Become a National Council member - September 2021 - Public Appointments
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Become a National
Council member
September 2021
Paraorchestra perform kraftwerk re:werk at The Marble Factory, 2018.
Photo © Paul Blakemore
1
Contents
Introduction 3
About Arts Council England 4
Joining our National Council 5
The work of Arts Council England 7
How we’re governed 8
About the role and who we’re looking for 10
2
Introduction
We are seeking to appoint new members to Arts Council England’s National Council,
our non-executive board. The National Council helps to ensure our organisation is well
governed and successfully delivering our priorities through effective management of
the resources we have thanks to investment from the public. This briefing pack will
guide you through the Arts Council’s mission, the role of our National Council and its
members, and the application process.
The Secretary of State for Digital, Culture, DCMS is committed to eliminating
Media and Sport is responsible for making discrimination and advancing equality of
these appointments in accordance with the opportunity in its public appointments. We
Cabinet Office’s Governance Code on Public particularly encourage applicants from under-
Appointments. The appointments process represented groups, those based outside
is regulated by the Commissioner for Public London and the South-East, and applicants
Appointments. The Department for Digital, who have achieved success through non-
Culture, Media and Sport (DCMS) will manage traditional educational routes. This ensures
the appointment process with support from that boards of public bodies benefit from a
Arts Council England. full range of diverse perspectives and are
representative of the people they serve.
1927: Golem. Photo © Bernhard Mueller
3
About Arts Council England
We champion creativity and culture across the We believe creativity and culture not only
country, develop talent in every corner of the inspire us, but they bring us together and
nation, and support artists, practitioners and teach us about ourselves and the world around
cultural organisations to work in partnership us, helping us feel proud of the place we live
and to be world-leading in their fields. Our in. In short, they make life better.
Strategy for 2020-30, Let’s Create, is an
invitation to those who share our beliefs to We support combined arts, dance, libraries,
come together and create new opportunities literature, museums, music, theatre and visual
for every person in England to get creative and art. Through a range of funds, we provide both
enjoy brilliant culture. short- and long-term investment for individual
artists and arts projects, arts organisations,
museums, galleries and libraries.
Benjamin Zephaniah at the Hastings Storytelling Festival 2017. Photo © Sara-Lou Bowry
4
Joining our
National Council
Arts organisations, museums and libraries are great for people’s wellbeing; they drive
local economies and maintain our international reputation as a nation of innovators. As
a member of our National Council, you will play a significant role in shaping the future
of our national cultural life.
This is an opportunity to utilise, and further develop, your leadership skills in a role that
has an impact on a sector that helps contribute £10.8 billion to the UK economy. You
will influence the direction of our work at a vitally important moment for Arts Council
England, the sector we serve, and wider society.
As a member of our National Council, you Our work distributing the Government’s
will gain a unique perspective of the broad- unprecedented investment in culture through
ranging benefits of art and culture, and deepen the Culture Recovery Fund, as well as
your understanding of our sector’s national the National Lottery funding we oversee,
contribution: the quality jobs we help create is supporting organisations and cultural
and the many direct and secondary economic practitioners in the short term. In the long
benefits of our work. You will also see the term, we are cultivating new partnerships
personal impact we make: lives enriched with local government, the media, technology,
through individual creativity. business, charities and higher education
to find new ways to thrive. Individuals
You will join us at a time of recovery, and with experience of these sectors will find
of renewal. As the arts and culture sector themselves to be influential and valued
takes stock of the impact of the Covid-19 members of our National Council, alongside
pandemic, and continues to adapt, planning for those with a background in cultural leadership.
the future and delivering work around ongoing
restrictions, we have done all that we can to
nurture resilience.
Winter Droving, Penrith. Photo © Graham Wynne
5
Publicly funded cultural infrastructure We have embraced our role as champions of
brings life to our villages, towns and cities. the importance of cultural education for our
Ongoing investment will do much to jump- young people, and the social and economic
start our highstreets, attracting footfall from benefits of encouraging lifelong participation
both local people and tourism, which in turn for everyone. Arts participation has a
bring business to shops, bars and restaurants, measurable impact on health and wellbeing. It
and life back to our high streets. allows us to express our unique experiences
and perspectives, build interpersonal
As we begin to look to the future, we know understanding and create cohesive, connected
that arts and culture creates good jobs, communities, making us proud of the places
and has a role in developing the workforce where we live.
for the broader creative industries in cities.
