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GMAC Business Plan 2012/2013

70 Oxford Street

Manchester M1 5HN

Tel: 0161 228 7621 Fax: 0161 200 1504

e-mail: [email protected] Web page: www.cornerhouse.org

GMAC is funded by

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Contents

Introduction ........................................................................................................................................................................................................................ 3

GMAC’s Creative Vision .................................................................................................................................................................................................... 3

GMAC’s Operating Principles ............................................................................................................................................................................................ 4

Achieving Our Vision ......................................................................................................................................................................................................... 4

Business Plan Context ....................................................................................................................................................................................................... 5

Business Plan Narrative .................................................................................................................................................................................................... 6

Realising Our Creative Vision ............................................................................................................................................................................................ 7

Ambition and Objectives for 2012 2013 ........................................................................................................................................................................... 14

Appendix 1 ....................................................................................................................................................................................................................... 18

Appendix 2 ....................................................................................................................................................................................................................... 21

Appendix 3 ....................................................................................................................................................................................................................... 32

Appendix 4 ....................................................................................................................................................................................................................... 35

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GMAC Business Plan 2012 2013 Introduction From 1st April 2012 Cornerhouse and The Library Theatre Company (LTC) become one organisation within the Greater Manchester Arts Centre Ltd group (GMAC). It is the start of a period of significant change for our organisation over the next three years. GMAC is building a new organisation from the merger of two of Manchester’s most established and valued cultural institutions. We are also working closely with Manchester City Council (MCC) on designing and building a new multi-artform production and exhibition centre at the same time keeping the core business working in a challenging market. This is a challenge that our new GMAC team is looking forward to. Exciting times! Transformation Project During 2011/2012 the combined teams of Cornerhouse and LTC have been working with consultant John Knell on a conversation with audiences, funders, peers and artists to produce a new Creative Vision for GMAC. This vision is central to everything that we will do. Much of our focus for 2011/2012 has been on bringing the two organisations together. Now it is shifting to transforming our organisation and work so we can deliver to this new Creative Vision. GMAC’s Creative Vision The vision is a ‘work in progress’ which will be refined in the months ahead. We are an organization that: i. makes art which is compelling, questioning and ambitious ii. makes art differently iii. deepens relationships between artists and audiences iv. nurtures and celebrates artists v. is rooted in Manchester with global ambitions vi. has a responsible business model that supports creative risk GMAC’s Values GMAC is: creative, adventurous, collaborative, provoking, stimulating, curious, and welcoming

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GMAC’s Operating Principles During this period of transition and beyond, there are certain key operating principles vital to the success of the GMAC project, which capture the mindset and behaviours required for GMAC to secure its creative vision. These principles are necessarily provisional and will adapt and evolve as GMAC takes shape and strives to deliver on its ambitions:

o Welcoming and open to everybody o Imaginative in the way we use our building o Valuing the skills, craft and creativity of our workforce and volunteers o A digital innovator o A catalyst for cultural connection and collaboration o Building on our shared legacy of work with local communities o Placing participation and learning at the core of our activity o Seeking strong partnerships with higher education providers in the city o Aspiring to be environmentally sustainable o Active in the public sphere, triggering and hosting debate o Valued by Manchester’s many communities

Achieving Our Vision i. makes art which is compelling, questioning and ambitious This will be achieved by:

• Realizing artistic aspirations to the fullest possible extent • Creating an environment that enables artistic risk • Featuring a strong international dimension in the programme

ii. makes art differently This will be achieved by:

1. Creating opportunities to produce work that couldn’t have been made in the same way anywhere else 2. Supporting artists and audiences to create work differently 3. Stretching the accepted boundaries between physical and digital 4. Pursuing new co-production possibilities

iii. deepens relationships between artists and audiences This will be achieved by:

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• Helping audiences and artists to engage in new ways • Recognising the diversity of artists and audiences, and the diversity of approaches that are needed to embrace them • Exploiting opportunities for new types of learning, participation and engagement in a multi-artform organisation

iv. nurtures and celebrates artists This will be achieved by:

• Developing new approaches to artist development, drawing on the unique competencies and opportunities afforded by the new organisation and building

• Approaching artist development as a collaborative activity, seeking to add unique value where possible • Supporting emerging artists from the North West through commissions and residencies

v. is rooted in Manchester with global ambitions This will be achieved by:

• Developing an artistic and organizational personality that is of this place, and this City, yet connected to and engaged with the wider world • Giving space to the diverse voices and communities of the City

vi. has a responsible business model that supports creative risk This will be achieved by:

• Building an entrepreneurial business model that will allow us to create space for and manage risk • Valuing and supporting skills, craft and creativity of our workforce and volunteers • Striving to be environmentally sustainable.

Business Plan Context Funding Climate In addition to the close relations with MCC GMAC is entering a new phase in its relationship with Arts Council England (ACE) as a National Portfolio Organisation (NPO). For the first time GMAC will have a theatre relationship with ACE through the merger with LTC. Changes in the funding of film exhibition through the creation of Creative England (CE) and new role for the British Film Institute (BFI) will change the landscape for culture cinema in as yet undefined ways.

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Business Climate Sales income, particularly ticket sales, for Cornerhouse and LTC have remained strong. However, large amounts of state funding have been or are in the process of being cut from many areas of activity i.e. Local Authorities, education, health care etc. There is significant economic uncertainty around the Euro and this is likely to impact on the UK economy which is experiencing negative growth. The resulting increase in unemployment could impact further on the economy and therefore on the core market for GMAC. It is therefore surprising that sales continue to hold up well. Within this context it is important to be cautious in predicting sales growth and continue to manage costs rigorously. This plan has been devised and written taking account of these factors. Strategic Opportunities The Cross Artform Venues Network (CAVN) will start to deliver projects during 2012/13 and GMAC will continue to play a leading role in this project. The Manchester Model will provide opportunities for collaboration across the city and GMAC will continue to play a leading role in this. We will continue to explore other opportunities to support the wider arts ecology through collaborations and networks. ACE strategic funds provide an opportunity to support the development of GMAC’s progress towards the new building in 2014. As the host venue for the AND festival in 2012 we will make the most of the opportunity afforded by the 2012 Olympic Games. Business Plan Narrative 2012/13 is a year of transition for GMAC as it moves from being two organisations to one. Bringing the team and business processes together, merging finance and administrations systems. Ensuring that our audiences, artists and programme do not get neglected as we do this will be a challenge, but one we are looking forward to meeting. We have already decided that to minimise confusion for our audiences GMAC will continue to make and present work under the two brands of Cornerhouse and Library Theatre Company until we move into the new building on First Street. We also have a clear programme plan to take the GMAC into the new building. This programme will meet our artistic and audience objectives for the period. In doing this we have recognised the need for additional resources and time to develop the programme and other plans for the 2014 onwards. Acquiring these resources and making time to develop our team and plan for 2014 and beyond will be a priority for 2012. Cornerhouse and LTC audiences have a reasonably consistent view of the respective brand values. To ensure on-going business sustainability GMAC must ensure that all aspects of the ‘experience’ are in line with or better than customer expectations and these must not diminish as the move to a new building comes closer. Their experience on-line is as important as in the venue. Their experience at site specific work, other venues and Cornerhouse café is as important as their experience in the theatre, cinemas, galleries and so on. Acknowledging that more people want a range of ‘enjoy, talk and do’ experiences either through workshops, making work, being artists or critics, through blogging or micro blogging or simply having a dialogue with the artists and programmers, then it is clear that GMAC has to continue to pay close attention to the total experience and ensure all team members are engaged in ensuring excellence.

