Invitation to Tender

Graffiti Theatre Company

 

Invitation to Tender:

 

An Organisational Review and Development of a Strategic Plan
for Graffiti Theatre Company 2018 – 2021

 

Introduction

Graffiti Theatre Company was established in 1984 and is a company limited by guarantee. The Company holds Charitable Status Registered Charity No: 20022082 and is governed by a Board of Directors. The company offers professional services in Drama, Theatre work and multi-art form encounters for and with young people in Early Childhood settings, in Schools,  and also offers Youth Arts developmental work in other settings including the Company’s own Theatre. All our work aims to honour the personal, social and artistic strengths of the young person from birth to young adulthood.

Artistic Aims

  • To produces a range of high-quality Drama and Theatre work in English and Irish and to sustain the standards developed over 34 years.
  • To do this by collaborating with and mentoring emerging artists in the development of work which engages with the Educational System and with current international theory and practice.
  • To develop the work by remaining open and creative to new ideas, new populations, new trends.
  • To develop innovative and ambitious new work in drama and theatre with and for babies, children and young people.
  • To develop new and challenging programmes of issue-based educational workshops.
  • To document, analyse and research our own and international practice.
  • To disseminate our work through teaching and publishing.
  • To train and mentor new workers in this specialist field of arts practice.
  • To facilitate the creativity of the staff and to encourage their professional development

 

The company currently has two full-time management staff, 3 part-time staff, 44 contract staff for workshop and production as required by programming and a large number of volunteers.

In 2017 Graffiti staff conducted an extensive internal review of the company’s operational model and strategies. We now wish to undertake an external review of the organisation and develop a strategic plan for the period 2018 – 2021.

To this end we invite tenders from competent parties to assist us in completing this process.

Terms of reference:

  1. To review the existing vision and mission of the company.
  2. To review existing activities and structures and indicate areas for potential development to assist Graffiti in delivering its vision.
  3. To identify what have been key outcomes and achievements over time; to examine what was successful and why and what was not successful and why not?
  4. To revisit the SWOT analysis in the Internal Review and examine how it can contribute to further external analysis.
  5. To identify potentially strategic key external and internal issues for the organisation in the coming 5 years.
  6. To identify good practice in governance.
  7. To produce a plan indicating key strategic goals and organisational objectives for the coming 5 years with timelines and performance indicators.
  8. To review the potential for additional sources of funding.
  9. To set out the organisational and governance structure required to ensure implementation of the plan.

Process:

The organisational review and strategic planning process will be led by Niall Cleary, Artistic Director. He will be assisted in this work by a strategic planning sub-committee of the Board.

Methodology:

We expect the methodology to include a combination of desk research, interviews and surveys/questionnaires involving key internal and external stakeholders, SWOT analysis and facilitated sessions with the Graffiti Board, staff and clients where possible and required.

  • Review of the internal work and activities of Graffiti as a starting point for discussion of its future role.
  • An analysis of the current external environment of Graffiti.
  • Consultation with internal stakeholders such as the Board, Staff, Employees of Graffiti.
  • Consultation with external stakeholders such as The Arts Council, Cork City and County Arts Offices and other key funders such as principals, teachers and parents.
  • Submissions and/or answered questionnaires from key stakeholders.
  • A number of facilitated sessions with the Graffiti Board, Staff and Youth Theatre Council.
  • A number of facilitated sessions with children/young people who engage with the Company.

The successful applicant may work from Graffiti.

Role of the Consultant:

The role of the consultant and the role expectations are outlined below:

  • To work under the direction of the strategic planning sub-group in producing the organisational review and strategic plan.
  • To attend meetings as agreed with the strategic planning sub-group.
  • To produce the initial reports including the organisational review, SWOT analysis and report on our external environment.
  • To organise, facilitate and write up reports of the consultative sessions with Graffiti Board, Staff and clients as agreed.
  • To conduct interviews with internal and external stakeholders as agreed.
  • To devise and conduct questionnaires as agreed with the planning sub-group.
  • To analyse the feedback and produce drafts of the strategic review for discussion and deliberation of the Graffiti Board amid sub-group.
  • To revise and redraft the plan following consultation with the Board and subgroup.
  • To produce a final plan in consultation with the strategic planning subgroup for approval by the Graffiti Board.
  • The final agreed plan is to be delivered in soft copy format, as a Word document for final editing and dissemination.

