annual review - s3-eu-central-1.amazonaws.com · strand design 3 legacy and dissemination 2 strand...

AnnualReview2016/17

Our purpose Our strategy

We are at the mid-point of our 2014–19strategy. Three targeted strands –Transitions in Later Life, ParticipatoryPerforming Arts and Valuing the Ocean –are supported by cross-cutting work onCreating the Conditions for Change,supporting our core values of collaborationand social innovation. In 2016, we alsolaunched an Inquiry into the Civic Role ofArts Organisations. We continue work tosecure the legacy of programmes thathave reached their conclusion.

We are an international charitablefoundation with cultural, educational,social and scientific interests, basedin Lisbon with offices in London andParis. The purpose of the UK Branchin London is to bring about long-termimprovements in wellbeing,particularly for the most vulnerable,by creating connections acrossboundaries (national borders,communities, disciplines and sectors)that deliver social, cultural andenvironmental value.

Under our ParticipatoryPerforming Arts strand, LIFT(London International FestivalTheatre) is working in Tottenham,London, to redefine excellencein participatory practice. Photo:Alex Hyndman.

Front cover: With One Voice –connecting arts and homelessnesspractitioners across the world –launched at the Rio CulturalOlympiad. Photo: William Rosa/Agência Visível.

How we work

We work in a way that is consultative andcollaborative, developing and deliveringeach strand through a systematic cycleof activities.

A key component of our approach is support for thedevelopment of networks and other collaborations.Each strand supports a ‘learning community’ inwhich our partners come together to exchangelearning and advance their field of practice.

Evaluation, reporting and learning are embeddedin each stage of the programme cycle from earlyresearch and scoping to legacy and dissemination.Evaluation frameworks designed in collaborationwith our partners enable us to assess outcomes,capture learning and to feed this into futureplanning.

We recognise the importance of effectivecommunications. We develop influencing plansfor each strand. The objective is to bring our workto the attention of other potential funders anddisseminate the learning to those who can act on itto make a positive difference.

We plan for legacy early in the life of our strands ofwork by, for example, helping partners to developtheir case for support and seeking to interest otherfunders in our work.

SUMMARISING OUR APPROACH

ExploreWe will support research which inspires newthinking and provides evidence to informchanges that will lead to increases inwellbeing.

ExperimentWe will support selected pilot interventionsand occasional start-up organisations.

ExchangeWe will act as a convenor and collaborator,bringing people together and fosteringpartnerships that might not otherwisehappen, supporting and engaging innetworks and hosting learning communities.

ExplainWe will seek to understand what happenedand to disseminate the learning to those whocan act on it.

ExitWe will seek to create a legacy so we can moveon and address other issues.

“The dog whistle is not aninstrument of harmony. We must

listen for the underlying soundthat makes it resonate in placesand among people whose voices

have not been heard.” Andrew Barnett

1Strand

developmentenvironmental

analysis, scoping,strand design

3Legacy and

dissemination

2Strand deliveryapplication/invitation, assessment, partnership agreement,analysis and review

2 Annual Review 2016/2017

UK Branch Director’s Report

By any standards, 2016 was aturbulent year. Few predicted itspolitical upheavals. 2017 maybring more shocks, as people goto the polls across Europe andBrexit negotiations begin.

We have special reason toexamine our response. We are afoundation rooted in continentalEurope. We are concerned toamplify the voices of those whoare not usually heard. We workacross boundaries, seeking tobring people together to learn,share and develop their practice.But we are also, at heart, aboutchange, about trialling new –and more effective –approaches.

The pages that followdemonstrate the practical waysin which we have put theseambitions into action over thepast year. But we have alsobeen reflecting on our role inthis shifting world.

