MMM Evaluation Report 2005

Mission, Models & Money
Participant Feedback Survey
March 2005
Arts & Business - Nutmeg House, 60 Gainsford Street, Butlers Wharf, London. SE1 2NY, Tel: 020 7378 8143, www.AandB.org.uk
MMM Aim
The initiative of A&B and the Jerwood Charity, the purpose of the MMM
Programme of Work (PoW) is to address the challenges faced by both the
UK funding system and individual arts organisations in developing
sustainability and the scope for and challenges of introducing new models
and ways of funding
MMM Objectives:
To address the challenges faced by both the UK funding system and

individual arts organisations in developing financial sustainability.
To deepen our understanding of the challenges of successfully

managing for mission and money.
Assessing the scope for introducing new models and new ways of
funding.
To influence key decision makers in DCMS and No.10.
Activate change in the arts community and among those who invest
in them, to create a sustainable and stronger future
MMM – Participant Feedback
Quantitative and Qualitative

Findings
MMM Survey Methodology
A mix of Quantitative and Qualitative questions
192 questionnaires sent out by email (to all participants)
48 anonymous responses (25% response rate)
MMM Survey: Sample Breakdown
Respondents by type of organisation
Ot hers
Government
Funding Body
Business
Art s/ Cult ural Organisat ion
0 5 10 15 20 25 30 35 40
Respondents by Art form
Visual Art s
Theat re
Opera
Music
Museum
Issue-based art s
Fest ivals
Dance
Craf t s
Communit y Art s
Art s Cent re
Archit ect ure
0 1 2 3 4 5 6 7 8 9
MMM Survey Findings:
RAISING AWARENESS AND UNDERSTANDING
To what extent has participating in the MMM initiative increased your understanding of the challenges facing the
cultural sector in managing for mission and money?
5 To a very large extent

4
10 19 11 7 1 3
2
1 Not at all
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Base: 48 respondents
ADDRESSING THE CHALLENGES
To what extent do you think the MMM initiative addressed the key challenges faced by the cultural sector in
developing financial sustainability?

4
4 17 21 6 0 3
2
1 Not at all
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
FUTURE SIGNIFICANCE
How significant do you think the MMM initiative will be for the future development of cultural policy in the UK?
5 Very significant
4
2 19 21 4 2 3
2
1 Not at all
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
DEVELOPING NEW MODELS
How confident are you that the MMM initiative will lead to the introduction of new practical approaches and
models for financial and organisational sustainability in the cultural sector?
5 Very confident
4
1 17 15 14 1 3
2
1 Not at all
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
10
ACTIVATING CHANGE
To what extent do you think that the MMM initiative will activate the changes required to create a more
sustainable future for the UK cultural sector?

4
1 14 21 8 4 3
2
1 Not at all
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
11
What would you say were the main strengths and weaknesses of the
MMM initiative?
Summary Strengths Summary Weaknesses
Great networking opportunities - bringing Future sustainability if the initiative - what will
together such a wide range of people from across happen next? Lack of clarity regarding anticipated
the sector and with such a wide range of outcomes and who should be responsible for
experience. driving the agenda forward. Need for action
planning - where will the models come from,
High quality delegate base - senior level what should be done next?
attendees; key decision makers and cultural leaders
gathered in one place Engagement - needs to engage the leaders of
more art organisations, more funding bodies, also
Effectiveness of the forum - high level debate missed the presence from academics.
and engagement, addressing timely issues and
understand common problems. Focus lost in some debates, difficulties staying
on topic.
Quality of research/opinion papers that had
been prepared prior to the forum Lack of time for the breakout sessions, and
would like to have seen more involvement from
Diversity of the audience - bringing together the Clore fellows.
such a wide range of people from across the sector
and with such a wide range of experience.
Events organisation: Excellent speakers, well

