Purpose and values are shared Less chance of touch’ ‘losing and understood externally as with changing environment – well as internally by partners artists and audiences, funders, – and audiences locality due to diverse inputs – An open, transparent culture encourages a diversity of and input from all levels of the organisation A clear understanding of how the Diversity of revenue income organisation generates income streams on range of and creates value for others (i.e. markets/customers/funders a business model) connects reduces risk of sudden decline activity, resources, customers Diversity within audiences and revenue streams increases potential reach Predictable A range of revenue income Diversity integral to business financial streams, derived from a range of model will be well rooted and resources activities, and sources, with give greater creativity and derived from a some degree of predictability reach robust business Budget includes income derived A diversity of organisational model from exploitable assets (e.g. models and governance merchandise, intellectual structures may increase property, consultancy fees) and opportunities and allow expenditure relating to creation innovation (e.g. trading of current and future assets company alongside limited company charity) Internal: Internal: Cross-team working is common Diversity of workforce integral and effective to the of networks - creates Flexibility in roles is encouraged learning, innovation, breadth Networking by staff at all levels Diversity of people involved in is encouraged and supported networks creates breadth and Formal or informal platforms ideas Strong networks for ideas to be shared and nurtured (internal and in place External: external) External: Networks including diverse Organisation works in groups and communities of collaboration to maximise its interest keep organisation in impact with more people Information is drawn from broad Information coming from networks and utilised diverse viewpoints challenges established thinking
Purpose and values are shared and understood externally as well as internally – by partners and audiences An open, transparent culture encourages a diversity of and input from all levels of the organisation Less chance of ‘losing touch’ with changing environment – artists and audiences, funders, locality – due to diverse inputs Predictable financial resources derived from a robust business model A clear understanding of how the organisation generates income and creates value for others (i.e. a business model) connects activity, resources, customers and revenue streams A range of revenue income streams, derived from a range of activities, and sources, with some degree of predictability Budget includes income derived from exploitable assets (e.g. merchandise, intellectual property, consultancy fees) and expenditure relating to creation of current and future assets Diversity of revenue income streams on range of markets/customers/funders reduces risk of sudden decline Diversity within audiences increases potential reach Diversity integral to business model will be well rooted and give greater creativity and reach A diversity of organisational models and governance structures may increase opportunities and allow innovation (e.g. trading company alongside limited company charity) Strong networks (internal and external) Internal: Cross-team working is common and effective Flexibility in roles is encouraged Networking by staff at all levels is encouraged and supported Formal or informal platforms for ideas to be shared and nurtured in place External: Organisation works in collaboration to maximise its impact Information is drawn from broad networks and utilised Internal: Diversity of workforce integral to the of networks - creates learning, innovation, breadth Diversity of people involved in networks creates breadth and ideas External: Networks including diverse groups and communities of interest keep organisation in with more people Information coming from diverse viewpoints challenges established thinking
Diversity_and_adaptive_resilience_public.docx