them.


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Any further comments? (Continued)



On governance issues really need to think beyond a code to forms of apprenticeship for intergenerational transmission of values.

Support MMM and hope that it continues to draw on key people and experience in the sector. Good to get out of day-to-day issues

and think about real change. Felt that the session chaired by Frayling was poor - the debate got off track and because he hadn't

been there all day he had no understanding of what had happened. All the talk about salaries was pointless.

A section on discussing the tax laws might be good next time around as we as a sector can think about how the economics of tax

could be changed to decentralise the role of gov't funding

The seminar was very useful in promoting better understanding of some of the key challenges faced by cultural institutions, however,

it failed to give tools to address these and come up with solutions or practical ways to progress from a better understanding to actual

changes in practices


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SUMMARY & NEXT STEPS

MMM Objectives

A clear strategy for how to engage

and influence key decision makers

going forward is seen as crucial.

Concern among respondents how

effective MMM has been in

engaging DCMS, ACE and

government.

4. To influence key decision

makers in DCMS and No.10.

Again, MMM needs to look at

building on/ activating some of the

approaches/ suggested models that

was outlined during MMM2.

Starting with small-scale

experiments was suggested.

Respondents identify a need for

change, but are unsure/ sceptical

to how it could be activated. How

to move from discussing the need

for change toward activating

change,

5. Activate change in the arts

community and among those who

invest in them, to create a

sustainable and stronger future

Qualitative feedback suggests that

MMM needs to focus on Actionplanning. Need to move from

discussion/debate towards

implementation of models and

best practices. A number of

suggestions was outlined by the

respondents.

38% of respondents were Very

confident/confident that MMMwould lead to new models and

new approaches.

3. Assessing the scope for

introducing new models and newways of funding.

MMM has improved awareness

and understanding of the

challenges facing the sector. The

research and opinion papers have

been effective in bringing about

this change. Narrowing the debate,

focusing in specific issues was

suggested for the future.

Judging by the short-term

outcomes, MMM has clearly lead

to an increased awareness of the

issues facing the sector, BUT

more importantly a recognition

that change needs to take place.

But how? (see objective 3)

2. To deepen our understanding

of the challenges of successfully

managing for mission and money.

MMM has effectively created a

platform for debating issues at a

senior level. Its important to

continue this relationship/

engagement/ debate.

61% of respondents said to a very

large/ large extent

1. To address the challenges faced

by both the UK funding system

and individual arts organisations

in developing financial

sustainability.

Survey Findings Summary & Next Step

Documents

MMM Evaluation Report 2005