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Realising Our Creative Vision During 2011/2012 we have worked to develop an integrated vision with the support of ACE working with consultant John Knell. The vision articulated above sets out what we are working towards. However, it should be noted that the programme for 2012/13 predates the new Vision. Nevertheless, we feel that this programme is a good departure point for our new journey. Work is underway to produce exemplars of our future programme and planned cross-art form collaborations. We expect our programme will:

• Have an international dimension • Feature a significant proportion of new work, with a number of major annual events that are cross art-form • Feature collaborations with national and international companies • Attract leading international artists to work with us on one-off projects and commissions • Explore opportunities for artist and company residencies

All of our art form strands will join together by focusing on particular artists, ideas and projects. There are five strands in the programme: contemporary visual arts, theatre, publications, film and digital and creative industries. Visual Arts Curatorial statement Over the next three years, GMAC's Visual Arts programme will engage with two diverse yet related thematic strands in alternating topical group shows and solo exhibitions of breakthrough artists. In an uncertain future marked by economic turmoil, political and social polarisation, GMAC continues its focus on international group exhibitions that interrogate questions of conflict and national, ethnic or cultural identity, how those are communicated through a globally circulating image repository, and the very way in which art functions in this larger economy of the visual. Rooted in a pervasive sense of anxiety and uncertainty, many contemporary artists' work is distinguished by the search for meaning, identity and a certain sense of wonder – how do we know what we know? These manifest themselves in an interest in alternative systems of knowledge: the folkloristic, the handmade or lo-tech, magic or paganism, whilst embracing technology and mobilizing networked communities. Curatorial structure The programme is led by Sarah Perks, Programme & Engagement Director (Cornerhouse) whose role crosses that of a curator, commissioning editor and executive producer and developed in partnership with visiting curators Henriette Huldisch and Michael Connor. This strategy is also informed by our on-going conversations and multiple collaborators with Universities, artists, curators and our wider audiences. Cornerhouse produces all of the exhibitions in house and works with a wide network of established and emerging curators, the latter for whom the organisation provides a significant learning experience.

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Programme Architecture The programme year is based on four seasons. For at least one season Gallery 1 is distinct from Galleries 2 & 3, providing short runs of four weeks for emerging artists, young people’s curation and wider programme tie-ins including Viva! Spanish and Latin American Film Festival. At least one of the exhibitions each year will be a major solo show and one a political group exhibition. Programme for 2012-13 A new experimental and magical adventure from David Shrigley headlines in the Autumn and completely takes over Cornerhouse. Solo artist exhibitions also include Rosa Barba, whose film installations combine the exploration of fictionalized geographies with a sculptural interest in projector and celluloid. The political is explored through a new group exhibition Subversion: A Comedy of Errors looking at artists who intervene and subvert the tools of conventional mass media representation, creating a new language about the way in which artists from the contemporary Arab world are (re)presented. LA-based artist Stanya Kahn receives her first European solo exhibition, which will also form part of Abandon Normal Devices. See appendix 1 for the Visual Arts Strategy and Appendix 2 for more detailed programme plans. Priorities – maintaining artistic standards and developing new programme partnerships are priorities for the Visual Arts Programme. Theatre As stated earlier GMAC will present its theatre work under the Library Theatre Company brand. Since its departure from its old home in Central Library, Manchester’s leading contemporary theatre company has continued to demonstrate its ability to reinvent and re-engage with new and existing audiences through a strong programme of contemporary drama and the re-imagining of classic narratives. The programme has a consistent focus on powerful writing, supports new and emerging artists, and promotes young peoples’ work and a family friendly production at Christmas.. The theatre objectives for this interim period are to:

- continue to deliver high quality productions - explore new ways of community engagement - seize the opportunity to grow new audiences while maintaining current ones - create new partnerships and enhance its profile in the region and nationally

Programme for 2012-13 The arrangement with the Lowry to produce there three times a year will continue as it has proved highly successful in attracting new audiences as well as securing the old. The programming policy will be to deliver three major productions a year at the Quays Theatre at The Lowry, and one production in a found space in the city. Productions at The Lowry will be a play by a leading contemporary playwright, a modern classic, and the Dominic Cooke adaptation of Arabian Nights to be directed by Amy Leach.

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The arrangement with the Lowry has proved highly successful in attracting new audiences as well as securing the continued loyalty of attenders from the Library Theatre. In partnership with The Lowry Studio we will continue to present the Re:Play Festival, the celebration of the best of Manchester’s thriving fringe theatre. Developmental initiatives include First Stage (script development) and Pitch Party where both partners support the progression of one idea chosen on the night over the following year. In June a major site-specific production; Manchester Lines, commissioned from Jackie Kay, with music by Errolyn Wallen, and directed by Wils Wilson, which will be presented at a City Centre site. See Appendix 2 for detailed programme information. Priorities – Delivering highest quality work, enhancing national and regional profile, exploring future partnerships. Film Full time exhibition of an independent film programme for diverse audiences in Greater Manchester and the North West, including specific audience development initiatives aimed at cultural diversity and disabled audiences. GMAC thrives in a highly competitive Manchester market for cinema by providing a clearly differentiated experience and programme. Young people are specifically targeted for audience development through a membership scheme offering them £3 tickets to all screenings, including festivals such as ¡Viva! Spanish and Latin American Film Festival. GMAC’s film programme is comprised of first run auteur and international cinema combined with the best recent independent releases and film seasons in partnership with a wide range of organisations and universities. GMAC produces two festivals in collaboration with several partners: ¡Viva! Spanish and Latin American Film Festival and Abandon Normal Devices (with FACT, Liverpool). See appendix 2 for more detail about the film programme. Priorities – Audience growth, increasing ticket yield and maximising box office will be a major focus for the year. Community Engagement Engagement is not a separate team or area but works across all of GMAC, both physically and virtually. Working with artists who use participation in their practice is a priority for us, (eg Marxism Today by Phil Collins) and engaging new communities , and local communities least like to engage in formal cultural activity in projects working alongside professional artists is a focus for our work. Engagement activities are not restricted to, but include performances, tours, debates, courses, digital content, workshops, interpretation, Q&As and seminars. GMAC also produces a number of targeted projects including:

• An annual Adopt anActor project engaging local communites directly with our Christmas production. • Valuing Older People (VOP) Cultural Offer – a citywide consortium lead by GMAC, All About Audiences and Manchester City council

investigating cultural engagement in the context of an aging population.

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• A wide programme of activity for Schools and Colleges. This includes Projector (aimed at the 14 – 19 group studying GCSE, AS, A2 and equivalent qualifications with six different strands: Art & Design, Community Languages, Digital (for teachers), ESOL, Film & Media, Modern Foreign Languages) and Take to the Stage (an on-going programme for learners of all ages linked to our theatre programme)

• norfox Young People’s Theatre Company – GMAC’s performance company for young people aged 15 - 18 • Story Box – an on-going programme of interactive story telling for older people with Alzhiemer’s and dementia. • LiveWire Membership – a free membership programme for young people aged 14 - 17 • Evening Courses and on-going workshop programmes such as our popular play reading group.

See appendix 2 for more information on Engagement plans Priorities – maintaining and developing relationships in local communities, with particular focus upon those least likely to access formal cultural activity, during the period of significant transition GMAC is undertaking. Publications GMAC will continue to use the Cornerhouse brand for publications. Cornerhouse Publications will continue to provide a service to organisations nationally and distribute their work internationally. Cornerhouse provides a specialist sales and distribution service for many of the most innovative publishers, galleries and museums working in contemporary visual arts. While Cornerhouse publications works with a number of larger publishers, the majority of clients are small, publicly funded arts organisations whose publications, judged purely on commercial terms, are often unattractive to the mainstream art book distributors. Cornerhouse Publications will continue to sell through the book trade, mail order, and online via Cornerhouse website and Amazon enabling customers worldwide the opportunity to acquire publications that might otherwise not be available to them. Cornerhouse distributes over 2,700 titles on behalf of publishers. Contemporary visual art is a niche market and many titles that are distributed will only sell in small numbers, typically 50 to 200 copies. However, publications that accompany major exhibitions or on important artists will sell more widely and may achieve sales of over 2,000 copies. During 2012/2013 Cornerhouse will continue to monitor and evaluate the development of e-publishing and distribution systems in conjunction with our client publishers to assess their potential to improve the service offered, reach new audiences and increase revenues. Priorities - The focus for the year is to improve sales through more effective marketing and promotion and work with our warehouse, NBN International, to improve margin through greater efficiency and improved cost recovery. Digital and Creative Industries A central feature of GMAC’s work is the use of digital technologies to engage a wider audience. GMAC has a multifaceted approach to this that includes use of social media, websites, galleries and cinema spaces to present media-rich content as stand-alone programme, interpretation, promotion and two-way conversations. It is important to note here that GMAC is not particularly concerned with digital art but uses digital technologies as distribution and engagement tools/platforms. GMAC will continue to play a leading role in the Cross Artform Venues Network (CVAN) which aims to develop new programme and business strands that exploit the benefits of digital technologies. This includes prototyping new delivery platforms and media rich content that works across all programme areas. In addition to CAVN GMAC will continue to: • continue to collaborate with FACT around their ArtPlayer platform