organised with useful and thought-provoking
literature provided up front (as well as presumably
after the event)
12
What would you say were the main strengths and weaknesses of the
MMM initiative?
Strengths (Comments) Weaknesses (Comments)
“Bold and creative thinking that stimulates debate. “Risk that problems are chronic and there are no
Experience drawn from other sectors and models of common solutions through such a forum as MMM”
practice. Determination to act not just talk. That it is
not owned as an initiative by ACE” “MMM1 vs. MMM2: first conference was more
interesting than second in that concrete examples are
“Breakout sessions, issue champions, the amount of more inspiring than a lot of talk”
research that was done on each subject, the second
conference being a very strong outcome of the first one - “Many people at the conference did not believe that the
this now needs to be followed up by more work” principal voices representing the arts in this country
could provide a competent enough argument to
“The passion and commitment of key speakers, in government to persuade them to have a long term and
making the case for fundamental change across the sustainable strategy for the arts and culture”
sector, engendering the feeling that something might be
done.” “Hard to translate into action when back in day to
day reality, smaller orgs find it harder still”
“Opportunity for sharing detailed research that smaller
organisations could not contemplate undertaking. “Needs now to move into focussing on action - e.g.
Sharing of knowledge from other peers. Looking at other doing some experiments and reporting back. I have lots
models not considered within the industry. Good level of of ideas for what some of these should be. Needs more
debate.” local authority presence”
“Feb 05 lacked visionary leadership to inspire people

to embrace change”
13
What might be a more effective way of activating change in the cultural

sector?
Qualitative Feedback
ACTION PLANNING
“Having a public action plan - with ACE/DCMS on board, action research and public pilots.”
“Some organisation which will spearhead and champion the case - and which has teeth / a cutting edge to the way it operates.
And is also free of Government subsidy itself.”
“Small-scale real experiments, reported in real time feedback. Reporting on the success or failure of these would be most valuable
and informative”
“Not necessarily more effective but in addition it might help if there was some kind of 'bonus' scheme for best practice examples of
change”
“A fundamental review delivering a keynote paper on the key issues facing the arts. This would be sponsored by government &
headed by an senior independent figure. “
“From the conference day, develop some small 'task forces' to develop ideas and present options for moving forward”
“Actively pursue practical suggestions that emerge through the day”
“Bed the initiative more firmly into current political/funding structures so it cannot be seen as an add-on”
“Supporting the development of change scenarios out in the field that organisations can see as transferable and realistic”
“Practical workshops and information on how to effectively generate income“
“Looking at successful experiments, extrapolating to policy”
14

sector? (Continued)
ENGAGEMENT
“Senior level vision presentations to ministers and civil servants”
“Funding organisations (Arts Council, MLA, DCMS, local authorities) really taking on this issue in a proactive way”
“To enable smaller arts organisations, artists and audiences to contribute to the debate - there is a need to hear their grievances
and desires before you can affect change/criticise practice. There is also a need for transparency regarding arts council and
government policy - MMM could provide a site for cross-sector lobbying and engagement with policy, but at the moment often
feels led by hidden agendas.”
“Ensuring those responsible for artistic output are fully engaged with the business and operational challenges - working in
harmony rather than conflict. Within theatre, it is also important to involve those from the commercial sector.”
“The way in which this initiative dovetails with ACE's work on RFOs will be critical”
“Directly influencing government through select committees”
“Widen the debate from the current incumbent arts sector. They're only interested in preserving the status quo. How can they be
the people who will find new models?”
FOCUS
“Focusing more attention and discussion on less issues at a time. It felt rushed in the end”
“There may be something in looking at new models and sustaining change in a more focused context - a MMM conference
confined to a specific geographical area, or to a specific part of the sector - I'd be really interested in taking something forward for
museums, how they work as both repositories of the past and pointers to the future, and how this might impact upon funding
models.”
15

