EXECUTIVE COMMITTEE MEETING MINUTES

Date:	Friday 4th May 2012	
Place:	Arts Council England, Head Office 
14 Great Peter Street, London, SW1P 3NQ 	
Times:	1100 - 1600	
Attended:	Carole Stewart, Christine Neyndorff, Diana Shelton, Duncan Wood-Allum, Grant Aitken, Emma Wiggins, Ian Shipp, Iain Varah, John Bell, Kimiyo Rickett, Mark Allman, Matt Partridge, Neil Anthony, Richard Hunt, Roger Pontefract	

Item No.	Item Description	Relevant business considered, facts noted, decisions taken and actions agreed	
1.		Welcome and introductions	Richard Hunt thanked Paul Bristow for hosting the meeting	
2.		Arts Council England Strategic Agenda
	Paul Bristow gave an introduction and reiterated that 
ACE sees cCLOA as a key route to working with local authorities – this is an important relationship and given the level of co-investment need effective partnerships in place.  Libraries – ACE are not quasi-inspectorate, but will provide leadership, advocacy, drive for improvement and a focus on development.
The biggest opportunity is a single cultural conversation in localities.  ACE is also interested in the opportunities provided by strategic commissioning, and wants to help the sector better demonstrate cultural outcomes.  The following areas were also covered; see Appendix 1 for full notes on the discussion.
•	Renaissance National Programme & Museum Development
•	Envisioning the library of the future - consultation  
•	Creative People & Places Fund
There was insufficient time to discuss the Henley Review of Cultural Education & Music Education Hubs and the role of Bridge Organisations.	
3.	 cCLOA Executive Strategic Agenda
	Apologies for absence; Chris Holliday, Craig McAteer, Ian McNicol, John Fuller, Sharon Lea, Simon Parkinson, Sue Harper, Vincent Paliczka	
4.	Financial 

Review of cCLOA Operating Status	A Draft Budget for 12/13 was tabled.  IS informed the Exec that an independent audit of the 11/12 accounts has been commissioned.  In terms of income there is a pressing need to increase membership and identify new sponsors. 
HB - there are a number of actions in the Review of membership and Communication Plan that will help to increase membership.   Action – HB to consolidate sponsor offer and circulate an e-flyer that can be used to begin conversations with the Exec’s own contacts. 
IS outlined a further the issue regarding the fact that cCLOA currently holds the reserve for Leading Learning.  This is not in a separate account and therefore creates a number of accounting irregularities and further compounds the risk detailed above.  Furthermore, management of the LL accounts do not form part of the contract with Culture First.  IS recommended that as part of the operational review, Sue Isherwood, Director of LL, is advised of the need to set up an independent bank account.
CS – as representative for cCLOA on the LL working group, felt it important that SI be afforded time to develop a Business Case and set up an independent enterprise.
HB – added that as the LL year ended in Nov 12, it would be difficult to disaggregate the funding in advance of final reconciliation of income/expenditure.
Action – RH to contact SI and advise of changes and agree timescale for disaggregation of cCLOA /LL funds.