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• develop the legacy of the Broadcast project The Creative Industries programme builds upon the strong partnerships GMAC has with Universities, other cultural institutions, creative companies and individuals to strengthen its position as the central hub for the Creative Industries in Manchester. Activities include Digital Reporters scheme, Young Theatre Makers Network, and the on-going flagship project Micro Commissions, that supports new ideas from local producers and artists. Priorities – Development of Micro Commissions and legacy of this for GMAC; sustainability of digital & creative industries programme in future Quality GMAC takes quality very seriously and so uses a quality assurance programme based on The Bigger Picture1. Essentially this means that we identify needs to be met, create plans to meet these needs, then realise the plans. A review of success is then carried out and this is used to feed into future planning. Using the Bigger Picture requires the organisation to ask difficult questions at each stage of the process to ensure that quality is constantly improved. See appendix 3. Priorities – To ensure that the programme is quality assured. Audiences Cornerhouse and Library Theatre Company frequent attenders are predominantly from the Arts Insight segments of Traditional Culture Vultures and Urban Arts Eclectics. There is also good representation amongst the Fun, Fashion and Friends and Mature Explorers segments. Audience development and marketing strategy in 2012/13 will focus on the consolidation of existing audiences, identifying effective marketing channels towards the twelve postcode districts that appear in the top 15 for both Cornerhouse and LTC (of which eleven are in the southern half of Greater Manchester). Within the Arts Audiences: Insight segmentation this also means focusing on Urban Arts Eclectics and Traditional Culture Vultures for earning greater income. This could include additional attendance, but also membership and supporter status. For Fun, Fashion and Friends there may be value in attempting to grow the number of visits from existing audiences. This includes moving non-frequent attendees towards frequent attendance status and increasing the volume of sales to those that are already frequent attendees. Further information: Appendix 4. Activity: • For 2012/13 we will move towards a new approach to arts audience segmentation focused on a motivational model. This segmentation approach

will allow us to benchmark performance effectively against the national and regional picture for arts organisations. In addition, we will implement a comprehensive audience evaluation strategy, designed to fulfill Arts Council key performance indicators and to more effectively support marketing and programme planning.

• Marketing and communications activity will focus on strengthening reach and opportunities to engage existing audiences, building frequency and

1 http://www.thebigpic.org.uk/

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implementing an effective cross-sales strategy across Cornerhouse and LTC programming. This includes reviewing current database marketing activity to ensure we mining box office data in a more structured way – identifying core segments in the database for well-targeted mailings and getting rid of non-active bookers reducing print and distribution spend and increasing return on investment.

• There will be a significant emphasis on building and maintaining audience loyalty and awareness in the run up to the move to the new venue. Activity will also include increased partnership working with relevant regional organisations such as Marketing Manchester and cultural venues to increase awareness among new audiences, in particular regional, national and international tourists.

• Further development and delivery of our digital strategy will be a key priority, including increasing innovative online content, website improvements and more effective monitoring and analysis of online effectiveness.

• There will also be a strong emphasis on targeted media relations to generate editorial coverage across national and international arts and theatre press, as well as more general national and regional press, broadcast and online media.

• Our strategy will also place a strong emphasis on developing the GMAC brand in preparation for our transition to a new multi-artform production and exhibition centre. This includes effective transition of LTC audiences towards potentially more cost-effective e-marketing, clear internal communications to ensure staff are fully engaged with the project, effective co-ordination of marketing and communications across all project partners (including MCC, Ask Developments, Marketing Manchester), development of brand strategy and visual identity and on-going delivery of project PR and Stakeholder engagement strategy.

Priorities - To maintain core business and to strengthen engagement with core audiences for both Cornerhouse and LTC brands. To communicate the launch, aims and values of the new organisation to key stakeholders and audiences.

Further information: Appendix 4 Operations The decision to move into a new building in 2014 has impacted on the approach to developing the building. It is vital that the quality of the environment supports the quality of the work to produce great customer experiences. However, it does not make economic sense to make expensive changes to the building if the organisation is going to move out in four years. So the focus of activity will therefore be to make sure that buildings work well and deliver revenue to the organisation, that costs are managed and the customer experience is good. Close attention will be paid to improving environmental sustainability and the organisation will work towards achieving The Environmental Business Pledge Silver Award for environmental sustainablity. GMAC catering partners will continue to deliver a high quality food and social offer. This will be monitored and managed during the year. Finally, it will be vital to ensure that customer-facing staff are kept motivated during a period of change and upheaval. Priorities – maintain revenue from hires and catering activity, maintaining standards and delivering good service will be the focus for the year. Staffing Given the uncertainty about funding, the economy and the merger GMAC will be cautious regarding recruitment. Any vacant posts will be subject to review before being considered for temporary recruitment. However, we will still invest in staff development linked to the appraisal system where opportunities arise. During 2012, we will seek additional resources for staff development relating to the merger.

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Governance A new Chair will lead the organisation from 1st April 2012 and 50% of the existing trustees will step down and be replaced. Once the renewal of the board is completed it they will undertake some board development activity.

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Ambition and Objectives for 2012 2013

GMAC Ambition Objective Lead Timescale makes art which is compelling, questioning and ambitious

1. Produce and present a minimum of 4 inspirational contemporary visual art exhibitions including 1 group exhibition of international breakthrough and midcareer artists

Programme Director

End of March 2013

2. Produce two new productions at the Lowry 3. Produce and present a play for families and children at Christmas at

the Lowry

Artistic Director

End of March 2013

4. Present a diverse cultural film programme of 3,400 screenings Programme Director

End of March 2013

5. Distribute over 2,700 artists books for leading UK and International publishers

Publications Director

End of March 2013

6. Present the 2012 edition of AND Programme Director

October 2012

7. Establish a Creative Transformation project to plan full implementation of the Creative Vision in 2014

CEO August 2012

GMAC Ambition Objective Lead Timescale makes art differently 8. Commissioning, producing and present a minimum of 4 new works Programme

Director End of March 2013

9. Produce and present 1 a project by mid-career national visual artist Programme Director

January 2013

10. Produce a new work in a found space with commissioned text and music

Artistic Director

July 2012

11. Includes a range of enjoy, talk and do experiences in all aspects of the programme that implement the Art of With

Creative Team

End of March 2013

12. Increase the amount of new media content on website by 10% 13. Play a leading role in the arts in the creation and development of

digital content commissioning and distribution making 5 projects on a local level and 4 on a national level

14. Devise a social media evaluation framework in partnership with the Manchester Model Broadcast Group

Creative Team

End of March 2013

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GMAC Ambition Objectives Lead Timescale deepens relationships between artists and audiences

15. Work with 5 emerging curators/producers/directors Artistic and Programme Directors

End of March 2013

16. A minimum of two Higher Education collaborations Artistic and Programme Directors

End of March 2013

17. Quality assure our programme in-line with our quality assurance policy 18. 25% of the programme is culturally diverse 19. Meet Europa Cinema targets

Artistic and Programme Directors

End of March 2013

20. Increase the amount of social media dialogue by audiences by 10% 21. Increase social media referral rate to 4% 22. Extend our online audience engagement through an annual

programme of online/broadcast events (detail in 2.Activity section)

Head of Marketing & Communications

End of March 2013

23. Coproduce at least one exhibition with a national partner 24. Develop at least 2 coproduction partnerships for 2013 and beyond


End of March 2013

GMAC Ambition Objectives Lead Timescale nurtures and celebrates artists

25. Produce and present 6 projects by emerging North-based artists


End of March 2013

26. Commission 10 micro commissions for emerging visual/media artists

Programme Directors

End of March 2013

27. Present the Re:Play Festival, the celebration of the best of Manchester’s thriving fringe theatre. Developmental initiatives include First Stage and Pitch Party

Artistic Directors

January 2013

28. Deliver at least 4 high quality self-initiated young people’s productions (theatre, visual art and film) per year, at least 1 targeting young people with the least access to cultural activity.