Doing our best for others drivesour endeavours. Openness andcollaboration are in our DNA. It’s notabout competition. We see a role fororganisations like ours working withothers in addressing current andfuture need. We’re conscious of theprivilege our status as a small part of alarge European foundation – endowedin perpetuity – affords us. We hope weearn the trust placed in us: impactful inthe UK and spreading the learninginternationally. This includes aligningour work with that of our colleagues inPortugal; as this review shows, we aredoing this more and more.

How best to achieve change? Where arewe uniquely placed to act? What morecan we do to amplify the impact of ourwork with partners? What does successlook like? What might we have gotwrong? In 2016, we asked ourselvestwo specific questions. Is our strategyon track? Does it fit the apparent newworld order?

The context, internationally andnationally, feels changed. But perhapsit’s just the expression of a feeling thatwas already there. Brexit is only partof it. The consequences are unlikely tobe so bad, or so good, as some suggestbut uncertainty affects the vulnerableand underserved disproportionately.We hope for close relations withcontinental Europe and an end tointolerance. If we are to protect theplanet we share, individual acts mustcombine with collective action,including across national boundaries.

We asked what all this means for ourmission and for the priorities we chosein 2014. This Review reports on ouractivities against those priorities:

l improving the wellbeing of those inlater life with new ways of preparingfor retirement, through ourTransitions in Later Lifeprogramme (see pages 4 and 5);

l promoting wider participation inthe arts, especially by those who areexcluded, through our ParticipatoryPerforming Arts programme (seepages 8 and 9) and with the newInquiry into the Civic Role of ArtsOrganisations (see pages 10 and 11);

l conserving the ocean, the depletionof which threatens us all and thevulnerable yet more, through ourValuing the Ocean programme (seepages 6 and 7).

This all feels more relevant, not less.This year’s problems are little differentto last year’s: an ageing population,social fragmentation, depleted naturalresources inequitably distributed, tomention a few. The qualities thatdistinguish charitable foundationsremain constant: exercising foresightand supporting less popular causes,bringing together unusual suspects,acting across boundaries, as catalystsnot just funders. We should continue toseek to address causes over symptoms.We need to seek out those who mightnot tell us what we want to hear. Weneed to be more European, not less.

An external review of our work midwaythrough our five-year strategy washelpful. Going forward, we will developour people so we can more effectivelysupport the incubation of newapproaches to policy and practice.We will continue to strengthen ourprocesses, including aroundevaluation. We will build our profileand understanding of how we work, notfor their own sake but to supportdelivery against clearer measures of

UK Branch Director’s Report 3

Financial Summary UK Branch 2016

Participatory Performing Arts£644,808

Transitions in Later Life£298,435

Staff costs£478,410

Administrative costs£276,557Valuing the Ocean

£595,498

Creating the Conditionsfor Change£113,366

Planning for Legacy£87,092

impact. We will survey those we workwith to determine how our ‘value add’ isperceived and how we might improveit. As this Review shows, we are alreadymoving forward on these aims.

For sure, the dog whistle is not aninstrument of harmony. We must listenfor the underlying sound that makes itresonate in places and among peoplewhose voices have not been heard. In2017, we will reach out more. Co-designing initiatives with beneficiaries– a common theme throughout thesepages – will feature yet more across allour work: not just ‘for’ and ‘to’ but‘with’ and ‘by’.

In essence, this is about values: thethings we cherish and promote. Wewill explore this framing more thisyear. It’s also about foresight. Wemay not have predicted last year’sturbulence but listening, future-proofing, acting locally and thinkingglobally are themes that run through allour work. They will do so more in 2017.

Andrew Barnett

Inquiry into the Civic Role of Arts Organisations

£228,238


Helping people in mid- to later life feel better supportedto manage change as they age...

Transitions in Later Life

We want to support people in mid- and later life to respondbetter to major life changes, suchas retirement. Changes at thistime – in personal circumstances,health, role, friendships, home –can feel destabilising anddistressing. But advice for thoseof us coming up to retirementpays scant regard to these; theemphasis is on financial planning.We believe that pre-retirementpolicies and services must cover abroader range of issues related toquality of life and emotional healthand wellbeing. Our ambition is todevelop a holistic approach thatwill future-proof chronic healthand social issues in later life.