Subsequently, through initiatives like Creative Despite the challenges we have faced, and
People and Places, and our capital investment, continue to address, we are optimistic.
we are recognised as a key partner in Our new Council members have the chance
realising the commitment to level-up and to carry this optimism into a new era for the
address inequalities across the country Arts Council, to build on the strong relations
over the years to come. we have built with stakeholders, and to further
develop the resilience of the sector and its
As a country, we are looking to redefine our approach to identifying new funding streams
place on the world stage following our exit to help navigate the uncertain times that lie
from the European Union. Art and culture has ahead with confidence and positivity.
always been one of our nation’s strengths, and
will continue to act as a calling card for all that
we do internationally. Warwickshire Libraries Fantastic Fun with Words Festival
Image © Arts Council England / Alan Fletcher
6
The work of Arts
Council England
Arts Council England is the development agency for creativity and culture in England.
We champion, develop and invest in creative and cultural experiences that enrich
people’s lives. We support a range of activities across the arts, museums and libraries
– from theatre to digital art, reading to dance, music to literature, and crafts to
collections.
We are an independent charity, registered Each outcome is important and will work
with the Charity Commission, as well as together with four Investment Principles:
an arm’s-length non-departmental public
body sponsored by the Department for • Ambition & Quality: Cultural organisations
Digital, Culture, Media and Sport. We were are ambitious and committed to improving
established as a distributor of National Lottery the quality of their work
funds under The National Lottery Act 1993. • Dynamism: Cultural organisations are
dynamic and able to respond to the
This is an exciting time for the Arts Council, challenges of the next decade
as we have just launched Let’s Create, our
Strategy for the period 2020-30. Developed • Environmental Responsibility: Cultural
in consultation with the sector, the Strategy organisations lead the way in their approach
sets out to create a country in which the to environmental responsibility
creativity of each of us is valued and given the • Inclusivity & Relevance: England’s
chance to flourish, and where everyone has diversity is fully reflected in the
access to a remarkable range of quality cultural organisations and individuals that we
experiences. Between 2018 and 2022, we support, and in the culture they produce
will invest £1.45 billion of public money from
government and an estimated £860 million Our funding will help support arts and culture
from the National Lottery to help deliver this for the benefit of the English public. Our
vision. total annual income for 2019/20 (the most
recent year available) was £740 million. Our
The strategy focuses around three Outcomes: main sources of income are Grant-in-Aid –
that is, the money we received directly from
• Creative People: Everyone can develop and government (which totalled £492 million in
express their creativity throughout their life 2019/20), and National Lottery funding (£248
• Cultural Communities: Villages, towns million in 2019/20).
and cities thrive through a collaborative
approach to culture You can find out more about our Strategy and
read our previous annual reviews and accounts
• A Creative and Cultural Country: on our website.
England’s cultural sector is innovative,
collaborative and international
7
How we’re governed
National Council Council appointments
Our National Council is our main governing The Secretary of State for Digital, Culture,
body, or non-executive board. National Council Media and Sport is responsible for making
members are also the trustees of the charity. appointments to our National Council,
in accordance with the Cabinet Office’s
National Council is currently supported by five Governance Code on Public Appointments.
Area Councils which advise it on and promote The process itself is managed by the
the work of the Arts Council in the five English Department for Digital, Culture, Media and
regions: London, the South East, South West, Sport (DCMS), with support from Arts
Midlands and the North. Together all Area Council England, and is regulated by the
Councils fulfil a similar role – ensuring that Commissioner for Public Appointments.
the work of the Arts Council continues to be
informed by a diverse range of perspectives Whilst the Chair and members of National
from artists, local authorities and other key Council are appointed by the Secretary of
stakeholders across the country. Chairs of State for Digital, Culture, Media and Sport, the
each Area Council also serve as members of Chair of the London Area Council is appointed
the National Council. by the Mayor of London subject to approval by
the Secretary of State.
I Am My Own Primal Parent –
KARST. Photo © Dom Moore
8
The role of the Council The Arts Council’s Chair, Sir Nicholas Serota,
is strongly committed to improving the
The role of the Arts Council’s National Council diversity of the Council. Its ability to represent
is to: England’s diverse national identity and include
a range of voices is key to ensuring that the
• determine and uphold Arts Council Arts Council’s programmes meet the creative
England’s mission and objectives and cultural needs of everyone.