29. Present an annual programme of events for schools and colleges 30. Deliver at least 2 high quality arts projects with schools per year 31. Continue as an Arts Plan training centre 32. Present 9 Apple Regional training centre course for teachers. 33. Deliver at least 2 projects per year supporting young people at the

highest risk of exclusion to achieve Arts Award, either as project lead or working in partnership with organisations working directly with young people in local communities

Community Engagement Team

End of March 2013

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GMAC Ambition Objectives Lead Timescale is rooted in Manchester with global ambitions

34. Present a site specific production in Manchester Artistic Director

July 2012

35. Co-produce and distribute 1 artists feature film Programme Director

End of March 2013

36. Produce and present 1 group exhibition of international breakthrough and midcareer artists

Programme Director

End of March 2013

GMAC Ambition Objectives Lead Timescale has a responsible business model that supports creative risk

Achieve award 37. Create a new integrated organisation, GMAC, from the merger of

Cornerhouse and the Library Theatre Company CEO End of

March 2013

38. Achieve visual arts attendances of 60,000 39. Achieve theatre attendances of 30,000 40. Achieve artist book or digital print sales of 40,000 per year 41. Achieve engagement attendances of 10,000 42. Achieve 600 memberships, including young people 43. Work with 30 volunteers

SMT End of March 2013

44. Extend our online audience by increasing: • Unique Browsers by 20% • Page Impressions 15% • Average visit duration increased to 1.5 mins • Visits 20% • Social Media – attracting 15,000 twitter followers

Head of Marketing & Communications

End of March 2013

45. Achieve an increase in income generated from non-Arts Council funding by 5%

46. Exceed income targets

SMT Commercial Director

End of March 2013

47. Create artistic, audience development and business plans for the new building

CEO December 2012

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GMAC Ambition Objectives Lead Timescale 48. Devise a KPI dash board to enable monthly monitoring of progress

towards targets 49. Collate, bench mark and interpret audience data, working with an

improved database system and an external audience research company, to better understand, profile and segment our existing audience and inform the development of strategy and tactics for audience retention and growth

CEO Head of Marketing & Communications

July 2012 End of March 2013

50. Be an active member of Cultural Leader’s Environmental Forum 51. Achieve environmental Business Pledge Gold Award 52. Achieve Green Vision for GMAC

Operations Director

End of March 2013

53. Devise and deliver an annual staff team development plan

Operations Director

August 2012

54. Implement a new diversity and access plan in 2012/2013 for the merged organisation

CEO October 2012

55. Work with national and regional partners to improve efficiency and quality in develop innovation by o Collaborating with 5 local partners on delivery of the Manchester

Model o Be an active member of TMA, plus Tate and CVAM o Participate in the Manchester Model Digital Project involving 10

local arts organisations to efficiently increase the amount and improve the quality of digital content

o Play a leading role in the National CAV network o Be an active participant, with Greater Manchester arts venues, in

the Creative Tourist programme

o Be an active participant in the Manchester Museums Consortium

56. Continue to be an active partner in the Plus Tate professional

development programme

CEO CEO CEO CEO Head of Marketing & Coms CEO Programme Director

End of March 2013

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Appendix 1

GMAC 3 Year Visual Arts Strategy GMAC Visual Arts Strategy GMAC is Greater Manchester’s centre for international contemporary art dedicated to launching breakthrough artists who have not received major institutional recognition in the UK. GMAC also provides a platform for mid-career artists to realise cutting-edge new projects in a series of commissions. The visual arts programme presents works in all media with a particular focus on engagement and participation, including performative and social practice. There is also an emphasis on artists’ film and video and so creating strong links with GMAC’s theatre and film programmes. Note that the visual programme will continue to be presented under the Cornerhouse brand until into 2014 and launch of new building. Curatorial statement Over the next three years, GMAC's Visual Arts programme will engage with two diverse yet related thematic strands in alternating topical group shows and solo exhibitions of breakthrough artists. In an uncertain future marked by economic turmoil, political and social polarisation, GMAC continues its focus on international group exhibitions that interrogate questions of conflict and national, ethnic or cultural identity, how those are communicated through a globally circulating image repository, and the very way in which art functions in this larger economy of the visual. Rooted in a pervasive sense of anxiety and uncertainty, many contemporary artists' work is distinguished by the search for meaning, identity and a certain sense of wonder – how do we know what we know? These manifest themselves in an interest in alternative systems of knowledge: the folkloristic, the handmade or lo-tech, magic or paganism, whilst embracing technology and mobilizing networked communities. Curatorial structure The programme is led by Sarah Perks, Programme & Engagement Director (Cornerhouse) whose role crosses that of a curator, commissioning editor and executive producer and developed in partnership with visiting curators Henriette Huldisch and Michael Connor. This strategy is also informed by our on-going conversations and multiple collaborators with Universities, artists, curators and our wider audiences. Cornerhouse produces all of the exhibitions in house and works with a wide network of established and emerging curators, the latter for whom the organisation provides a providing a significant learning experience. This pioneering networked and collaborative approach, that echoes the way in which information is organised and disseminated online, was developed out of our influential action research project The Art of With. GMAC sees itself as an intelligent search engine that ensures a high quality programme and multiple entry levels for engagement. The visiting curators also form part of our evaluation process completed artistic assessments and inviting peer review. Programme Architecture The programme year is based on four seasons. For at least one season Gallery 1 is distinct from Galleries 2 & 3, providing short runs of four weeks

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for emerging artists, young people’s curation and wider programme tie-ins including Viva! Spanish and Latin American Film Festival. At least one of the exhibitions each year will be a major solo show and one a political group exhibition. Programme for 2012-13 A new experimental and magical adventure from David Shrigley headlines in the Autumn and completely takes over Cornerhouse. Solo artist exhibitions also include Rosa Barba, whose film installations combine the exploration of fictionalized geographies with a sculptural interest in projector and celluloid. The political is explored through a new group exhibition Subversion: A Comedy of Errors looking at artists who intervene and subvert the tools of conventional mass media representation, creating a new language about the way in which artists from the contemporary Arab world are (re)presented. LA-based artist Stanya Kahn receives her first European solo exhibition, which will also form part of Abandon Normal Devices. Programme for 2013-14 and beyond Jamie Shovlin’s epic exploitation film project Hiker Meat reaches its dramatic conclusion with the production of a 15-chapter participatory feature film and an innovative new exhibition containing the entire project archive. What Do You Do With Your Revolution Once You've Got It (working title) is an international group exhibition curated by Declan Clarke and Sarah Perks, focusing on post-revolutionary aftermath and overlooked revolutionaries. Contrasting perspectives and observations from Latin America, Eastern Europe, Asia and beyond, the exhibition considers politics, change and the people who get lost along the way. Solo breakthrough artists for consideration include Trevor Paglen and Clifford Owens. Two major group exhibitions are in research and development, Double Indemnity explores the role of the ‘femme fatale’ in contemporary art including artists such as Sophie Calle, Andrea Fraser, Laurel Nakadate and Ming Wong. In 2014, under the working title of Distant Voices, Still Lives, Cornerhouse’s closing exhibition is a series of new sound commissions from artists such as Susan Phillipsz, Janet Cardiff, Terrence Davies and Christian Marclay. Cross-programming and engagement Visual art is well integrated into the film programme (also led by Sarah Perks) including strategic themes and integrated programming in both directions. For theatre, there is an obvious cross-over in the programming of performance art and we are currently researching projects that overlap both fields. Engagement is central to exhibitions and projects, from participation being at the heart of several projects to each exhibition having a range of engagement events programmed with the artists and curators. Exhibition specific engagement events include gallery tours, artists’ talks, debates and symposium, digital resources and performances. Young people (14 – 19) are a strategic target audience for our activities, and regularly curate work. About the curators Henriette Huldisch is Associate Curator at Hamburger Bahnhof Museum for Contemporary Art in Berlin, where she is currently installing a permanent collection exhibition of video art from the 1970s and 80s. From 2004-2008 she was Assistant Curator at the Whitney Museum of American Art in New York and curated exhibitions such as the 2008 Whitney Biennial and Small: The Object in Film, Video, and Slide Installation, with works by John Baldessari, Sol LeWitt, Jonathan Monk, Michael Snow, Rirkrit Tiravanija and others. Michael Connor is founder of the art space Marian Spore (marianspore.com) in Industry City, Brooklyn. He has worked as curator with organisations including FACT (Liverpool), BFI Southbank (London), Independent Curators International and TIFF Bell Lightbox. In 2009, he was coordinating curator for the permanent exhibition ‘Screen Worlds’ at ACMI in Melbourne and is now based in New York.