 Timeframe:

 

Actions

 

Timeline (Outlined weekly)

 

Review key policies19-23rd March
Read documents19-23rd March
Review outcomes19th-23rd March
Prepare questions19- 29th March
Organise interviews26th -29th March
Interview artists/actors/workshop facilitators/youth theatre members3rd-6th April
Interview Graffiti directors and staff3rd-6th April
Interview a selection of Funders3rd-6th April
Interview a selection of teachers in Schools9th-13th April
Write and conduct survey16th-20th April
Collate survey23rd-April – 4th May
Write review and recommendations23rd April – 11th May
Draft report14th-25th May
Review & consult re draft report14th– 25th May
Complete & Submit report31st May 2018

 

Selection of the Consultant:

The proposal from the Consultant must include:

  • A detailed CV of the consultant, including details of other organisations for which consultancy work has been completed.
  • A sample of previous research/evaluation work completed on behalf of client organisations.
  • Two references.
  • A detailed description of the methodology employed to deliver on the project.
  • A description of the proposed timeframe and key milestones for the project.
  • Outline of proposed costs (costs on the basis of days or hours) and a suggested schedule for payment, all to be inclusive of VAT.

One copy of the full proposal can be delivered in hard-copy format to:

Emelie FitzGibbon
CEO
Graffiti Theatre Co
Assumption Road
Cork

or an email copy to: emelie@graffiti.ie

Deadline for tenders 5.30pm 5th March.

 

 

 


 

 

 

 

GRAFFITI THEATRE COMPANY REVIEW 2018

 

TERMS OF REFERENCE

 

1. Context

The Arts Council have asked Graffiti Theatre to undertake a review into how it plans, partners, promotes and provides for the arts. Within this context, Graffiti Theatre is commissioning an independent review of the operations of the Graffiti Theatre. The decision to proceed with the review also reflects the Arts Council’s ongoing investment in Graffiti and the broader implications the Council’s policies as articulated in Making Great Art Work (pdf document).

2. Purpose of the Review

The review will examine the current business model of the Graffiti Theatre, taking into account the extent to which this is shaped and influenced by the organisation’s artistic activities.

On the basis of the level of public funding the Arts Council has offered for the period 2017-2018, the review should consider whether and how Graffiti Theatre could deliver on its mission in a way that is more efficient and effective and whether resources might be redeployed to deliver more in terms of artistic and programming outputs.

The review will take account of the likelihood that the level of funding available to the Arts Council will not increase in the short term.

3. Areas for Review

The Review should focus on the areas referred to in the following sections. In each case, consideration should be given to both the opportunities and the constraints arising from the known levels of available public funding for the company and the longer term funding outlook as referred to above.

3.1 Mission Statement of Graffiti Theatre Company

The primary mission of Graffiti Theatre Company is to provide high quality educational drama/ theatre experiences to young people. To this end, we engage with many specialist artists in a creative process which honours the creativity of the whole team. All Graffiti’s work – educational theatre, youth theatre and, youth as creators programmes and creative – learning workshops – is informed by a philosophy which values the aesthetic, personal and social experience of young people.

Artistic Aims

  1. To produces a range of high-quality Drama and Theatre work in English and Irish and to sustain the standards developed over 34 years.
  2. To do this by collaborating with and mentoring younger practitioners in the development of work which engages with the Educational System and with current international theory and practice.
  3. To develop the work by remaining open and creative to new ideas, new populations, new trends.
  4. To develop innovative and ambitious new work in drama and theatre with and for babies, children and young people.
  5. To develop new and challenging programmes of issue-based educational workshops.
  6. To document, analyse and research our own and international practice.
  7. To disseminate our work through teaching and publishing.
  8. To train and mentor new workers in this specialist field of arts practice.
  9. To facilitate the creativity of the staff and to encourage their professional development

In overall terms the review should consider the extent to which Graffiti achieves this mission and the artistic aims which stem from it with particular reference to its roles and responsibilities.