Strand development andachievements

This strand builds on longstandingwork helping to establish theCampaign to End Loneliness in theUK, and with colleagues in Lisbon onAgeing and Social Cohesion. This year,we moved from scoping to piloting,with co-design and collaborationembedded throughout. Ten projects

are modelling inspirational initiativesfor people in pre-retirement, usingtherapeutic approaches such asmindfulness and CBT. We are alsosupporting strategic projects focusedon pre-retirement and understandinghow this work can become sustainable.Our new partnership with the Centrefor Ageing Better will help us increasethe evidence base about whichapproaches best help people to developwellbeing and resilience.

Support summary: £298,435

The Age Does Not Matter festivalgathered designers, citizens, andrepresentatives from government,brands and other organisations toshare thoughts about making themost of the future. Photo: StellaMalfilatre.

“I want to talkabout life, notretirement.”Susan, Make a Changeco-design participant

Highlights

l We entered a major partnershipwith the Centre for Ageing Better.Ageing Better brings expertise inevaluating and sharing evidence ofwhat works in supporting people inlater life, and will help us to workwith a range of organisations,including employers, and ensure wetranslate evidence into real impact.

l We supported the ‘Age Does NotMatter’ festival, dedicated torethinking the concept of ageing.The Age of No Retirement broughttogether 750 business leaders,creative thinkers, policy-makers,academics and citizens. They spentfour days reimagining products andservices through co-design labs,talks, installations, photography,stories, sound and film.

l After successful pilots in threecities, SP Transitions is expandingits Retirement Transition Initiativeinto a sustainable social enterprise,Envisage CIC. This will providecommunity workshops for thosewith low to no income approachingretirement, as well as scaling up theexisting employer-basedprogramme.

l The Innovation Unit has developeda blueprint pre-retirement club,co-designed by users. Make aChange is a service for those aged50+, particularly men, whoseexperiences of retirement tendto be more negative. It aims toimprove wellbeing by combiningvolunteering, mindfulness andcourses delivered throughemployers.

l We have established a LearningCommunity for ten organisationswe are supporting to test diversemethods of pre-retirement support.The community met three times thisyear to exchange learning and willcontinue to meet and grow,championing the need for holisticsupport in later life.

What have we learnt?

Collaboration with organisations withcomplementary strengths increasesour impact through better evidence onwhat works and broader reach. We alsoneed to address demand for theseservices and will be working withemployers and other service providerson this.

What next?

The programme evaluation is due inSpring 2017. We will also be releasing apodcast series, telling the stories ofindividuals who participated in theprojects we have funded.

An exercise at aTransitions in LaterLife LearningCommunity, whereparticipants sharedthe challenges theirwork is facing.

Below: Interim evaluation of the firstSocial Impact Bond on reducingloneliness suggests a positive impacton individual wellbeing withcorresponding savings for services.

Above: The Age Does Not Matter festival in September aimed to disrupt thenarrative on ageing and challenge stereotypes. Photo: Stella Malfilatre.

Transitions in Later Life 5


Connecting and building relationships designed to helpprotect our ocean…

Valuing the Ocean

We want to communicate themany ways our ocean contributesto human wellbeing, culture andprosperity. The ocean is underpressure due to the prevailingemphasis on short-term exploitationof its resources. The damagewill affect us all, but those mostdisadvantaged will be hit hardestand first. We are testing thehypothesis that promoting sharedvalues and new narratives formarine conservation will deliverbetter outcomes for people andthe planet. Our ambition is tostrengthen collaboration and thecapacity of the environmental sectorto take new approaches forward.