• be accountable to the Secretary of State
for fiduciary matters and delivering the
charitable objectives
The Executive Board
• agree high level priorities and strategies National Council is supported by an executive
leadership team, which is led by Darren
• approve Arts Council England’s Grant-in-Aid
Henley, the Chief Executive and Accounting
and Lottery accounts
Officer. Darren Henley leads an Executive
• monitor delivery of Arts Council England’s Board which includes two Deputy Chief
strategy against stated priorities Executives and four other Executive Directors.
• advocate for the arts and culture The Arts Council’s Executive Board is
responsible for developing the long-term
Collectively the Council is expected to embody: strategy of the Arts Council and for the day-to-
day running of the organisation. Further details
• artists, arts and culture practitioners and about our Executive Board are available on the
managers Arts Council website.
• finance and management expertise, public
and private sector
• the Chairs of the Area Councils
National Football Museum.
Photo © Chris Payne
9
About the role and
who we’re looking for
The Arts Council is looking to appoint six council members to its non-executive Board.
The role The person
• As a member of National Council you will be All candidates will need to demonstrate
a member of the Arts Council’s governing the majority of the following essential
body and a trustee with responsibilities for:
criteria:
• upholding the Arts Council’s mission and
objectives • Deep knowledge of, and commitment to,
• setting the strategic direction of the arts and culture and an understanding of
organisation and collectively making key the importance of the arts and culture to
investment and policy decisions society.
• ensuring that the Arts Council has • The ability to act as a credible advocate of
effective management arrangements and the Arts Council with key stakeholders in
is managing its resources responsibly the sector and the ability to support the
Arts Council’s work in building networks
• Council members have an important
and effective partnerships with the cultural
ambassadorial part to play. Over the last few
sector.
years, the Arts Council has made progress
in broadening the conversation about the • New Council members will be networkers
arts, museums and libraries, bringing in new and champions, keeping the importance
voices to advocate for their contribution to and many benefits of arts and culture high
our nation. on the agenda, through engagement at a
personal and public level.
• Strong relationships with other sectors will
be valuable – across government, business, • Commitment to championing diversity
charities and local authorities. The arts and and ensuring that the benefits of creative
culture sector provides jobs and is vital to expression and culture are available to
the local and national economy, and must be everyone.
both locally and globally ambitious. Wide and • A strong commitment to engaging
practical skills, different perspectives and communities outside of London, and
experience of other business environments, factoring England-wide strategies into all
communities and countries are all useful. decision making.
• From time to time Council members may be • The ability to think imaginatively and
asked to lead or assist with specific aspects strategically, and contribute to effective
of policy development. decision-making.
• Council members are expected to remain • A successful track record in business or
up-to-date with developments in the sector strong business, financial or organisational
including opportunities, challenges and risks, skills.
drawing the Chair of the Arts Council and its
senior executives’ attention to the issues as • A commitment to preserving cultural
appropriate. heritage, and improving education and
understanding of British and world history.
10Candidate skills and background Time commitment
Candidates will have knowledge and/or • Up to 20 days per annum.
experience in one or more of the following
areas: • Council members are expected to attend
a minimum of four out of the six Council
• Audience meetings each year. Council members may
• Business/commercial also be asked to participate in a number of
• Large and medium sized arts organisations committee or panel meetings each year.
• Local authority
• Community organisations Term of office
• Health and wellbeing
• Digital and data 3 or 4 years
• Media / Public Affairs
In addition, candidates will have artform
Remuneration
knowledge in any of our supported mediums: This role is not remunerated – reasonable
• Libraries expenses will be covered.
• Museums
• Visual arts
• Literature
• Music
• Dance
• Theatre
• Carnival/festivals
• Digital
Boomtown. Photo © Scott Salt
11How to apply If you have any questions about the
appointments process, please contact
To apply, please send: publicappointments@dcms.gov.uk
• a CV of no more than two sides of A4; this If you would like to speak about the role
should provide details of your education itself, please contact
and qualifications, employment history, David.Bryant@artscouncil.org.uk
directorships, membership of professional
bodies and details of any publications or
awards
Diversity and inclusion
• a supporting statement of not more than We want to ensure any appointee is committed
two sides of A4, setting out how you meet to promoting diversity in its broadest
the criteria – please make sure you refer to possible sense. This will include embedding
the contents of this document; and a commitment to the principles of levelling-
up and championing opportunity for all across
• the Conflicts of Interest form
the organisation, helping to ensure that the
• the Diversity Monitoring form which must organisation is one in which a genuinely
be completed by clicking this link before diverse range of views can be expressed,
submitting your application – please note this without fear or favour. We ask all applicants to
replaces the previous PDF monitoring form complete a diversity monitoring form. We hope
you will help us by providing this information.