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Sarah Perks is GMAC’s Programme and Engagement Director and has recently curated Rashid Rana: Everything is Happening at Once, Contemporary Art Iraq and Visible Secrets: Hong Kong’s Women Filmmakers; executive producer credits include Procession by Jeremy Deller and Phil Collins’ marxism today.

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Appendix 2 GMAC Artistic Programme April 2012 to March 2013 Cornerhouse & Library Theatre Company This is the first full year for the new expanded GMAC presenting the programmes of Cornerhouse and The Library Theatre Company. The two brands will continue in parallel throughout this year though our programme plans are now integrated and there are elements of cross programming where appropriate. Participation and engagement are key to the ethos of GMAC. Our strategy incorporates three key approaches nurturing (new audiences / emerging artists), enrichment (enhancing key art/film/theatre projects) and in-depth engagement with schools and communities. Thematic cross-cutting strands for 2012-3 include an exploration of ‘performed identities’ from Jackie Kay’s new site specific theatre piece Manchester Lines through Stanya Kahn’s darkly humorous LA stories. Performed identities are also at the heart of Subversion: A Comedy of Manners featured visual artists from Lebanon, Egypt and Palestine, also a continuation of our popular enquiry into Middle East contemporary practice. Our cross disciplinary Artist Film project continues to develop with a new release by Andrew Kotting (Swandown) and several features in development. Our theatre programme presents four new productions spanning contemporary drama to a refreshed look at a modern classic. Community & Young People GMAC’s engagement continues to be of the highest standard and works with a diverse cross section within the region from primary age to older people with some projects focused on specific communities or local needs. Baring - VOP Cultural Offer

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Storybox Project – Pilot. (Shore Green, Wythenshawe) Photograph by Roshana Rubin-Mayhew 3 year funding from July 2010 Ongoing project supported by the Baring Foundation to support older people from within the City of Manchester to attend and engage in cultural opportunities. The project focuses upon the most isolated individuals and communities, developing and delivering innovative interventions to support cultural engagement. Currently the project includes a regular cultural bulletin, a cultural champions group, a steering group engaging all major cultural organisations in the city and a variety of targeted community and venue based engagement opportunities. The project is managed by Catherine Bradley (All About Audiences), Sally Chandler (MCC Valuing Older People Team) and Liz Postlethwaite (GMAC). A major part of the project is the employment of a VOP Cultural Offer Programme Manager, Sherry de Wynter, who is based three days per week at All About Audiences. Evening Courses 6 courses (May, Oct, Jan) Our regular 6-8 week courses explore the ideas and issues at the heart of our artistic programme. The courses offer an informal, informative environment in which to learn about contemporary culture. Courses take place during academic terms and are led by cultural specialists from across the region's universities. Previous course topics include: Essential Intro to Film Studies, Introduction to Neo-Realism, Introduction to Contemporary Visual Art: Art and Politics. LiveWire* Ongoing GMAC’s long term project and free membership scheme for young people who are into art, film and creative digital technology. This year LiveWire will work with AND festival on an informal youth led project, tour AMGA boroughs and continue to offer £3 film tickets to 14 - 17 year olds. norfox Young People’s Theatre Company Ongoing

Norfox Young People’s Theatre Company –“ The Magnificent Tale of Emily Law and Arturo the Waterboy”

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Photograph by Roshana Rubin-Mayhew Norfox is the GMAC’s resident young actors company. Made up of local young people aged between 15 and 18, it offers them the opportunity to develop their performance skills within a professional theatre environment. Since forming in 2007, norfox has created and performed a number of performances at the Library Theatre and, more recently, at Capitol Theatre at Manchester Metropolitan University, to great public and critical acclaim. They are now an established young company that engages in collaborative processes to create original performance work. The group meet weekly on a Wednesday evening and aim to create two pieces of work each year. Paul Hamlyn Foundation Storybox 3 Year funding from Autumn 2011 “Storybox” is an interactive cultural project that uses theatre and storytelling to engage those with Alzheimer’s and dementia to engage in participatory creative activity. Sessions employ props and costumes to inspire participants to engage in creative storytelling and drama activities. The support from the PHF has allowed the GMAC to develop their practice in this area further. In particular it has made it possible to target the activity at older people with much more acute need, for example, those living in residential nursing homes or specialist clinical units. The project will also work with healthcare professionals to document the work, to quantify the benefits that it has on older people and develop ways to share this learning so that others can deliver similar activities. The main beneficiaries of the project are those with Alzheimer’s and dementia, and the people who care for them. The project also includes a training strand to support artists to develop their skills base to work in this area. Playreading ongoing Popular ongoing group that provides an informal opportunity to read and discuss plays in a welcoming and open environment. The group meet on the first Friday of each month, supported by a member of the GMAC Team. Recent readings have inclued Pravda by David Hare and Howard Brenton, The Deep Blue Sea by Terence Rattigan and Blackwatch by Gregory Burke. A Wide Programme Of Activity For Schools And Colleges. Ongoing This includes Projector (screen and digital based sessions aimed at 14 – 19s and teachers) and Take to the Stage (an on-going programme for learners of all ages linked to our theatre programme) World Duty Free Christmas Primary Project (Adopt an Actor) September - December 2012 Following the success of projects in past years delivered by the Library Theatre Company, GMAC will work with local primary schools in Wythenshawe to develop a piece of work that links our Christmas production to the curriculum. Through classes and workshops, drama and creative play are used to support the development of the participants’ speaking and listening skills. We will also work with participating schools to choose a curriculum focus for the project. Each participating school will adopt an actor in the Christmas production. This means they will receive weekly letters from their actor documenting the rehearsal process. They will then come to watch a performance of the show at The Lowry, which will be followed by a question and answer session with their actor. For the first time this year we will consider opportunities to link the project to the visual arts programme at GMAC.

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WDF Secondary Project April – July 2012 A new project in a local secondary school that will use creative workshop delivery techniques to support delivery of a specific curriculum area and support the development of participants as creative thinkers. The project will also investigate the relationship between GMAC and the participating secondary school to develop innovative learning techniques that lead to improved attainment for participants. Spring - Large Scale Community / Schools Project

Manchester Book Awards Workshop Photograph by Len Grant January – April 2013 Large-scale schools project traditionally run in partnership with another cultural organisation in the City. Past partners have included Manchester Histories Festival and the Anthony Burgess Foundation. The project normally includes a large scale primary / community programme supported by an artist development scheme supporting local emerging artists to develop their own creative / professional practice (as detailed below). Manchester Children’s Literature Festival April – July 2012 A project working in partnership with Manchester Children’s Literature Festival and Manchester Metropolitan University. Work will take place across art-forms including film, theatre and visual arts to work with children in local primary schools in investigate the work of Roald Dahl and to develop their own creative work. Digital & Creative Industries

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Jason Singh: Drifters (Micro Commission) GMAC is a national leader of integrating digital technologies and the arts in an accessible way throughout its communications and programme methodologies. Alongside this, Cornerhouse building is a hub for the wider creative industries, from hosting meetings and giving advice to specific development activities and a pioneering micro commission scheme. Creative Industries Professional Development* Ongoing Events that position Cornerhouse as a central hub for the Creative Industries in Manchester, offering development, information and opportunities. Making the most of existing links with Universities, other cultural institutions, creative companies, funders and individuals this programme includes networking events, digital reporters and will spans professional development including digital reporters, and increasing the quality and content of our digital output. Creative Lunch - Young Theatre Makers Network Ongoing Creative Lunch is the GMAC’s network aimed at supporting emerging artists to make their own theatre / performance. The network is driven by a group of theatre makers from Manchester and uses the creative expertise and experience of the GMAC to support emerging artists to develop their own work. Re:Play 2013 Jan 2013 Fortnight festival that celebrates the best of Manchester and Salford’s fringe, nurtures works in development, and provides a forum for debate on pressing issues. Micro Commissions Ongoing

