Written evidence submitted by Merseyside
Dance Initiative (MDI) (arts 72)
INTRODUCTION
MDI is a strategic dance development agency
committed to strengthening the dance sector in order to advance
the production and presentation of dance work that has artistic
integrity, that is innovative and diverse, and that engages people
creatively. Working in partnership with artists, promoters and
other organisations it provides access for all people to participate
in create and see dance. MDI's mission is to `Inspire people through
dance' and at its' heart is the nurturing, support and development
of dance artists enhanced through the effective partnerships it
is building both nationally and internationally.
SUMMARY
— Dance has become increasingly entrepreneurial
and the dance economy is showing steady growth through sustained
investment
— Spending cuts will have a detrimental
effect to both artistic and organisational development
— There is already a body evidence supporting
the ability of arts organisations to work in partnership
— Public money is necessary to enable the
stimulation of a mixed economy that is contributing to the development
of culture in the UK
— Lottery increases should be additional
resources rather than replace public subsidy
— Arm's-length bodies act as a conduit
and broker for support, information and advise to the cultural
sectors that they serve
— Both business and philanthropic giving
can and do play a role in funding the arts through enhancing the
investment and not replacing subsidy
1. Evidence is showing that, through sustained
investment the dance economy has steadily been growing in relation
to participation, training, productions audiences (live and transmitted)
and ticket sales. MDI this year celebrates 18 years of the Leap
dance festival and with the support of Arts Council England via
Grants for the Arts and Culture Liverpool has produced a yearlong
dance festival programme for the first time in 2010. The investment
has so far generated 10 times the original budget and within the
first six months has met or surpassed targets set. So far we have
reported:
— 8 Venues programming dance
— £580,000 Generated in ticket sales
— 70559 Reported footfall for outdoor work
— 6 new events /works commissioned
— Visits have generated an estimated spend
of over £ 1.9 million to the local economy
Thus far the investment of £1 has levered
£10. MDI similar to a lot of dance providers/producers operates
within a mixed economy and has levered funds from local authorities,
trusts and foundations enabling us to provide a programme that
is attracting new and existing audiences.
2. The recent reduction to an already agreed
funding agreement by ACE although small (thankfully ACE was able
to minimise the impact to front services), still had an impact.
MDI operates to a financial strategy where additional/new sources
of funding must continue to be identified in order that the organisation
may grow and develop its key artistic and organisational goals,
aiming for a neutral budget with full cost recovery. As annual
budgets are set so to are fundraising targets, thus when a reduction
at any level is incurred it automatically as a detrimental effect
on the core activity and services. Be it a standstill or cut,
either way it has an effect on the organisation to deliver both
frontline and backroom services. MDI is in receipt of grants and
private income, any short noticed spending cuts would have detrimental
effect to what we can develop and achieve within the plans we
have set for the next three years. Front loading cuts would be
detrimental as we believe that the arts and artists have a role
to play in Britain's economic recovery, the potential publicised
cuts of anything from 10%- 35% would be damaging to MDI and its
work and would impact on the return we make on investments we
receive.
3. Arts organisations already work closely
together to minimize duplication regionally and from a dance perspective
in the Northwest of England can be demonstrated in a number of
ways. One example is the setting up of the Merseyside Dance Promoters
Network (MDPN). Initiated in 2009 by MDI to work with all of the
venues in the sub-region to increase the presentation of dance
across Merseyside maximising opportunities for more people to
see quality dance performances and to build new audiences through
the regular promotion of all types of dance across the city. Liverpool
Empire, Liverpool Everyman and Playhouse, The Bluecoat, Unity
Theatre, Floral Pavilion, Rose Theatre, Black-E and Southport
Arts Centre are all part of the network. Through working in partnership
we have been able to produce a collective cohesive dance offer
for the City and across other boroughs of Merseyside. The partnership
is in its embryonic stages and this year is piloting the impact
that working in this way can generate. As noted above targets
are being surpassed, joint programming is taking place, clash
diaries are being minimised, and cross marketing appears to be
working. We won't know the full extent of this way of working
until we have fully evaluated its' impact near year end (December
2010) but so far this model is looking promising.
4. To provide opportunities for the dance
sector to thrive through: nurturing artists, supporting promoters
and developing audiences across Merseyside and beyond is an essential
aspect of MDI's work. Raising the profile of the role of artists
in our society is at the heart of what we do. Providing opportunities
to see quality work in Merseyside enables MDI to increase and
develop audiences for dance. MDI is working to maintain a high
standard of artistic work that is innovative and excellent, through
supporting local, regional, national and international artists
and companies to create and or tour new and existing work. The
development of audiences for dance on Merseyside is an ongoing
process, which needs to be coordinated at a strategic level across
the sub-region. While addressing the short-term objectives of
getting people to watch dance performances in traditional theatre
venues, and to increase participation in dance classes for social
and health reasons, the development of audiences for dance needs
to take a medium to long-term approach in order to build a sustainable
dance economy on Merseyside. Dance as an Artform has a proven
role to play in developing and impacting on the type of society
we live in. Public subsidy is part of this if government agrees
that the arts should be fully acknowledged and recognised for
the role it plays. Public money is necessary to enable the stimulation
of a mixed economy that is contributing to the development of
culture in the UK. Already small the investment that exists already
shows a proven return. The economic trends for dance have shown
recently that it is an artform in growth[36],
not only in the subsidised sector but also in the broadcasting
and commercial sectors.
5. The current system we have although in
need of some development is a fair one. There does need to be
an ability to respond to organisational growth and development
and where appropriate reward and support. Increased Lottery distribution
to the arts is to be encouraged however the bureaucracy needs
to be addressed as to the nature of receipt of such funds due
to the present structure of application, no repeat activity etc.
Consider the language being used; think investment rather than
subsidy, commission rather than fund.
6. National Lottery investment has enabled
MDI to develop its production arm and develop more opportunities
to share work in addition to acting as a seed fund to other grant
givers such as Local Authorities, Trusts and Foundations. MDI
welcomes the increase of Lottery to Arts and Heritage but sees
this as additional resources rather than to replace public subsidy.
7. Some review of Lottery distribution policy
should take place. The Lottery should not only be used for `new'
projects but support the added value of work that has been tested
before and offers additional sustainability. Repeat activity should
not exclude from funding, nor should it simply exist to fund that
which has not had funding before. All areas are valid and should
be explored.
8. We cannot underestimate the value and
impact that such arm's-length bodies have in acting as a conduit
and broker for support, information and advise to the cultural
sectors that they serve.
Their ability to access additional investments
and resources, in addition to their experience and expertise will
effect the ability of the sector to maximise advocacy and the
evidence of the role of culture in our society
9. Although MDI raises some of its funds
through trusts and foundations, this has decreased and become
more difficult since 2008. MDI, like most, I imagine, operates
to a financial strategy where additional/new sources of funding
must continue to be identified in order that the organisation
may grow and develop its key artistic and organisational goals,
aiming for a full cost recovery. The process of securing funds
is an ongoing challenge and the ability to receive contributions
from philanthropists although there has been some success over
the years, takes time and resources to nurture and build the relationships,
and with fewer donors appearing to be committed to artistic programming
and high quality dance promotions the challenge is ever greater.
10. MDI believes that both business and
philanthropic giving can play a role in funding the arts but as
with Lottery funding not to replace subsidy but to enhance it.
If public funding is significantly reduced, the knock-on effect
will be profound and the private sector will not make up the shortfall.
11. MDI would welcome the Government's and
other partners support and encourage business and private donations
September 2010
36 The Dance mapping report: a window on dance-at:
www.artscouncil.org.uk/dancemapping Back
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