Completed applications should be sent to:
Your data is not disclosed to the panel, but
publicappointments@dcms.gov.uk.
allows us to constantly evaluate any potential
Please put ‘Arts Council England Application’
barriers to becoming a public appointee and
in the subject line.
what we can do to encourage a more diverse
Deadline 11 October 2021. field to apply.
Out of India – Modern Moves, Barbican Pit © Dance Umbrella 2015
12Disability confident If you are not completely
We guarantee to interview anyone with satisfied
a disability whose application meets
the minimum criteria for the role. By We aim to process all applications as quickly
‘minimum criteria,’ we mean that you must as possible and to treat all applicants with
provide evidence in your application which courtesy. If you have any complaints about
demonstrates that you meet the level of the way your application has been handled,
competence required under the majority of please contact publicappointments@dcms.
the essential criteria. gov.uk.
If you wish to apply under this scheme, state
this in the covering email or letter when
Supporting information
submitting your application. This will in no way This appointments process adheres to the
prejudice your application. Cabinet Office Governance Code on Public
Appointments, which is regulated by the
Commissioner for Public Appointments.
Reasonable adjustments
All applicants are expected to abide by the
If you would like a confidential discussion Seven Principles of Public Life and the 12
regarding any reasonable adjustments ahead Principles of Governance.
of making your application or during the
process, please contact us.
Eligibility criteria
About DCMS You cannot be considered for a public
appointment if:
Our department operates at the heart of
government on some of the UK’s biggest • you become bankrupt or make an
economic and social issues. Our mission is arrangement with a creditor
to drive growth, enrich lives and promote the
• your estate has been sequestrated
UK to the world. We champion innovation
in Scotland or you enter into a debt
and creativity. From the arts to artificial
arrangement programme under Part 1 of
intelligence, a quarter of UK businesses
the Debt Arrangement and Attachment
are in our sectors, and are among the
(Scotland) Act 2002 (asp 17) as the debtor
fastest growing of our economy. Emerging
or have, under Scots law, granted a trust
technology is opening up new possibilities
deed for creditors
for human endeavour and self-expression.
But we need to harness it, create new norms • you are disqualified from acting as a
for the online world and build a strong civil company director under the Company
society so that the benefits are shared by all. Directors Disqualification Act 1986
Our actions over more than 25 years of DCMS • you have been convicted of a criminal
have become woven into the fabric of our offence, the conviction not being spent
nation. Today we continue to shape the world for the purposes of the Rehabilitation of
we want to live in – building a future fit for Offenders Act 1974 (c. 53)
everyone.
• you become subject to a debt relief order or
DCMS is a ministerial department, supported a bankruptcy restrictions order
by 45 agencies and public bodies. • you fail to declare any conflict of interest
and due diligence
13Conflicts of Interest and whether you wish to declare any issues, you
should also reflect on any public statements
Due Diligence you have made, including through social
media.
If you have any interests that might be
relevant to the work of the Arts Council and As part of our due diligence checks we will
which could lead to a real or perceived conflict consider anything in the public domain related
of interest if you were to be appointed, to your conduct or professional capacity.
please provide details in your application. If This will include us undertaking searches
you have queries about this and would like of previous public statements and social
to discuss further please contact the Public media, blogs or any other publicly available
Appointments Team. information. This information may be made
available to the Advisory Assessment Panel
Given the nature of public appointments, it is and they may wish to explore issues with
important that those appointed as members you should you be invited to interview. The
of public bodies maintain the confidence information may also be shared with ministers
of Parliament and the public. If there are and the Cabinet Office.
any issues in your personal or professional
history that could, if you were appointed,
be misconstrued, cause embarrassment, or Expenses
cause public confidence in the appointment Expenses incurred by external candidates
to be jeopardised, it is important that you during the recruitment process will not
bring them to the attention of the Advisory be reimbursed, except in exceptional
Assessment Panel and provide details of the circumstances, and only when agreed in
issue(s) in your application. In considering advance.
Bradford Literature Festival 2016, Poetry with a Punch – Stand up and Spit at the Bierkeller.
Photo @ Tim Smith
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