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The Micro Commissions Programme will continue offering opportunities from professionals and amateurs to develop low cost original and innovative ideas and will commission 20 artworks, projects, events, exhibitions, or online projects that cost a maximum of £500. In addition, 4 ideas with potential will be taken to the next stage of development with a further £2000 invested in them. In 2012/13, the scheme will be in its second year and will develop links and development opportunities for its growing alumni. Spring Young Theatre Makers Project January - March 2013 Following from 2012’s successful partnership with Larkin About and Manchester Histories Festival that supported young theatre makers from Manchester to develop their own creative practice. Working with the team from Larkin About, 6 young theatre makers were supported to consider how games and playfulness could be used within their own creative practice. This culminated in the development of three brand new pervasive games that were played on the streets of Manchester as part of the Manchester Histories Festival. The exact structure of 2013’s project is to be confirmed but suitable partnerships are being investigated and developed. Film

Swandown (Andrew Kotting, 2012) GMAC presents a year round screening programme of independent and international film across every genre including artists’ film and documentary. GMAC is unique in programming independently through a film strategy group whilst working in partnership with Curzon Cinemas to ensure a leading, first run programme. Regular events and seasons include collaborations with Vision & Media, BAFTA, BBC and a range of international partners as indicated below*. Highlights for 2012/13 include: Francophone Film (WT)* April 2012

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Working with the Alliance Française in Manchester and University of Manchester, GMAC will present a selection of recent Francophone cinema, showcasing the best in new film from countries such as Chad, Senegal and Canada. The season will include integrated engagement events: post-screening discussion, introduced screenings and public talks. Partners: Joe McGonagle, School of Languages, Linguistics and Cultures at University of Manchester, Xavier Lavry, Alliance Française de Manchester. Arabic films (WT) May 2012 Cornerhouse will present a specialist film programme to accompany the current exhibition of about 3-4 screenings, which will be accompanied by introductions and at least one Q&A session. Examples of films include a double bill by Ismail Yasin who inspired a part of the exhibition. We also anticipate that a half-day symposium will accompany the exhibition, which will begin with discursive discussion and lead into an evening performance and potential publication outcomes. Partners: Omar Kholeif (independent curator / FACT), Dalia Mostafa, CASAW, Joe McGonagle, School of Languages, Linguistics and Cultures at University of Manchester. Anthony Burgess films (WT) May and June 2012 A series of films to celebrate the 50th anniversary of Stanley Kubrick’s film version of A Clockwork Orange which was released in the UK on 13th January 1972. This season will consist of a screening of Kubrick’s A Clockwork Orange, which is rarely seen in cinemas, and a series of films that mix those inspired by Burgess’s work, films that he himself worked on and films he found particularly interesting. The season is a partnership with The Anthony Burgess Foundation and includes an integrated series of events, talks and discussions that will take place both at Cornerhouse and the Foundation. Partners: Andy Willis, University of Salford, Will Carr, The Anthony Burgess Foundation. ¡Viva! 19th Spanish and Latin American Film Festival March 2013 Cornerhouse’s annual Spanish language film festival showcasing the best in new Spanish and Latin American films. The festival engagement programme includes a range of special events for film fans and language learners, dedicated Spanish language sessions for schools and colleges and special guest Q&As. Partners: Instituto Cervantes, Manchester Metropolitan University, University of Salford, The University of Manchester, Embassies of Spain, Mexico, Peru, Chile and others. Chinese Film Forum UK Ongoing A variety of public events, screenings, symposia and conferences that promote transnational Chinese films to a variety of audiences, including artists film and video. The universities have recently been awarded an AHRC grant for this network. Partners: Manchester Metropolitan University, University of Salford, The University of Manchester, Confucius Institute & Chinese Arts Centre. Hong Kong Independents (WT)* Autumn 2012 A showcase of the best new independent cinema from Hong Kong. This Special Administrative Region (SAR) once boasted the third largest film industry in the world but now stands out as a centre where innovation and art co-exist with commercial imperatives.

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Theatre Since its departure from its old home in Central Library, Manchester’s leading contemporary theatre company has continued to demonstrate its ability to reinvent and re-engage with new and existing audiences through a strong programme of contemporary drama and the re-imagining of classic narratives. The programme has a consistent focus on powerful writing, supports new and emerging artists, and promotes young peoples’ work and a family friendly production at Christmas.. norfox show #1 Easter 2012 Following on from their successful performance of Tall Tales, Tantrums and Gordon Brown at Capitol Theatre in Summer 2011, norfox Young People’s Theatre Company will stage their latest production at a found space in the city of Manchester. Manchester Lines May - June 2012 New site-specific piece written by Jackie Kay, with music by Errolyn Wallen, directed by Wils Wilson. It will explore the idea of journeys - meetings and departures, of journeys taken and not taken, and culminate in an installation combining performance, sound, and visual art. norfox show #2 Summer 2012 Returning to their regular home at Capitol Theatre, norfox Young People’s Theatre Company produce their latest piece of work. Contemporary drama September/October 2012 The regional premiere of a play by a living writer addressing contemporary issues. Directed by Chris Honer in the Quays Theatre at the Lowry. Arabian Nights December/January 2012 Adapted by Dominic Cooke, this will be the Company’s production for families and children in the Quays Theatre at the Lowry; directed by Amy Leach, designed by Hayley Grindle. Modern Classic February/March 2013 To be played in the Quays Theatre at the Lowry. Directed by Chris Honer. Visual Art

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Stanya Kahn: It’s Cool, I’m Good (2010) Our new thematic How Do We Know What We Know? reveals itself as an exploration into dark humour and identity as performance in pieces such as Sharif Wakid’s To Be Continued and Stanya Kahn’s It’s Cool, I’m Good, with David Shrigley 'How Are You Feeling?' also providing a new subversive exhibition arena. Rosa Barba’s 16mm installations collude with the conspiracy of film as art, drawing attention to the materiality and sculptural qualities of projected light and space, contrast with Between performances by leading female performance artists in the gallery during changeover. International socio-political concerns continue through Subversion: A Comedy of Manners and our annual Viva showcase artist. Subversion: A Comedy of Manners 14 Apr - 3 Jun 2012 Departing from the regurgitated identity politics of the last two decades, Subversion presents the work of contemporary artists who re-address issues of contested personal, political and geographic representation and (mis) representation by re-purposing conventional forms of mass media. Spanning an array of techniques, the artists in meld autobiographical narratives with fiction, re-appropriate popular imagery with subversive parody, oscillating between spectacle, and pared back confessional. Collectively, they illustrate fragments of the distorted imagination, which preoccupies the Arab world. Through novel experiments, and thorough investigation, the artists, uncover the dualities of existence in a disputed political region. Yet instead of conforming, these artists choose to poke fun of the various masks that each is expected to wear. In the end, their experiences surmount to performance – a duplicitous performance, the performance of everyday life. Artists include Larissa Sansour (Palestine/Denmark), Klahed Hafez (Egypt), Akram Zaatai (Lebanon), Sharif Wakid (Palestine), Emily Jacir (Palestine/USA), Tarzan & Arab (Palestine) plus performances and screenings. Curated by Omar Kholeif.