This strand complements theGulbenkian Oceans Initiative (GOI) ledby our colleagues in Lisbon. A key partis our Marine CoLABoration (‘MarineCoLAB’), a group of diverse expertswho come together to explore newideas, take action, reflect on the resultsand share them widely. The MarineCoLAB is purposefully experimental,aiming to develop and test the smallestviable ‘experiments’ that cancontribute towards communicating thevalue of the ocean more effectively.Ocean protection in the UK is shapedby EU law, and we will be watching asBrexit negotiations develop.


“There is only one ocean,we are all connected…”Heather Koldeway, Zoological Society of London

Representatives from Portugueseenvironmental NGOs visitedLondon in July to exchangelearning and ideas.

Right: The ten Marine CoLAB members bring arange of perspectives and new approaches tocountering the threat to our ocean.

Valuing the Ocean 7

Highlights

l We commissioned the FrameWorksInstitute to analyse how the marineconservation sector communicateswith public and policy-makers, howthe public thinks about the oceanand where the challenges lie. Wehope its findings will help NGOsbuild a common narrative to bridgethe gap between expert and publicunderstanding of protecting theocean.

l We have committed another twoyears’ funding and support for thecurrent Marine CoLAB members.From 2017, the CoLAB will have afulltime coordinator to enhancecollaborative action and learningbetween member organisations andwith the wider marine community.

l Through the Marine CoLAB, we areempowering ‘Agents of Change’, anetwork of new and unexpectedadvocates of marine conservationconnecting targeted work withinselected coastal communities.

l The Marine CoLAB co-created the#OneLess campaign to transformLondon into a city free of single-useplastic water bottles by 2021. Plasticpollution is a major threat to theworld’s ocean. #OneLess will showthe world what’s possible in a globalcapital like London. The campaign

includes strategies to encouragemore sustainable waste collectionand water delivery systems, monitorplastic pollution in the Thames, andconnect Londoners to their impacton the ocean.

l NEF launched its report, ‘TurningBack to the Sea’, at Westminster.This action plan sets outs anationwide Blue New Deal torevitalise coastal communities.It puts people in control so theycan shape local priorities, andincrease prosperity and wellbeingunderpinned by healthy seas.


Developing ‘experiments’ allows workto be both purposeful and flexible. Wehave started by building connectionsthrough co-designing these; now weneed to change gear and articulate theimpact we seek. Evaluating experimentalapproaches remains a challenge.

What next?

We are defining more precisely thechange we want to see. We will takeforward the FrameWorks Institute’sfindings and explore the potential ofa Manifesto for the Ocean for under -pinning coherent and collaborativeaction.

The first MarineCoLAB experiment,the #OneLesscampaign, launchedon World Ocean Day.It aims to reduce thenumber of single-useplastic bottles endingup in the ocean viathe Thames. Photo:Thames21.

Experts working withthe GOI introduced theNatural CapitalProtocol to helpbusinesses assess risksfrom unsustainable useof natural resources.


Widening participation in the performing arts in all communities,especially the most vulnerable and underserved…

Participatory Performing Arts

We want to open up theperforming arts for everyone.The arts have untapped potentialto give a platform to thosewhose voices are seldomheard in mainstream society.Through participation in thearts, marginalised peoplediscover strengths, forge socialconnections, increase confidenceand gain a voice. The creativeprocess highlights whatdisadvantaged people can do,not – as so often – what they can’t.In turn, encompassing diverse,authentic experiences enrichesartistic works. Participatorypractice is central to making workthat combines these artistic andsocial outcomes. Our ambition isto bring participatory performingarts into the mainstream.


We are supporting ten ground-breaking productions through2016–18. Co-created with participants,these diverse projects all push artisticand social boundaries. Innovationis the hallmark of this programme.We are exploring better ways of

disseminating our learning, beingopen in our conversations and sharingclosely with other funders. We arereaching out internationally, workingclosely with our colleagues in Lisbonand with practitioners worldwide. Weare exploring innovative approachesto recording evidence and measuringimpact. We have also launched theInquiry into the Civic Role of ArtsOrganisations to galvanise a movementaround developing this work (seepage 10).


