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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