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Stanya Kahn: It’s Cool, I’m Good (WT) 23 Jun - 16 Sep 2012 The first European solo exhibition of LA based video and performance artist Stanya Kahn. Using humor as a central device, Kahn combines storytelling with visceral performances, blurring the lines between the fictional and the real to show how language is forged out of trauma. Her new body of work aims beyond the notion that humor alleviates bad feelings in bad times, proposing that bad times can reconfigure our language and the way we make meaning, thus giving rise to new forms of articulation. Paralleling the ways in which jokes compress and expand meaning, Kahn organizes her narratives along the lines of a psycho-emotional unpacking. Less concerned about linear time or plot arcs, she makes full use of the moving pictures’ spectacle of sound, image, movement, and performance to keep us “being-in-the-world”. Abandon Normal Devices (AND) Jun and Sep 2012 For 2012 we ask you to raise your glasses and make a toast as we go on the restless and seductive pursuit of success. The festival will feature screenings, exhibitions, debates and performances across multiple city-centre venues and community satellites with an extended programme across the region. In the context of a year when the UK hosts the Olympic Games, the festival will look at how high value is placed on competitive lifestyles, global finance and physical dexterity. In a chaotic fashion we propose strategies, digital tactics and new rules for a wasted generation in an attempt to get to grips with the meaning of success. AND’s 2012 programme, produced and centred around GMAC, will be a provocation to the current state of play as well as a declaration to find an alternative. David Shrigley: How Are You Feeling 6 Oct - 6 Jan 2013 A unique exploration into his prolific, diverse yet distinctive practice with a new conceptual exhibition project in our galleries and beyond. The parameters of the show will be throughout the whole building, including cafe, bar, exterior pillars/entrance and shop, with further possible partnerships created across the city for off-site projects. The three galleries will present a variety of his new and recent work cutting across disciplines and always with an undercurrent of dark humour. A live programme around the exhibition in terms of acts, talks and workshops will compliment. David himself says: “I feel a strong bond with the people of Manchester. I feel I may have lived in Manchester in a former life. I think the people of Manchester are very exotic and interesting and I am excited to be amongst them." Rosa Barba (WT) EXHIBITION 26 Jan - 24 Mar 2013 A presentation of new curated by Henriette Huldisch, in collaboration with Turner Contemporary, Margate. Barba’s work explores the presence of material through film, sculpture and text. Often analogue installations float between fiction and reality, a series of ‘micro stories’ about landscapes and machines. Young People (WT) EXHIBITION 26 Jan - 24 Feb 2013 14 - 19 year olds curate and produce a professional exhibition that compliments GMAC’s artistic strategy. Viva presentation EXHIBITION

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2 - 24 Mar 2013 A one-gallery show of a Spanish or Latin American artist or collective, timed alongside the annual film festival. Between Jan 2012 - Jun 2012 Taking inspiration from a series of landmark events that took place in Dusseldorf in the early 1970s, Between will stage temporary performances in the gallery during the period when they are normally closed during exhibition change-over. The galleries will be briefly opened to the public to engage with new commissions by international artists, devised in response to the setting and the 'between' context. Between is funded by AHRC & MMU and co-curated by Louise Adkins (MMU) & International 3 gallery. The confirmed artists are Hayley Newman & Patricia Baga, Kim Coleman & Jenny Hogarth, Annika Strom, Louise Adkins, Lois Macdonald and Helen Collett. Cornerhouse Projects Ongoing Projects is GMAC's regular commercial exhibition platform that takes place in the busy public spaces of the building - mainly the Café and Bar. It is an early opportunity for younger and regional artists to exhibit their work in solo showcases or group shows. Submissions are invited from any artist currently based in the North West. In 2012 the exhibitions will include photography, painting, drawing, illustration and graphic arts, from a diverse range of practitioners across the region. Cornerhouse artist film* PROJECT Ongoing This project, started in 2011/12, investigates new methods of production, distribution and exhibition for artist feature film, exploiting digital technology whilst particularly making use of our unique bridge between visual art networks, independent film and CAV venues. The first film presentation was Gillian Wearing’s Self Made, the second in 2012 is Andrew Kotting’s Swandown. A slate of artist features is also in development including Phil Collin’s Marxism Today (with Film & Video Umbrella) and Jamie Shovlin’s Hiker Meat (with Haunch of Venison). * Project or part of project dependent on additional fundraising/resources

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Appendix 3 GMAC Quality Assurance Policy GMAC is committed to ensuring that all aspects of its programme and the organisation that supports the programme are of the highest quality. Using a process based on the SCVO Bigger Picture we aim to undertake a continuous process of planning, monitoring and evaluation with quality assurance embedded within the whole process from aims and objectives through to business planning and programme delivery. How we assure quality

Planning

• Comprehensive Mission Statement communicated to all staff internally, to Board and Funders and to public via GMAC website. Reviewed bi-annually by the GMAC Board.

• Business Plan covering all aspects of the organisation is produced annually. Achievable goals are set and agreed with Board and Funders.

Strategy to achieve goals is clearly laid out in planning documents. The Programme Strategy is included in the Business Plan . The plan is monitored quarterly by the senior management team and Board and a traffic light system is used to highlight areas of concern. Business Plan goals are revised where appropriate to reflect any change in circumstances or progress in achieving these goals.

• Programme : Programme Strategy Committees oversee all aspects of the programme (membership of committees is detailed in appendix 1 ).

Their brief is to support the Programme Team, provide independent advice and feedback and ensure that all appropriate research and planning have been undertaken. The programme is benchmarked against GMAC ambition, mission statement, strategy and also against peer organisations nationally and internationally. Following the research and development of programme initiatives the final decision rests with GMAC CEO who takes responsibility for signing off all programme plans.

o Visual Arts : Initial extensive research is undertaken . This includes artist, studio and site meetings and visits (national and international), internet and desk research, third party advice from curators, artists and academics. Two international curators support the work of the Programme and Engagement Director and Visual Arts Strategy Team, meeting in Manchester on a quarterly basis for intensive meetings reviewing future exhibition plans, providing advice and networking opportunities (for biographies see appendix 2). Board members with particular visual arts experience are involved in the planning cycle.

o Film : The Film Strategy Group meet monthly to agree both the direction and scope of the programme and to review business objectives. Film programme staff attend both national and international film festivals, screening days and network events as part of the extensive research undertaken before decisions are taken on screenings and festival content. GMAC is a member of the Europa Film Network. This provides for further external monitoring of the programme and festival content and financial support from the Network is only provided if strict criteria are met. The Programme Team also work closely with the Curzon Cinemas who provide information, advice and advance screening dates for new releases, repertory and re- releases and negotiate on our behalf with distributors.

o Publications : the majority of UK publishers represented are publically funded and have been assessed by funding bodies prior to receiving financial assistance to support their publications. European Publishers accepted for distribution are assessed by the quality

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of their reputation as contemporary visual art publishers and the strength of their lists. GMAC Publications are represented at national and international trade fairs and have a growing internet presence. Warehouse facilities are reviewed annually and benchmarked against competitor providers. The performance of sales and distribution teams is monitored on a weekly basis and targets for supplying online, to private and trade customers are in place and regularly reviewed. Monthly sales figures are produced and reviewed against targets in the annual Business Plan.

• Programme support :

• Staff : Clear recruitment procedures are followed for all posts. All staff have job descriptions and person specifications are produced for

all posts to ensure that staff recruited have the relevant experience and skills. All staff receive formal inductions and an annual appraisals scheme operates throughout the organisation The outcomes are used to inform annual staff development plans. The staffing structure is reviewed annually at the business planning stage. The Staff Handbook and all company policies are updated to reflect any legislative changes.

• Finance : Monthly management reports are produced and circulated to the senior management team. Quarterly Board Reports go to full

Board. The Finance Sub Committee (CEO, Director of Finance, Chair of Board + Board members) meet monthly and report to the full Board. Accounts are audited annually and auditors do 6 monthly internal checks on all aspects of financial controls.

• Buildings; Full maintenance schedules and contracts are in place. All licences up to date and all relevant risk assessments are in place.

The venue is fully accessible.

Monitor • Attendance figures (exhibition/ film/engagement) are recorded and circulated weekly. Quarterly figures are provided for Board. • Weekly programme and communication team meeting monitor figures for decision making. • All aspects of the programme have targets set against which performance is measured. • All local and national press cuttings are collected. All reviews are collated. • Web, Facebook and twitter hits are recorded. • Artists, audience and visitor feedback is all recorded and collated. • Management Reports (finance) are produced and circulated to senior staff on time. • Formal evaluation meetings take place following all Festivals and large scale events. • All course attenders are requested to complete Course Feedback Forms. • External Assessors visit all exhibitions and provide written reports. • Annual Funder Reviews on all aspects of the organisation. Written reports feed back findings and provide an independent view of progress

and highlight areas requiring more work.