“Creativity is in all of us… we don’t always haveto be defined by ourproblems.”Matt Peacock, With One Voice

One of our legacy projects,Sacred Sounds Women’sChoir, sang in Lisbon tocelebrate the Foundation’s60th birthday.

Participatory Performing Arts 9

Highlights

l Following our open call in 2015, weare now supporting ten productionsthat take risks with new ways ofworking. All have been co-createdwith people from marginalisedgroups, including underrepresentedcommunities, older people, women,young people, those recoveringfrom substance misuse, disabledveterans, prisoners and disabledmusicians.

l Capturing evidence from theperforming arts is a challenge. Weare trialling new ways of recordingimpact. We have commissioned afilmmaker to follow one individualon each project through productionto performance to show how theirparticipation affects their lives.

l We are pooling expertise with ourcolleagues in Lisbon through apeer learning group, the Arts andSocial Impact Group. We are alsocollaborating with the EsméeFairbairn Foundation and the PaulHamlyn Foundation, who share ourbelief in the power of participatoryarts to inspire social change.

l Our ten production partners cometogether as a Learning Communityfor seminars with the EsméeFairbairn Foundation and PaulHamlyn Foundation projects. Thecommunity shares practice anddiscusses creative solutions to thepressing questions facing artsorganisations developingparticipatory work.

l With One Voice (Uma Só Voz) waslaunched at the Cultural Olympiadin Rio de Janeiro. This internationalmovement connects arts andhomelessness practitioners tostrengthen practice across theworld. Our support stems from 2012when, with Streetwise Opera, we puton an event at the Royal OperaHouse with 300 performers whohad experienced homelessness.


Pooling knowledge with Lisboncolleagues and other foundationssupports internal learning and allparticipants gain new insights. Fundingprojects repeatedly does not necessarilyallow organisations to embed newpractices. Changing the power dynamicsbetween funders and project holderstakes time.

What next?

We are piloting a co-designed evaluationtoolkit with the Participatory PerformingArts participants. This explores how tomeasure outcomes for participants,audiences, social sector partners, artsorganisations and practitioners engagingin participatory performing arts.

Learning Communityseminars havediscussed artistic andsocial values,collaborating with thesocial sector andrepresentingmarginalisedexperiences.

Above: We contribute to the Arts Impact Fund, a collaboration providing loans to arts organisationslike Live Theatre, Newcastle, that can show social impact. Photo: Live Theatre, Newcastle.

Below: Pop-up choirs ofhomeless people performedin Rio to mark the launch ofWith One Voice. Photo:Agencia Visivel.


Working with people and organisations to develop a strong andgrowing movement of arts organisations that embrace their civic role…

Inquiry into the Civic Role of Arts Organisations

We want to help realise thepotential of arts organisations topromote civic engagement andrevitalise communities. Launchedin 2016, this Inquiry seeks toincrease awareness of the civicrole that arts organisations play.Through research and consultation,we want to understand what itmeans now and what futurecutting-edge practice may looklike. In partnership with arts andcivic society practitioners, we willcraft recommendations for policychange and practical support. Wehope the Inquiry will break newground by engaging the widestrange of people. Our ambition isto galvanise a movement of artsorganisations committed toplaying a civic role.

Inquiry development andachievements

Whereas our Participatory PerformingArts strand is about wideningparticipation, this three-phase Inquiryis about giving organisations the spaceto consider their own practice. Phase 1has sought to define the territory.

Phase 2 will identify potential leversfor change and routes to impact, andpilot approaches to civic role practice.Phase 3 will develop an implementationand legacy plan. Our commitment toco-design and innovation isfundamental to the Inquiry. We areseeking high levels of involvementfrom across the sector.