IS prepared a report reviewing the operating status of cCLOA.  This highlighted that as an unincorporated professional association cCLOA does not have a separate legal identity. The full risks and liabilities involved in running the organisation abide with the Chair and two Vice Chair's.  
IV – asked that as part of the modernisation, whether section 5 of the constitution could be amended.  This dictates that Commercial members can hold Officer positions, but cannot be elected to the office of Chair or Vice Chair.  He also advised that Directors and Officers Liability Insurance should be taken out once a formal legal entity is established.
The recommendation that an appropriate legal structure is identified in order to strengthen credibility and provide protection for the Executive members was unanimously agreed.  
Action - HB to progress investigation into options in liaison with RH & IS.  IS to propose constitutional changes at AGM and request delegated responsibility to make necessary transition.  Alternatively this could be dealt with by calling a Special General Meeting.	
5.	Review of Membership Categories & Benefits	HB tabled some context information giving numbers and value of subscriptions in each of the membership categories.
NA gave a rationale for the review and outlined the proposal to introduce a single inclusive category for individuals from 13/14 onwards.  Alongside this a Corporate Membership for organisations wishing to nominate more than 3 individuals would be available.  It was noted that a number of those applying for Retired membership are currently active as consultants and the report recommended that they are invoiced as Commercial Members with immediate effect.
The paper included information on how AD:uk had re-vitalised membership and this opened up a debate about the name and brand values of cCLOA.  
EW – observed that the name Chief Cultural & Leisure Officers was now outdated.  Also, wondered whether a reduced fee should be offered to VCS organisations.
DWA – also challenged brand and felt it important to have a name that attracted generic Directors and appealed to bigger authorities with a commissioning function rather than those with a defined culture and sport contact.
CS – suggested that form follows function and clarity on the role of cCLOA would inform the decision.
DS – felt that although the objectives were now clear and agreed, the cCLOA product still needed refining.
JB – reminded the group that cCLOA has established value as a brand with strategic partners.
KR – observed that the nature of the industry has changed with the establishment of Trusts and reduction in the number of local authority leaders.  We need to be clear about who we represent and why.  We have recognised legitimacy with government departments and NDPB’s, so whilst accepting a need to change the structure of our business it is important to retain a social purpose.
IV – suggested that the acronym cCLOA remains, but that wording to replace ‘Chief’ and ‘Officers’ is agreed.
Opinion was divided and RH cautioned this might not be the best use of resources.
CN – advised that a conversation with stakeholders such as DCMS, NDPB’s was important to ensure any change to brand did not impact on perceived legitimacy.
HB – suggested that insights from a survey of existing members and a focus group of leaders who meet the criteria but have opted not to join, could inform the debate. 
DWA – suggested that at the AGM the members are asked to endorse the Exec reviewing brand and implementing any necessary changes.
Action – a working group to be convened to look at findings of survey/focus group and review brand.  MP, DS, NA, DWA and KR to work with HB.
DWA – suggested that an option to pay 3 years’ worth of cCLOA membership and offset against tax might be perceived favourably.  This would provide cCLOA with some reserves.
CN – felt this would be difficult for most organisations, who are experiencing reductions to their budgets and we would need to be clear about the benefits of this as a package. 
In terms of membership fee for 13/14 it was proposed that this is £135 for Individual Members and £405 for Corporates.
NA – asked the Exec for endorsement to take the proposals forward to the AGM.  This was agreed.
Action – NA to prepare summary paper outlining changes to membership and requesting delegated authority to review brand for circulation in advance of the AGM.
Action – RH/NA to review complimentary membership; identify two appropriate representatives from all strategic partner organisations.	
6.	Review of Panels & Working Groups	EW introduced the paper and acknowledged that some areas were linked to the conversation around product.  The key finding of the review was that a committed few rather than the entire panel tended to contribute.  There is clearly a role for cCLOA in undertaking a number of key activities; however EW recommended that in future a cohort of advisors could undertake this function. (Option 3) EW felt it important that a skills base check was advisable, in order to ensure that cCLOA’s reputation was protected.  She also asked the Exec whether this service is something that could be charged for in order to generate additional revenue.
RP- observed that the historical context for panels was to provide info for the LGG.  Given that cCLOA no longer receive any funding for this aspect, we need to be realistic about the level of service we can provide.
IV – felt that acting as a sounding board on a task and finish basis was preferable given the issue of capacity.  He added that we need to be comfortable that this ‘pro-bono’ work is important in maintaining cCLOA’s profile.
MP – there has been a big push in encouraging members to contribute to reviews and reports, it should be seen as an added benefit of membership.
DS – agreed that there is significant value associated with submitting a case study and having it published.
DWA – this is valuable particularly when it tis outward facing and informs members through sharing good practice, but we need to be realistic about capacity.  If we promote an advisory service there is a danger cCLOA will be swamped with requests and reputationally damaged if we are unable to respond.
CS – gave the Cultural & Creative Skills Council as an example; getting the right people to take forward relationship building.  We need a first point of contact for strategy/themes/specialisms.  But a commercial arm that acts as a consultancy is not an immediate business opportunity.
KR – proposed that the least effort in for the most effort out was a more efficient way of using the limited resources.  And agreed that a quick skills audit of those who were willing to contribute would be useful.
DS – agreed and added this would help to shape our product and ensure we only offer expertise in areas that we actually have it.
MA – noted that confidentiality was important and valued by strategic partners.  Relationship management with the NDPB’s needs to be considered and one lead who can take responsibility for getting input from colleagues would be preferable.
KR – suggested that the 3 LL bursary candidates could be asked to feedback into the advisory panel in exchange for the financial support from cCLOA.
Action – EW to develop a skills audit for circulation post AGM and use this to inform the preferred option of a cohort of advisors.
Action – CS to explore feasibility of involving LL candidates.	
7.	Communications Plan	HB introduced the action plan and reiterated the importance of using a variety of mechanisms to convey different types of messages.  The approach is to ensure these are inter-connected and that transition to more wide spread use of social media is encouraged.
The activities in the plan were well-received, and the suggestion of guest bloggers felt to be beneficial in terms of giving sponsors/stakeholders a platform and sharing the workload of creating blog content.
Action – HB to progress priority activity.
DWA – in order to increase numbers of cCLOA members using the online forum, suggested that IT points are set up at the AGM and those who are not on LinkedIn are supported in signing up.
Action – Exec Members to volunteer to bring wi-fi enabled laptops and assist members sign-up to LinkedIn.	
8.	Sport England Local Engagement 