sector? (Continued)
LEADERSHIP
“I think it is an effective way - an annual conference of this type would be an excellent idea, but I would like to know how some of
the really important issues raised such as cultural leadership are going to be taken forward.”
“We could consider electing our representatives and holding them to account to us rather than them being appointed and us being
answerable to them”
“Strong leadership - not just political and ACE - but from advocates within arts and the business community. It has to come from
within.”
“Most arts organisations have gone through their most substantial change at the direct behest of key stakeholders/funders; another
key driver of change have been changes of senior personnel (both at Board and senior executive level). MMM will work primarily
through its effect on these organisations and people”
OTHER FEEDBACK
“It is a good start and platform on which to build, but it is still only words at the moment - it should not be about replacing it with
something else but continuing the good work.”
“I don't think you have persuaded the sector that it needs changing - there is a sense that it has survived before and will again. And
that it is other organisations that need to change, not our own. The people promoting change are not starting out/at the coalface -
and to be told to change by those not needing to is not so powerful. So win the hearts and minds of those currently
struggling/running mid and small scale.“
“The only way has to be through networking, brainstorming and exchange of ideas through such things as MMM. Any formal
outside interference would be disastrous because so much depends on individual companies' circumstances, strengths & weaknesses,
and personnel.”
“Releasing gov't funded museums/org from the burden and of being gov't funded which might result in more creativity and initiative
within the sector.”
“Learning from other successes and failures; more support e.g. through Arts and Business to provide resources to help organisations
get up to speed; "invest to save" money (such as is available occasionally from Treasury to government funded bodies) more widely
available”
16
How do you think things are going to change for you and your
organisation as a result of MMM?
Short-term Outcomes: Qualitative Feedback
“I have made new contacts and I am able to use valuable information gained for staff and board members. Being the
chief executive of an arts organisation in the provinces is an extremely lonely occupation.”
“They won't but the debate was provocative and keeps issues circulating.”
“Increased communication”
“Sadly, very little unless there is a REAL change. There is little evidence of action currently. A lot of talk yes - but that
is not enough.”
“I will bring knowledge of these common problems and an acquaintance with those who share them to my organisation.
This should lead to alliances/partnerships and a better understanding of the environment we work in.”
“I would like to think it will influence future policy and grant giving”
“Made more contacts and developed some new ideas. A core group needs to be charged with taking things forward and
we would consider being a part of that”
“Attendance at the events provide a mechanism for introducing the possibility of policy discussion/examination of
models”
“Strategic alliances will develop in a variety of ways. Board and governance will also develop significantly”
“Will inform my thinking and approach to change (do a lot of consultancy work) - and will encourage others; sense that
there is collective will to be radical - this facilitates change”
“Review of volunteer leadership, review of commercial and revenue opportunities.”
“As a business owner I would to see a clearer picture being painted of the case for the arts - not just as an instrument for
business improvement but as a contributor towards a more cohesive and creative society. I was not convinced that this is
currently done well - as was said on the day”
“Will look in more depth at board relationships and think about the mechanisms for letting strands of work 'die'.”
17
organisation as a result of MMM? (Continued)
“This is not an exercise that immediately impacts an organisation. It is part of a process.”
“Certain information acquired will effect the development of the business plan”
“It is a powerful thought that arts organisations have to be prepared to die, and I will not forget that imperative, should
difficult decisions be needed in my own work. also there was an empowering debate around governance which will give
me confidence in dealing with inadequate boards.”
“Two senior members of staff with responsibility for strategic planning have attended the MMM conferences; we are
interested in looking at new models for future sustainability as our organisation is going through a period of change and
transition, including acquiring a building and developing a series of creative partnership arrangements; thoughts and
ideas generated by the two days will feed into this process.”
“We are employing Adrian Ellis to do a long-term strategic plan”
“It raised the key issues that need to be addressed by Govt in supporting and nurturing the arts, as well as giving a
strong flavour of the mood of the sector at the moment.”
“I don't think it will directly change anything; we have always (of necessity - no public funding) been quite
entrepreneurial; but other case studies are always interesting to learn from.”
“My work has already been informed by insights gained as a result - looking more rigorously at how we might measure
impact and so make the case for funding from a range of sources, and at how we can be more precise about what it is we
want to develop or sustain - and if its worth it.”
“We're just beginning, so MMM has been a perfect way to get to grips with the debate “
“The group of Executive Directors for other off-West End Theatres have agreed to work more closely together in looking
at the similar challenges facing our type of organisations - the papers from MMM influence and help our discussions”
“We're better informed: we're sharing the knowledge around the organisation. We're actively seeking strategic alliances”
18
organisation as a result of MMM? (Continued)
“Have used John Knell arguments already internally in my org to suggest action in key areas”
“The day brought up a number of issues that are pertinent to my organisation at this time. It helped me to formulate
better informed views to guide decisions that we are currently making”
“Is MMM over - and if not, how can I know? The question of strategic alliances has taken on greater weight in my
mind since the second MMM day.”
“Because of the Barbican Centre's MD's involvement with MMM, the emerging models are already familiar and some
areas e.g. governance do not apply in the same way because of our unique structure. As someone who is about to go into
a new organisation which is an Arts Council RFO, I can see many ways in which one might use the current papers and
models as a health check/springboard for progress.”
“I think we are re-evaluating our planning and objectives”
“We have benefited from reading the conference papers”
“It would make more sense if there was a greater focus on business modelling. Many of the topic areas would sit better
with the arts council”
“Although our company has only been in operation for just over 2 years, it was gratifying to see that our business model
is unique (with the MMM delegates as comparators). This suggests that it is going to be a long time before there are
significant rivals; it also suggests that we have a job to do showing other organisations in the arts sector that other modes
of work do exist, are sustainable and should be explored”
“Following June session submitted relevant and successful Grants for the Arts application on researching key potential
income generating activities.”
19
Deutsche Bank was a key supporter of the event on the 7th February
2005. How important do you think it is for the corporate sector to be
involved in this kind of debate?
Essential/Vital/Crucial
Very important/important
10 24 10 2
Useful/ A good idea
Not as vital as government