“We can together createa new culture – trulyaccessible to all, because it is createdby all.”Stella Duffy, Fun Palaces

The National Theatre of Scotland’s Home Awaysaw ten participatory performing artscompanies performing a new piece of theatreexploring their place in the world – theexperiences which connect and the forces whichisolate us. Pictured are performers fromChicago. Photo: Jassy Earl.

Inquiry into the Civic Role of Arts Organisations 11

Highlights

l We have set up an Advisory Panelof leaders from the arts, social,cultural, public and private sectorsto check and challenge the Inquiry’swork. The Inquiry is also supportedby an International ReferenceGroup, including expertise fromour colleagues in Lisbon.

l The Advisory Panel has devisedthree metaphors to frame thinking:arts organisations as ‘colleges’(places of learning), ‘town halls’(places of debate), and ‘parks’(public spaces). These havecontributed to a working definitionof the civic role, which has testedwell in twelve workshops acrossEngland and through an openonline survey of the arts and civicsociety sector.

l What Next? and Locality havecommissioned three artists toco-create work with underservedcommunities to demonstrate whatthey think art’s civic role could be.Projects cover a multimedia collagein Southwark, pop-up cafes in ruralShropshire designed for peopleliving with dementia, and adocumentary film with youngpeople in Manchester.

l What Next? chapters in Sunderland,Basingstoke, Nottingham, andYarmouth and Lowestoft arecarrying out in-depth local studies.They will map their local artsinfrastructure and ask audiencesand stakeholders what civic role thecommunity wants and expects theirarts organisations to play.

l Our evaluation of Phase 1 suggeststhat the civic role is a live issuein our changing world, but meansthinking ‘hyper local’ as thesituation across England variesso much due to the substantialdifferences (for example, the levelof affluence or ethnic diversity)from place to place.


We need to consider definitions of thecivic role in terms of the individual andcollective actions they inspire. Some ofthe individuals and organisations wehave consulted have told us it takestime to buy into new language.

What next?

In 2017, we will continue conversationsacross England and in Portugal,inviting arts organisations to shapethe solutions for playing a civic role.

Matt Hancock,minister responsiblefor culture policy,spoke at a feedbackevent on the Inquiry’sfirst phase.

Below: The Inquiry wants toexplore why arts organisationsare often less diverse than thecommunities they serve. Photo:Alison Baskerville.

Above: The Inquiry is using social media, a dedicated website, community-based work andco-created artistic commissions to reach as many people as possible. Photo: MattWainwright.tv.


Promoting social innovation, strengthening civil society and workingto advance our own and others’ philanthropic practice…

Creating the Conditions for Change

Our specific strands supportdifferent types of change –cultural, organisational,corporate, policy or ‘big system’.This cross-cutting strand supportsthem by focusing on creating thebest environment for innovativesocial change.

Highlights

l Given our long relationship withthe Making Every Adult Matter(MEAM) coalition, we aresupporting them to provide expertrepresentation on the newIndependent Commission onSocial Metrics. The Commissionseeks to develop ways ofmeasuring poverty that bothidentify those in poverty and havelong-term political support.

l We maintain strong links with theSocial Innovation Exchange (SIX)and continue to participate activelyin initiatives to foster innovationand collaboration globally.

l At the beginning of 2016, we tookpart in a consultation on leadershipin the sector. We have been pleasedto support the Clore SocialLeadership Programme to instigateworking groups for a ‘GenerousLeadership Lab’. Working alongsidethe Office for Civil Society and Big

Lottery Fund, we look forward tohelping this initiative developfurther in 2017.


Bringing together those seekingcomplex social change makes us allmore effective, whatever ourparticular priorities.

What next?

With six leading funders, we aresupporting the new IndependentInquiry into the Future of Civil Society.This aims to provide a clear vision forthe role of civil society in England overthe next ten years.


“Greater connectivityis critical.”Andrew Barnett

We are supportersand members of theSIX Funders’ Node,an internationalnetwork forinnovative funders toshare practice onchange. Photo: SIX.