3.2 Key activities

The following lists a range of artistic activities that cover the principal areas of work Graffiti has either undertaken or planned to undertake in recent years. The review ought to:

  • consider these activities in light of the Graffiti’s Mission Statement and Artistic Aims; arising from this, examine the rationale Graffiti has adopted given that it has been obliged to prioritise amongst these activities in the face of financial constraints;
  • explore the challenges these choices create in terms of affecting its capacity to fully realise its mission.

Activities:

  • Specialist Educational Theatre Productions for Early Years, Primary and Post Primary young people and for family audiences.
  • Specialist school-based Creative Learning Workshops (7).
  • Specialist Early Years creative engagements with the under-threes in childcare settings – BEAG Team.
  • ACTIVATE Youth Theatre – long established and productive Youth Theatre – regular workshops, productions, theatre visits, engagements with other Youth Theatres and with Youth Theatre Ireland.
  • ACTIVATE Junior Youth Theatre – regular workshops.
  • Young Playwrights’ Programme – Graffiti encourages and supports young playwrights to develop their work. Currently, this is being done in association with Landmark Productions, The Abbey, The Everyman and the production of Asking for it at the Cork Midsummer Festival, 2018.
  • Mentoring and supporting young artists, assisting artists by providing space to develop and create work.
  • Fighting Words Cork – delivering writing workshops to primary and post-primary children and young people.
  • Artist’s Support to those who are interested in developing work in our area of expertise.

3.3 Operating model

Examine the principal characteristics of the Graffiti’s current operating model. In so doing, consider the extent to which the Graffiti’s artistic outputs shape the organisation’s income and expenditure.

This should also include an examination of the current level and recent trends in costs and staffing- resources. Consider if alternative approaches have the potential to yield cost savings.

  • Fixed costs, including staff costs and the cost of operating the building
  • Staffing levels
  • Balance between permanent and temporary staff
  • Employment of actors
  • Terms and conditions of employment
  • Production cycle and schedule

3.4 Earned Income

Graffiti Theatre draws upon a number of income streams mostly from public funding. Consideration should be given to analysing the following:

  • Impact of and trends within Graffiti’s income generating strategies in each of the principal earned income areas: box office, sponsorship, development income.
  • Other commercial income streams: including rental of venue.
  • Relationship between the level of public funding and other income.

3.5 Monitoring and evaluation

Review existing arrangements between the Arts Council and Graffiti Theatre for monitoring how Graffiti Theatre Company delivers on its agreed plans, including the current methodology for evaluating the artistic quality of the theatre’s activities. Identify opportunities for improving current arrangements.

3.6 National Comparators

Compare and contrast Graffiti’s operating model with those employed by a number of other building-based producing theatres for young audiences within a national context.

3.7 Funding model

Consider how the available public funding might be provided so as to secure the best outcomes. This might include consideration of the following:

  • Multi annual funding.
  • Linkage between funding and specific elements, e.g. artistic costs, fixed costs.
  • Incentivising public funding through linkage to income generation targets.
  • Capital funding requirements.
  • Other factors.

4. Outputs from the Review

The principal output from the review will be a report to the Arts Council which comprises a series of findings in relation to each of the areas set out in section 3. On the basis of the level of public funding the Arts Council has offered for the period 2017-2018, the report should provide suggestions as to whether and how Graffiti could deliver on its mission in a way that is more efficient and effective and whether resources might be redeployed to deliver more in terms of artistic and programming outputs.

The report should also provide the Arts Council with cogent analysis and practical advice regarding Graffiti Theatre company, including recommendations in relation to the following areas

  • artistic model: how artistic activities shape aspects of the organisation’s income and expenditure streams.
  • business model including:
    • Implications of operating a building-based theatre model.
    • Staffing requirements and their associated costs.
    • Costs of artistic programme.
    • Income generation.
  • Funding implications associated with any changes that might arise.

The report should also make recommendations for achieving an effective understanding between Graffiti  and the Arts Council: i.e. offer advice on how to ensure funding agreements are based on a shared understanding of what is realistically achievable in return for any given level of investment.

5. Timeframe

The full report is to be delivered to Graffiti Theatre by 31st May 2018