Corporate Plan 2016–20
www.britishcouncil.org
Corporate Plan 2016–20
Foreword
The British Council has skills and experience which can help
make the world a better, safer, more prosperous place.
In the period to 2020, there are four areas which will
be the major focus of management, executive and
trustee time. These are:
This Corporate Plan is in some ways different from
its predecessors, and in some ways the same.
We have tried, in consultation with colleagues in
government and with our partners, to produce a
document which is more focused on our purpose
and our impact, rather than on our structure and
our activity. We have also sought to highlight the
changes in response to the recent Triennial Review,
which are critical to our sustainability.
1. Supporting our people to develop, to build their
skills, and to make it easier for them to spend
their time on activities which have an ever
growing impact.
2. Driving critical projects to completion on time
and on budget so that we continuously improve
how we do things.
Using the full range of cultural resources from across
the UK, our role as the British Council is to create
friendly knowledge and understanding of the UK. We do
this by making a positive and lasting contribution to the
countries we work with – creating opportunities, building
connections and trust and in doing so we enhance the
security, prosperity and the influence of the UK. We do
this at community, institutional, and government levels
and in over 100 countries worldwide.
3. Increasing the scale and effectiveness of
partnerships, listening to and sharing ideas with
stakeholders, making sure we capture what we
do and share our learning.
4. Managing performance, whether measured by
impact, reach, margin or productivity – and having
the evidence to demonstrate that performance.
Whether we are giving opportunity and voice to
young Arabs and Muslims, using our links with the
creative industries to promote art for prosperity,
or supporting future global leaders, all our work is
delivered in partnership. How we do what we do is as
important as what we do. For that reason, the priorities
of the Triennial Review of 2014 remain. Better financial
processes and greater transparency are essential.
Sharing opportunities with partners remains a priority
as does co-creating opportunities. Our independent
complaints process, which is up and running, should
inform our improvement and our learning.
In doing all this, we will continue to be aligned with
the aspirations which the government, our major
stakeholder, has for us, while always remaining true
to our vision and purpose as defined in our Royal
Charter and as governed by our Board of Trustees.
The coming period will be busy. But we are living in a
time when the British Council has skills and experience
which can truly help make the world a better, safer,
more prosperous place. I look forward to working
with you all to deliver this plan, and to make a lasting
difference to people, to organisations and to countries
across the world.
Sir Ciarán Devane
Chief Executive
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Corporate Plan 2016–20
Introduction
This Corporate Plan sets out the aims,
activities and outcomes for the period to 2020.
The plan has been prepared in consultation with
stakeholders and partners across the UK government,
the governments and executives of Wales, Northern
Ireland, Scotland, the British Council’s sector advisory
committees for arts, English, examinations, education
and society and others, to ensure a strong alignment
with the UK’s long-term international priorities.
The British Council is the UK’s international organisation
for cultural relations and educational opportunities.
We work in the fields of art, sport, education, science,
culture, language, innovation and creativity in over
100 countries around the world.
Founded in 1934, a UK charity governed by Royal
Charter and a UK public body, we work with over
100 countries across the world teaching English and
administering examinations, promoting the arts and
developing partnerships to deliver education and
society programmes. Each year we reach over
50 million people direct (face-to-face, at events
and digital social media), plus more than 500 million
people online, via broadcasts and publications.
During the period to 2020, our work will:
• Make a positive contribution to the people,
institutions and governments of the countries
we work with – creating opportunities, building
connections and trust.
• Make a lasting difference to the security,
prosperity and influence of the UK and contribute
to the stability, development and connections of
the places where we work:
This plan covers the period from 2016 –17 to 2020 –21,
aligning with the UK government Spending Review
settlement. The plan sets out:
–– Security and stability: through building
understanding, co-operation, tolerance
and by providing alternative pathways for
young people at risk of extremism as well as
strengthening the resilience and response
to crises, for example in the Middle East and
environs of Russia.
• The British Council in the world................................03
• Priorities to 2020...................................................................05
• Working with and for the UK........................................14
• Organisational shape.........................................................20
• Managing risks.........................................................................23
–– Prosperity and development: through
education links, supporting trade collaboration,
and by promoting UK arts, culture and the
English language.