Planning for Legacy 13

a different perspective, through ourTransitions in Later Life strand.

l We wound up our involvement inLiterature in Translation this year.We are happy that these projectshave informed work being takenforward by Writers’ Centre Norwich,FreeWord Centre and English PEN,supported by the Arts Council.


These projects show what a very smallfoundation can achieve with a relativelysmall amount of money by bringingideas and people together in a waythat then attracts bigger funders.This concept is now central to the waywe work.


Highlights

l We are delighted that the MakingEvery Adult Matter (MEAM)Coalition, supporting people withmultiple needs, has secured£2.78 million funding from othersources. It can now expand acrossEngland over the next five years,scaling up work piloted eight yearsago with our support. We remain onthe MEAM board.

l The Campaign to End Loneliness(CEL) has received £2.65 millionover the next four years from theBig Lottery Fund to pilot furtheractivities in England and expandinto Scotland and Wales. Weconvened the organisations thatdeveloped the Campaign five yearsago and have supported its worksince. We remain on its board butare taking our interest forward from

To plan for legacy which maximises the ongoing impact of our current strands and todevelop lines of enquiry that may form the basis of new priority strands in due course…

Planning for Legacy

We seek to hand on the baton toadvance work we have helpedstart. We produce learningpublications, showcase projectsto leverage funding and promotethe policy change they seek,and support new networks orinfrastructure. We also take ourlearning forward into our ownnew programmes.

Our five-year programme showing howbotanic gardens can add social valueconcluded with an event at the RoyalBotanic Gardens in Edinburgh, and thelaunch of a learning booklet from ourValuing Nature programme. Photo:Royal Botanic Gardens Edinburgh.

VALUINGNATURE

SHARON TELFER

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About the Foundation

WHO WAS CALOUSTEGULBENKIAN?

Calouste Sarkis Gulbenkian was anArmenian born in Constantinople(near today’s Istanbul) in 1869. Heconducted much of his work in Britain,taking British citizenship, lived thereand in France and finally settled inPortugal. He was influential in theearly development of the oil industry.He was multicultural and multilingualand spent a lifetime bringing peopletogether from different cultures andnationalities.

WHAT IS THE CALOUSTEGULBENKIAN FOUNDATION?

On his death in 1955, CalousteGulbenkian left his fortune and artcollection to a foundation set up as aprivate institution of public utilityunder an act of the PortugueseGovernment. Although he gaveextensively to Armenian causes hewanted his Foundation to benefit ‘allhumanity’. Its headquarters are inLisbon and it has offices in London(the UK Branch) and Paris. It hasassets of around €3 billion and anannual budget of over €100 million.

WHAT WORK DOES IT DOAND WHERE?

The Foundation acts in four areas –arts, education, science, and socialwelfare – by giving grants andscholarships and through its ownprojects and initiatives. Most activitiesare in Portugal but the Foundation’simpact is felt more widely and it isbecoming increasingly international infulfilment of its founder’s wishes. Itworks extensively with other majorEuropean foundations.

In Lisbon, in addition to the museumcontaining the founder’s art collection,the Foundation runs a modern artcentre, an art library, an orchestra andchoir. It also has an internationalscience research centre.

HOW IS THE FOUNDATIONGOVERNED?

The Foundation is governed by a boardof trustees, the majority of whom musthold Portuguese nationality. Thefounder’s great-grandson, MartinEssayan, a British citizen, is now thethird generation of his family to serveon the board. He is trustee for the UKBranch and for the ArmenianCommunities Department.

HOW CAN I FIND OUT MORE?

For further information, see ourwebsite:www.gulbenkian.pt or thelinked website for the UK Branch,www.gulbenkian.pt/uk-branch.

Calouste SarkisGulbenkian.

The Foundation’sheadquarters inLisbon.

Calouste Gulbenkian FoundationUK Branch50 Hoxton SquareLondon N1 6PB+44 (0)20 7012 [email protected]/uk-branch

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