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• Weekly Team Briefings produced and circulated to all staff: feedback requested and recorded by Communications Team. Monthly team meetings inform staff on all aspects of organisation and staff provide view on this. Information is taken to Senior Management Team meetings to feed into the planning cycle.

Evaluate (how we know if we are successful or not)

• Attendance figures (increase/decrease) • Audience feedback • Income generation (increase/decrease) • Peer reviews positive/negative • Artists feedback (as above) • Course attenders feedback ( positive/negative) • Profile for organisation : positive/increased or negative • Artists want to work with GMAC • Funders are happy with progress of organisation/ funders have reservations • Staff morale positive, staff understand business plan and their contribution to achieving the goals. Annual staff surveys are undertaken and

the results collated. To complete the Quality Assurance circle information from the monitoring and evaluation procedures above is used to inform the Programme Strategy and all aspects of Business Planning.

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Appendix 4 Overview: Marketing strategy and objectives for 2011/12 Audiences Geography Our audiences are predominantly regional with the vast majority of audience members for both venues drawn from within 30 minutes drive time of Manchester city centre. However, for Cornerhouse, almost twice as many visitors come from the 0 to 15 minutes catchment compared with the Library Theatre Company (LTC). For the latter the largest catchment is 15 to 30 minutes, accounting for over 40% of audience members compared with less than 30% for Cornerhouse. The postcode districts that provide the most bookers for both Cornerhouse and LTC are Didsbury and Withington and Chorlton. These two districts provide 18% of Cornerhouse bookers and 9.3 % of LTC bookers. Other postcode districts to the south of the City Centre in Trafford, Manchester and Stockport provide many bookers. For purposes of marketing and audience development in 2012/13 we will focus resources predominantly on the twelve postcode districts that appear in the top 15 for both Cornerhouse and LTC (of which eleven are in the southern half of Greater Manchester). Segmentation Our understanding of our audience base is based on two key segmentation models: Arts Audience Insight Segments and Acorn socio-economic profiling. Arts Audience Insight: Recent research shows that our audience segmentation remains relatively constant. Traditional Culture Vultures and Urban Arts Eclectics are the most over-represented segments within the audiences for both Cornerhouse and LTC. Traditional Culture Vultures are also over represented in frequent attendance for both venues, suggesting strong audience crossover. There is less frequent attendance representation for Urban Arts Eclectics, who appear to favour the specialist cinema offer at Cornerhouse over the traditional theatre offer from the LTC. The Fun Fashion and Friends has a very modest over-representation, but is worthy of note because it is a large segment covering more than 600,000 people within the local population. Mature Explorers are over-represented amongst LTC audiences but not to a significant degree. Both venues draw audiences from the Dinner and a Show and Family and Community Focused segments, but they are not over-represented compared to the percentage of people in the local population. All of the other seven Arts Audiences: Insight segments are under-represented at both venues with the exception of Bedroom DJs. This segment has a very slight over- representation at Cornerhouse. This segment is considered more like to participate in rather than attend the arts and so even an index close to the average is unusual. However, there is clearly interest in the specialist cinema offer at Cornerhouse for this segment.

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Audience development and marketing strategy in 2012/13 will focus on consolidation of existing audiences. Within the Arts Audiences: Insight segmentation this means focusing on Urban Arts Eclectics and Traditional Culture Vultures for earning greater income. This could include additional attendance, but also membership and supporter status. For Fun, Fashion and Friends there may be value in attempting to grow the number of visits from existing audiences. This includes moving non-frequent attendees towards frequent attendance status and increasing the volume of sales to those that are already frequent attendees. For 2012/13 we advocate a new approach to arts audience segmentation focused on a motivational model. This segmentation approach has been widely adopted, including by other Manchester venues and using it will allow us to make useful comparisons with the national and regional picture for arts organisations. Acorn socio economic: The core audience for both LTC and Cornerhouse are drawn from the Acorn category Urban Prosperity. The basis of the Acorn groups and types within this category are well-educated, well-off professional people and managers with little or no childcare responsibilities. They have very busy working lives, but they do have time for leisure and the high, or very high, disposable incomes to be able to afford it. Urban Prosperity also includes some people on more modest incomes, particularly young people in the early stages of their professional careers and some students. Whilst some of these people may now be at greater risk of unemployment than before the recession, those working or in full-time study will still be spending money on their leisure interests. LTC’s audience also includes many more mature and older people from the Wealthy Achievers category. These people have a lot of disposable income but may be more mainstream in their leisure choices. Cornerhouse audiences cover people from the Inner-City Adversity category. These people have very small amounts of disposable income, but are particularly attracted to Cornerhouse for the specialist cinema offer. We will use these profiles in combination with Arts Audience Insight data (moving to motivation segmentation later in 2012/13) to develop targeted marketing communications activity. Age of audiences Cornerhouse and LTC attract a very different age range of audience members. Around half of Cornerhouse audiences are aged 34 years or under, compared with only 13% for LTC. In contrast almost two-thirds of Library Theatre Company audience members are aged 45 years and over, compared with only 30% for Cornerhouse. Activity 2012/2013: • On-going: First Street Joint Communications Group. Objective to ensure co-ordinated approach to communications across all project

stakeholders and generate maximum potential for positive media coverage and stakeholder engagement.

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Confidential

• On-going: Development and implementation of PR and Stakeholder strategy for the new organisation (in liaison with First Street Joint

Communications Group). Includes engagement with current and potential audiences, media, funders, influencers, industry peers, partners and cultural venues, project partners (capital project/First Street placemaking), key regional bodies, including universities.

• By April 2012: Develop and implement comprehensive audience evaluation and motivational segmentation strategy. Designed to fulfill Arts

Council key performance indicator and to support marketing and programme planning. Includes quarterly data collection (exit surveys and quantitative Box Office data), research and analysis and benchmarking. Also includes liaison with Lowry Theatre on theatre audience data collection and evaluation.

• By April 2012: Development of marketing and communications and audience strategy for 2012/13. Based on results of detailed audience research and profiling.

• By April 2012: Develop and integration of Cornerhouse and LTC database systems to enable effective sharing of and use of information (LTC

leading).

• By October 2012: Development and launch of brand and naming strategy for the new organisation. • By October 2012: Development and launch of visual identity for the new organisation, including full implementation strategy. • By October 2012: Working with Development Team, develop and implement new Membership scheme and promotional strategy. • By March 2013: Develop an online presence for the new organisation, including a marketing and communications campaign to raise awareness

and build an online audience for the new organisation in advance of opening in 2014.

• By March 2013: Develop an in-depth marketing and communications strategy for the launch of the new venue (including launch events) and a 3 year marketing and communications strategy for the venue post launch (2014-2017).

Other operational priorities include: • Management and delivery of AND Festival communications and marketing. • On-going development and delivery of digital strategy including innovative online content, website improvements and more effective monitoring

nad analysis of online effectiveness.

• Strong emphasis on targeted media relations to generate editorial coverage across national and international arts press, as well as more general national and regional press, broadcast and online media. A fully up to date media list (print, broadcast, online, listings) for theatre press is also essential as is a comprehensive strategy for achieving coverage including features and reviews for all theatre productions.

Cornerhouse

Confidential

• Reviewing current database marketing activity to ensure we’re mining box office data (Cornerhouse and LTC) in a more structured way –

identifying core segments in the database for well-targeted mailings and getting rid of non-active bookers reducing print and distribution spend but increasing return on investment.

• Review advertising spend across all 2012/13 theatre campaigns to make more effective use of resources. • Effective transition of LTC audiences towards e-marketing instead of traditional direct mail for individual shows. Strategy must include activity

designed to build online audience, for example focus on frequent bookers first, incentivise online response mechanism, review content and style of e–bulletins to increase effectiveness and appeal, improve social media approach to drive traffic to website.

• Effective marketing and relationship building with groups and networks for specific theatre productions and exhibitions. • Maximising opportunities to cross-sell to Cornerhouse and LTC frequent attenders.

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