• Resources.....................................................................................24
• Targets and performance management...........29
–– Increased influence: for the UK and connections
for the world through visits, education system
reform, cultural collaboration and by fostering
English language learning around the world.
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Corporate Plan 2016–20
The British Council
in the world
The British Council aims to foster understanding, friendship,
connections, opportunities and trust in a fragile world.
Through cultural relations, arts, the English language
and educational opportunities we work to ensure that
more people, and in particular future generations
of potential leaders in society, have international
experience, receive networking opportunities and
engage with ideas and knowledge from the UK.
The UK is committed to being an outward-looking
country through sharing the best of arts and culture,
building influence, reputation and trade and security.
The British Council plays a central role in this, by
building long-term influence for the UK and providing
access to the UK for the next generation of influencers
and decision makers across the world.
Our reputation is built on our local, on-the-ground
knowledge and expertise, the way we forge and
work in partnerships, our wide range of contacts
and high-level relationships in cultural relations,
the arts, education and society.
The Middle East and North Africa (MENA) faces
persistent unemployment – particularly among
graduates – and a lack of strong civil society
institutions exacerbates these problems. The
British Council has offices in 17 countries across
MENA, including Tunisia, Egypt, Libya, Morocco
and Algeria, and has been in Cairo since 1938,
demonstrating a long-term commitment to
the region.
We build trust through our long-term commitment to
the countries we work in, our emphasis on people-topeople engagement, and by placing benefit for the
places we work at the heart of our mission. This
commitment dates back to the 1930s, when we were
set up to counter political extremism and propaganda,
and share the values of Britain and of other democratic
societies, summarised in the 1940 Annual Report: 1 The
Council’s aim is to create in a country overseas a basis
of friendly knowledge and understanding of the people
of this country, of their philosophy and way of life, which
will lead to a sympathetic appreciation of British foreign
policy, whatever for the moment that policy may be
and from whatever political conviction it may spring.
This is just as relevant today.
Our work:
• Helps increase English language skills:
creating potential alternative pathways for
young people, improving job prospects and
providing the opportunity to read global
media and gain exposure to alternative
perspectives on the world.
• Provides access to international qualifications
and English language tests, enabling people to
access education and achieve their
aspirations.
Today’s fractured world, where extremism feeds on
youth dissatisfaction, and ever scarcer resources
fuel conflict, needs us to mobilise all the tools of
soft power to help increase stability and provide
educational opportunity. The 17 intergovernmental
Sustainable Development Goals set out a plan of
action for people, planet, prosperity and peace,
through partnership working. 2 We provide learning,
connections and opportunities in support of stability
and development of the places where we work and
contributing to the UK’s overall effort in diplomacy,
trade and aid.
• Promotes good governance, tackles gender
inequality, enables young people to enter
into constructive dialogue about the future
of their countries, provides skills and improves
job prospects.
As well as providing long-term benefits to the
region and people’s lives, this work contributes
to stability of the region and trust in the UK,
supporting long-term security objectives.
1. British Council Annual Report, 1940.
2. https://sustainabledevelopment.un.org/index.php?menu=1300
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Corporate Plan 2016–20
relationships, understanding, knowledge of the UK
and English language, the advancement of education
and to encourage co-operation in culture, science,
technology and education. 3 These in turn contribute to
wider UK outcomes of security, prosperity and influence.
The diagram below shows the way we work: the
activities we undertake and the benefits these bring
to individuals in terms of opportunities and learning.