Learning and Development: Skills Active and Creative and Cultural Skills Council	MA – gave an update on the local engagement events and the Whole Sport Plans (WSP) which are due for submission. A greater understanding of local authority priorities is vital to show how NGB’s will work with partners to meet the community needs.
SPOGO – Sport & Go is a new digital platform for bookings that the Fitness Industry Association is developing.  This will use open data application such as i-phone and could potentially be broadened out to all activity. FIA are keen to get the message out; a slot at the AGM was discussed, but it was felt that the agenda was already packed.  
Action – MA to provide more details and HB to include in e-bulletin to membership.
CS – Creative Industries Council has been set up by Vince Cable/Jeremy Hunt and has been looking at skills.  Apprenticeships are seen as key to economic growth. As the sector skills council Creative and Cultural Skills are also looking at apprenticeships that cut across public, private, VCS.  As are Skills Active, who have an e-learning offer that would enable cCLOA to offer its membership access to a range of short courses from management to social media for an annual licence fee of £1500.
There was some discussion about whether this fee could be passed down to those using the service at a nominal charge of £30-£40 or whether this offered better value to the wider membership than using an equivalent sum to support Leading Learning.
Action – CS to gain more details about the type of courses on offer.  HB to include a question in the survey of members to ascertain their training needs.	
10.	Future Meetings 	AGM/Members Mtg
Friday 15th June at Bisham Abbey
HB tabled the draft programme and confirmed the speakers.
We have secured some superb keynote speakers including;
·        Rt Hon Harriet Harman QC MP, Shadow Secretary of State for Culture, Media and Sport,  Professor Mike Kelly, Director of the Centre for Public Health Excellence, Mark Smith Director of Tourism in Bournemouth,  Mike Diaper, Sport England. SERCO are sponsoring the event so it will be free to attend and they will be providing a session on Social Media.
Action – All confirm attendance by e-mailing info@cloa.org.uk

Future Executive Meetings
Friday 7th September – UK Centre for Carnival Arts in Luton have offered to host this meeting.  They would provide a tour of the facility in the morning and a presentation on the benefits of carnival for local communities and economies.
﻿Friday 18th January – The National Archives has been proposed as a potential venue.	
	AOB	HB – To date only 43 local authorities have completed the Financial settlements survey; it was agreed to extend the closing date to 28th May.
Action – HB to send reminder to membership.  Exec to ensure they complete survey and encourage colleagues in neighbouring authorities.
CN – raised a concern that sport and physical activity were not being included in the Health & Well-being Strategies.  Is there a role for cCLOA in promoting those strategies that do include sport and physical activity in a section on the website?
Action – Exec to consider best approach for lobbying/sharing good practice.