With the exception of the City Museum, Plymouth City Council does not directly run any arts services, explains Paul Kelly.
They are all contracted out, and always have been. At the heart of arts provision are six core clients all funded by the City Council -Plymouth Theatre Royal, Plymouth Pavilions, (arena venue and leisure centre), The Barbican Theatre, Plymouth Arts Centre, Estover Percussion Project and Plymouth Musicians 'Co- operative. In addition the Council funds a number of smaller projects, some recurring, some one-off. Changing priorities Looking back over the nine years that I have managed the grant-giving process it is clear that grant decisions have been influenced by two factors, the overall leve of budget and prevailing arts and corporate policy. And both have changed over the years.
When Plymouth City Council produced its new Arts Plan last year, I used the opportunity to re- structure the arts grants budget, as this is the primary means of delivering policy and the objectives in the Plan. So, first, I've re-titled the budget. Grants to external bodies are not the only means of delivering policy, so it is now an arts budget not an arts grants budget. Secondly I've divided the budget into four areas: a Research and Development budget (10%of the overall fund);the core clients budget; an artform development budget (a projects budget which prioritises music, dance and visual arts); and a strategic partnerships budget. The aims are to sustain core clients and services, but also to build in more flexibility and responsiveness, particularly to new and emerging partnerships which might bring in significant additional resources. Funding dilemmas Since setting up my first grant giving system way back in 1979 I have come to believe that it is far harder to give away money than to raise it. Consider the problem the grants officer faces. He or she will often be trying to deliver several agendas with a budget several times too small. The officer will have devised or inherited a policy that the grants are supposed to deliver. But he or she will also have probably inherited a client portfolio which may not be completely aligned to the policy objectives but, which cannot be changed without significant risk or wrath. He or she will have to make recommendations that deliver arts policy objectives, sometimes corporate policy objectives, keep clients happy, respond to Regional Arts Board (RAB)interests and partnership funding initiatives, reflect a political agenda and possibly elected member aspirations and interests. There also needs to be a balanced programme of activity across neighbourhoods and artforms, as well as support for unique and particular opportunities that arise each year. And year-on-year you never know how many applications you are going to receive and where they are going to come from. 'Managing jelly 'was how a colleague recently described it, and not without reason. Basic mistakes Making a successful application is not as difficult as it sounds. But I am surprised how seldom applicants take basic and obvious steps. At the root of this is, I think, a misunderstanding of what of fundraising is all about. In focussing on need and money, some have got the psychology wrong. Fundraising produces money, but is essentially about relationships. To enter into a successful relationship you have to ask what each party wants and expects. Similarly if your application is turned down, it is helpful to find out why. I send out plenty of grant application packs. But I am surprised at how few people ring up to request a meeting to seek advice on their project or a draft application. Similarly when applications are turned down, very few applicants ask for detailed advice on how to re-write their bids to make them successful, or other funders who may be more appropriate. Balancing act On the one hand local authorities are enablers and on the other hand they have the power of veto. It is a delicate balance which may be further be tested by Best Value and other modernising trends. But if all this seems as wobbly as jelly to those seeking local authority grants, just remember it is the job of fund givers is to give away money and their track record is based on your success. Going back to psychology; don't feel needy, don 't be deserving. Your job is to help fund-givers achieve a successful outcome. Even though there 's never enough money, so long as you approach it properly and professionally, the scales are more evenly balanced than you think.
Paul Kelly is Principal Arts Officer at Plymouth City Council e:{Paul.Kelly@ plymouth.gov.uk}