It also shows the outcomes from our work. These link to
our charitable objectives which are to promote cultural
Activities
Which lead to
Direct outcomes
We deliver projects
with over 50 million
people direct in over
100 countries
Trust
Understanding,
relationships,
co-operation
These projects
span arts, English,
examinations,
education and
society sectors
We work with young
people, learners,
communities, artists,
institutions and
governments
Activity is funded
through grant-in-aid,
earned income,
contracts and
recycled surpluses
(friendly knowledge
and understanding)
Wider outcomes
Security and
stability
Change lives through
education, skills,
qualifications, culture
and stronger societies
Opportunities
(engagement, travel)
Prosperity and
development
Connections
Attract people to
engage with the
UK’s culture, arts,
education and society
(collaboration,
dialogue,
relationships)
Develop a wider
knowledge of
the UK and the
English language
Learning
(language, skills)
Influence and
attraction
3. https://www.britishcouncil.org/organisation/transparency/principles-procedures/charitable-purpose
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Corporate Plan 2016–20
Priorities
to 2020
We will extend our impact in over 100 countries,
providing benefits to the places where we work, and
responding to UK policy aims.
Key areas of work are shown below and respond to
need on the ground, meet UK priorities and deliver
lasting benefits. We will build on successful projects
and extend these to other places, as well as developing
new offers.
During the period to 2020, our work will:
• Make a positive contribution to the people,
institutions and governments of the countries
we work with – creating opportunities, building
connections and trust.
• Make a lasting difference to the security,
prosperity and influence of the UK and contribute
to stability, development and connection of the
places where we work.
Priority activities to 2020
Voice and opportunity for
young Muslims and Arabs
Alternative pathways for
young people at risk
English for peacekeeping
Addressing the causes and
effects of migration
Changing lives and life
chances through sport
Relations with Russia
and its neighbours
‘Golden thread’: civil society
and access to justice
English, education, science
and skills for growth
Art for prosperity
Culture and development
Skills, confidence, chances
for women and girls
Social enterprise and
investment
English as the world’s
preferred language
Promoting UK professional
standards and qualifications
Global networks and
digital spaces connecting
to the UK
Supporting future
global leaders
Connecting global cities:
UK and overseas
Sharing what’s GREAT
about the UK
05
Direct outcomes
Wider outcomes
Understanding,
relationships,
co-operation
Security and
stability
Change lives through
education, skills,
qualifications, culture
and stronger
societies
Prosperity and
development
Attract people to
engage with the UK’s
culture, arts,
education and society
Develop a wider
knowledge of
the UK and the
English language
Influence and
attraction
Corporate Plan 2016–20
Security and
stability
We will empower individuals, strengthen communities, support system
reform and foster engagement and debate in places of instability and conflict
such as the Middle East, Africa, Russia and Ukraine.
Context
Delivery
Conflict, crises, unrest and extremism impact
countries, communities and individuals. In fragile and
conflict affected states across the Middle East, North,
East and West Africa and South Asia the growing ability
of extremist and terrorist groups to attract support
creates risks for the UK. Political, economic and social
turbulence continues across the region of Russia,
Ukraine and environs. Instability is also a factor in the
increase in global migration. Important cultural sites
and heritage across the MENA region are at significant
risk of destruction.
Our work will help individuals, their communities
and countries by providing positive pathways for
young leaders; and improve young people’s skills,
employability and life chances. It will also strengthen
institutions, good governance and civil society;
support economic and social development; encourage
new ways of seeing and experiencing the world
through debate and dialogue; and strengthen the
development of creativity and experience of the arts.
We will support young Muslims and Arabs to
participate and gain skills in debate, business, culture
and leadership. This will help to strengthen their
knowledge and understanding of other cultures, and
support them to articulate and represent the views of
the next generation and engage effectively in politics,
society, culture and the economy.
We will use the universal appeal of sport and its power
to transcend politics, language and cultural barriers
and deliver projects to strengthen education and
communities, provide safe spaces for dialogue, inspire
positive ambition and an understanding of playing in
a rules-based system. We will provide life skills, English
learning, support visits, exchanges and networks of
innovation to share and scale up what works best.
We will work with young people at risk of
extremism and radicalisation by providing
education, English language and wider skills, to
strengthen their voice and understanding of other
cultures. We will support Islamic schools to develop
critical thinking and cultural understanding; provide
safe spaces for dialogue in universities; and support
sport and social enterprise projects to inspire ambition
and inclusivity for young people at risk.
We will work with the Department for Culture, Media
and Sport (DCMS) to manage the new UK Cultural
Protection Fund, creating opportunities for economic
development through building capacity to foster,
safeguard and promote cultural heritage overseas.