support/depends...
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Qualitative Feedback:
“Extremely important. Major corporates should be an important stakeholder (and sponsor) in cultural activity.”
“Vital. however they must not be allowed to dictate the agenda, and it is my suspicion that arts organisations and individual
artists who are not attractive to corporate agenda setters are often excluded from the debate unthinkingly.”
“Absolutely vital. The sector needs to work with rather than in isolation from the corporate world, and to be honest in sharing
its misgivings and concerns, as well as in asking for funding for specific projects. Similarly, this is an opportunity to extend
the vision of the corporate sector in relation to what it might consider funding or the kind of involvement it might have.”
“Key importance - it would have been good to have the end of day speakers at the start of the day - Deutsche Bank's input
brought up some real issues which need addressing and it would have been good to have more input from them”.
20
Deutsche Bank was a key supporter of the event on the 7th February
2005. How important do you think it is for the corporate sector to be
involved in this kind of debate? (Continued)
“The corporate sector and cultural sector have a lot to learn from each other, in the context of setting out a mission, developing
funding strategies, long-term sustainable vision, for example. More collaboration on these issues would be very useful”
“Reasonably so. Having the business model used to ginger up the charitable arts sector is often a distraction from the real
problems”
“It would have been interesting to know to what extent they had been involved. I think the whole of society should be involved and
therefore having a corporate involved is as important as having an arts organisation there. Culture/arts is for everyone and we the
arts and culture organisations with our funders and leaders need to find new and much more convincing ways of communicating”
“Useful if they are paying to make it happen. Very helpful for our sector to learn lessons from the business sector. Their involvement
should be much deeper in terms of consultancy, strategic planning etc and in terms of involving other businesses in the debate”
“Need to be involved in the change mechanism not just the discussion”
“More important in providing models that in any other way”
“I think all opportunities for the arts to engage with the corporate sector away from a direct funding bid are very welcome. We can
both learn from each other and both sides need to be open to that.”
“The potential growth that could come from a genuine dialogue between the arts and the corporate sector (flowing both ways) could
define a generation, are we all ready for that? The corporates and the arts?”
“Very, but from experience, they are more interested in participating in shared practical experiments rather than talk focussed on arts
sector alone. Bilateral arts/big business relationship no longer helpful, needs public sector, smaller business, education involved.”
“Did not add to the debate, but important that this sector realises we are addressing key issues”
“Reasonably important if business modelling is given a significant focus”.
“Important, but not just 'non-arts' corporates. What about for-profit money that make art their business?
Depends upon understanding of arts sector by representative of corporate sector”
21
Any further comments?
“This is the first really useful forum that I have encountered since working in the arts. Having come from working in higher
education, I found it very difficult in the arts to get into any really useful discussion groups aimed at senior personnel”
“If we are to explore alternative avenues for funding the arts, it is essential that a wider forum be created, so that the full benefit or
the artistic endeavour (including the business benefit) can be shown - and quantified.”
“During the conference, I came to the view that organisations whose public funding is a high proportion of their turnover are not
ultimately in control of their destiny. Thus change from within is incredibly hard to achieve and usually comes instead in response
to external pressures. Furthermore, lack of control can limit the artist's creative freedom: he or she can easily become the implement
of political needs and ambitions. This will render our arts scene arid unless a more sophisticated and long term view is taken by the
public sector of how the public interest is best served. So often, I think it is power on the one hand, fear on the other, which motivates
those who make and implement public policy. We talk about vision but few really have one.”
“The conference was excellently organised and well chaired. I think it does need to translate into some immediate actions. There
may come a time when its purpose has come to an end but right now it has a strong role to play as a catalyst for change. Please
don't lets get bogged down too much in what the arts are about - I've only been in the sector 5-6 years and already I feel that's a
stuck record.”
“It seems to me that we find it very hard to find inspiring leaders that can not only talk to artists and arts organisations but also to
business, government and the general population. If we could crack that I believe more doors would open to find a long and
sustained future.”
“It was very valuable to have an opportunity to set time aside to address these fundamental issues directly and consider responses. If
the initiative is to have lasting value for the sector, it probably needs to be sustained over a longer term.”
“MMM is a crucial initiative and must be continued. Let's have more in depth discussion and debate on these issues. These are
very big issues that the sector is naturally nervous of, particularly strategic alliances. Time is needed for people to absorb, debate and
