Governance and consortia working

We are commissioning a piece of research looking at the processes of creating consortia, the challenges and opportunities associated with consortium working and the pros and cons of different governance models. For more information about the CPP programme go here.

Context: CPP Consortia

In setting out the guidelines for applications for CPP grants, ACE specified that applications could only be received from “an organisation which will lead a consortium (a group of organisations working together to manage the activity) representing the public, artists and arts organisations, presenting and promoting the arts in new and inspiring ways”. The CPP application guidance states:

“Each consortium will work across the subsidised, amateur and commercial arts ecology to ensure impact. Each consortium will work to involve as many local communities as possible in the successful locations in a broad range of arts opportunities. Key to success will be long-term collaborations between arts organisations and artists, cultural partners, local authorities, the private sector education institutions and local communities to encourage inspiring, sustainable arts programmes.

“It is suggested that consortiums are two-tier with two to five core members and a wider range of affiliates or partners which can develop and perhaps change over time. The core members will be responsible for developing and leading the programme of activity in each successful place and are accountable for meeting the Arts Council’s aims for Creative people and places funding. There will need to be a single named organisation (one of the core members) within the application to act as lead grant holder. Affiliates may be contracted to deliver specific activity and programmes of work as defined and managed by the core consortium.

“Consortium members do not necessarily have to be based in the place they are applying to cover.

“Organisations can only be named as core members within one consortium proposal. Affiliates can work across more than one consortium”.

The make-up of a typical CPP consortium can represent a range of different sectors, not limited to the arts, each with an interest in working in different ways within the community. These sectors’ representatives may not have worked together in partnership before.

We wish to record the process of consortium development and working across the CPP Places. From initial consultation undertaken by the CPP Peer Learning Co-ordinator, and from the activity reports and feedback received, it is evident that places on the CPP programme have invested a great amount of time setting up and developing their consortia.

Research brief

In order to capture and reflect on the first phase of CPP we are commissioning a piece of research looking at the processes of creating consortia, the challenges and opportunities associated with consortium working and the pros and cons of different governance models.

The aim of the research is to support the work of the CPP Places and strengthen the practice of other community based arts/culture projects where consortium and multiple partnership working can be customary.

Research objectives are:

  • To articulate the Arts Council’s aims for CPP projects to be managed through the framework of a consortium
  • To understand the mechanism of CPP consortium development
  • To understand the experiences of CPP consortium working, including practicalities, challenges and opportunities
  • To understand different governance models within arts/culture and other comparative sectors, including pros and cons
  • To understand steps for effective governance for future practice
  • To gain an understanding of how CPP consortia have changed over a period of time (via a small scale follow up study)

Methodology

Some suggested methods for conducting the research could include:

  • Desk research / literature review to develop key lines of enquiry:

- CPP literature including Places’ application forms and monitoring information
- Existing arts management / organisational development literature relating to governance and effective partnership working methods within the arts sector
- Existing appropriate non-arts organisational development literature (drawing upon experiences of different sectors such as community development)

  • Interviews with sample of place directors, consortia members, critical friends, e.g. to gain understanding of the challenges at the beginning and if/how these changed throughout the programme.
  • Interviews with Arts Council representative(s), e.g. about the decision to make consortia a condition of the programme funds and the pros and cons.
  • Survey of selected commissioned artists/practitioners undertaking the project work
  • Observation at selected place consortium meetings (nation-wide, some travel required)
  • Review of and participation in Basecamp online forums with the CPP National Network
  • Attendance at CPP Network gatherings for Place Directors in September /October 2014
  • A small scale follow-up study after a relevant period of time (minimum 1 year) to establish if/how the consortium has developed/ changed over time, level of progress, achievements and lessons learned.

Deliverables

A research report is required which will be published online and included in CPP programme research literature. The report may include the following suggested deliverables:

  • Summary of literature review, including best practice examples of governance and consortium (outside of CPP, including other relevant sectors)
  • A set of recommendations to support effective consortium and partnership working
  • A management ‘health check’ for the consortium
  • Interview transcripts
  • Follow-up report after a relevant period of time (timings to be agreed)

Timeframe

Responses to the brief, deadline: Mid-September 2014
Interview with AND: End September 2014
Appointment of successful candidate/agency: End September 2014
Research in the field: From October 2014
CPP Network meeting for Place Directors: 6 & 7 October 2014
Interim report of emerging findings: February 2015
First draft: April 2015
Final draft: June 2015
Follow up study: To be agreed

Budget

We invite applicants to propose an appropriate budget for this piece of research, including fees, VAT and all necessary expenses to undertake the work.

How to apply

Please respond to the brief with the following information, emailed to Sarah B Davies Sarah.davies@anewdirection.org.uk by Monday 15 September 2014.

  • Proposed research question to guide the enquiry
  • Proposed methodology
  • Timetable, proposed fees and budget
  • Examples of previous related work
  • Curriculum Vitae