consider them. They must however be strongly encouraged to act before they are told what is going to happen to them.”
“I'd like to know what happens next and how the organisers and steering group see action resulting.”
“Disappointed in the contributions from both DCMS and ACE”
22
Any further comments? (Continued)
“There seemed to be an positive intent to make the day action orientated, but no-one went away with real and agreed tasks, nor a
process through which those tasks would be assigned in the future. I would like to reinforce the view that the discussion was
dominated by the highly articulate and experienced senior people from the large institutions, which are more businesses than arts
organisations. If the arts is to develop a convincing argument for itself to underpin its (intrinsic) sustainability and support from the
community/society then wider views and wider engagement are essential - it should not just be about funding from businesses, trusts
and government”
“A case of she would say that, wouldn't she? But I thought there was a real lack of appreciation about the work that smaller
cultural organisations do. That many of them are financially secure without traditional arts funding, are cross cutting, are very
sophisticated in the way they present to their non arts audiences and funders. There are a number of organisations - represented at
MMM (Arts Council, A&B, NCA, local authorities - who are charged with representing the cultural sector and should become
braver about leading the debate. It is unrealistic to expect those leading cultural organisations - who are responsible to their
boards/audience/staff - to take some of the risks described, especially in smaller/newer/less established orgs.”
“The day itself was so full of potential that the last session was particularly disappointing. If the arts council cannot be persuaded
to take an active and informed role in these debates with a preparedness to reach real if challenging conclusions and take them back
to government and policy makers, MMM should not allow them to play so a public role.”
“We found the first conference more useful than the second”.
“Vernon's chairing is a key ingredient to the success of this venture”
“It is great that A&B/Jerwood have come together to facilitate this work and discussions”.
“Please keep the debate alive!”
“Day 2 was one of the best days of its kind I have attended”.
“I very much hope to keep in touch with MMM throughout my approaching career change, as I think it will become more valuable
to me as I move into a general management role, so I will supply contact details in due course and I hope you'll keep me on your
lists.”
“I don't agree that MMM has "addressed" the key challenges; but has helped to identify them and identify potential ways forward
to address some of them.”
23
Any further comments? (Continued)
On governance issues really need to think beyond a code to forms of apprenticeship for intergenerational transmission of values.
Support MMM and hope that it continues to draw on key people and experience in the sector. Good to get out of day-to-day issues
and think about real change. Felt that the session chaired by Frayling was poor - the debate got off track and because he hadn't
been there all day he had no understanding of what had happened. All the talk about salaries was pointless.
A section on discussing the tax laws might be good next time around as we as a sector can think about how the economics of tax
could be changed to decentralise the role of gov't funding
The seminar was very useful in promoting better understanding of some of the key challenges faced by cultural institutions, however,
it failed to give tools to address these and come up with solutions or practical ways to progress from a better understanding to actual
changes in practices
24
SUMMARY & NEXT STEPS
MMM Objectives Survey Findings Summary & Next Step
1. To address the challenges faced 61% of respondents said ‘to a very MMM has effectively created a
by both the UK funding system large/ large extent’ platform for debating issues at a
and individual arts organisations senior level. It’s important to
in developing financial continue this relationship/
sustainability. engagement/ debate.
2. To deepen our understanding Judging by the short-term MMM has improved awareness
of the challenges of successfully outcomes, MMM has clearly lead and understanding of the
managing for mission and money. to an increased awareness of the challenges facing the sector. The
issues facing the sector, BUT research and opinion papers have
more importantly a recognition been effective in bringing about
that change needs to take place. this change. Narrowing the debate,
But how? (see objective 3) focusing in specific issues was
suggested for the future.
3. Assessing the scope for 38% of respondents were ‘Very Qualitative feedback suggests that
introducing new models and new confident/confident’ that MMM MMM needs to focus on ‘Action
ways of funding. would lead to new models and planning’. Need to move from
new approaches. discussion/debate towards
implementation of models and
best practices. A number of
suggestions was outlined by the
respondents.
4. To influence key decision Concern among respondents how A clear strategy for how to engage
makers in DCMS and No.10. effective MMM has been in and influence key decision makers
engaging DCMS, ACE and going forward is seen as crucial.
government.
5. Activate change in the arts Respondents identify a need for Again, MMM needs to look at
community and among those who change, but are unsure/ sceptical building on/ activating some of the
invest in them, to create a to how it could be activated. How approaches/ suggested models that
sustainable and stronger future to move from discussing the need was outlined during MMM2.
for change toward activating Starting with small-scale
change, experiments was suggested.
25

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Mission, Models & Money

Participant Feedback Survey

To address the challenges faced by both the UK funding system and

To deepen our understanding of the challenges of successfully

To influence key decision makers in DCMS and No.10.

Quantitative and Qualitative

A mix of Quantitative and Qualitative questions

192 questionnaires sent out by email (to all participants)

48 anonymous responses (25% response rate)

Respondents by type of organisation

Art s/ Cult ural Organisat ion

Respondents by Art form

Archit ect ure

RAISING AWARENESS AND UNDERSTANDING

5 To a very large extent

ADDRESSING THE CHALLENGES

5 To a very large extent

DEVELOPING NEW MODELS

5 To a very large extent

Summary Strengths Summary Weaknesses

Events organisation: Excellent speakers, well

Strengths (Comments) Weaknesses (Comments)

“Feb 05 lacked visionary leadership to inspire people

What might be a more effective way of activating change in the cultural

“Actively pursue practical suggestions that emerge through the day”

“Practical workshops and information on how to effectively generate income“

“Looking at successful experiments, extrapolating to policy”

What might be a more effective way of activating change in the cultural

“Senior level vision presentations to ministers and civil servants”

“Directly influencing government through select committees”

What might be a more effective way of activating change in the cultural

Short-term Outcomes: Qualitative Feedback

“Review of volunteer leadership, review of commercial and revenue opportunities.”

Short-term Outcomes: Qualitative Feedback

“This is not an exercise that immediately impacts an organisation. It is part of a process.”

“We are employing Adrian Ellis to do a long-term strategic plan”

Short-term Outcomes: Qualitative Feedback

“I think we are re-evaluating our planning and objectives”

“We have benefited from reading the conference papers”

Not as vital as government

“Need to be involved in the change mechanism not just the discussion”

“More important in providing models that in any other way”

“Reasonably important if business modelling is given a significant focus”.

Any further comments?

“Disappointed in the contributions from both DCMS and ACE”

Any further comments? (Continued)

“Vernon's chairing is a key ingredient to the success of this venture”

“Please keep the debate alive!”

Any further comments? (Continued)

MMM Objectives Survey Findings Summary & Next Step

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