To tackle the causes and effects of migration we
will support development and strengthen communities
to prevent migration and brain drain of skilled workers.
We will also build the resilience of refugees, internally
displaced people and people in post-conflict states
through improved education. A focus on language, life
skills, cultural understanding and education outcomes
aims to have a crucial impact on the resilience of
individuals and communities during times of crisis.
In the neighbourhood of Russia we will create
positive opportunities for young people through sport,
education and skills. We will expand English learning
online and build people-to-people relations through
the UK–Russia Year of Language and Literature 2016,
Shakespeare Lives, scientific research links programme
and the 2018 FIFA World Cup. In Ukraine we will
support EU relations, contribute to higher education
reform, build capacities of civil servants, strengthen
the arts and creative economy and civil society.
English for peacekeeping will provide language
training and support for teachers within military
and civilian institutions. We will give refugees
English language skills and education to help them
communicate and integrate in neighbouring countries.
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Corporate Plan 2016–20
Building on our experience
Across the Middle East and North Africa, our Young
Arab Voices programme, run with the FCO and the
Anna Lindh Foundation, has engaged more than
90,000 young people across the region in social and
political debate, building critical thinking and debating
skills, enabling young people to discuss the changes
taking place in their societies.
In Lebanon, the British Council is managing an EU
co-funded project that provides improved education
opportunities for Syrian refugee children and
vulnerable Lebanese children. The British Council
and our partner the Institut Français have trained
1,200 public school teachers who are expected to
benefit up to 90,000 children. The specially created
training programme is designed first to address issues
of inclusion, diversity and social cohesion and to
improve levels of English and French. This will enhance
future opportunities for what is at increasing risk of
becoming a lost generation of Syrian young people.
In Pakistan, the DOSTI programme in Karachi is
building stronger communities and connections
between divided communities through the medium of
football. In November 2015, DOSTI won a prestigious
award for Sport and Peace – Adapted Programme of
the Year at the international Peace and Sport Awards.
A debate club trainee reflects on her
experiences through Young Arab Voices:
When I first discussed polygamy with this boy at school
I could not argue with his points and I was so angry I
wanted to hit him. Then I joined debate club. One of the
things I had to do was argue for polygamy in a debate.
I really didn’t want to do this, but once I did it I
understood all the arguments in favour of polygamy –
and understood their weaknesses. The next time
I saw that boy I was able to have a calm discussion
with him and counter all his points. And I did not
get angry or feel violent.
23 million
We will work directly with 23 million people including
young people at risk of extremism, migrants, refugees and
people at risk of displacement. System reform will bring
about wider benefit for over 100 million young people.
28
Premier Skills works in 28 countries to use the power
of sport to engage over 38,000 young people, build skills,
bring together communities and support tolerance and
integration. 82 per cent increase their involvement in
their local communities, 72 per cent are better educated,
52 per cent reduce their involvement in crime, 41 per cent
improve their English language skills and 41 per cent are
more employable.
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Corporate Plan 2016–20
Prosperity and
development
We will support development and growth across emerging
economies such as India, China, Brazil, Mexico, Nigeria and Egypt, helping them take
their place on the world stage and maintaining UK trade and connections.
Context
Delivery
India, China and emerging markets across South
America, Africa and Asia are set to grow and develop,
becoming more influential on the global and economic
stage in the coming decades.
We will build stronger relationships with rising
generations, improve English language skills,
strengthen education reform, attract international
students and research collaboration. We will also
develop opportunities for UK professional and
vocational skills and expertise in the arts and
creative industries.
The UK has a role to support development in these
places, responding to the Sustainable Development
Goals. This work will also help UK trading links and
influence and complements the GREAT Britain campaign.
Through our work in culture for development we
will support stronger, sustainable creative sectors
around the world. Art and culture will be at the core
of our work in conflict affected areas, and we will
provide art in public and safe spaces to encourage
debate and free expression.
We will continue to strengthen our support to the
‘golden thread’ of development through support
to the rule of law and through programmes which
support the government’s commitment to equality
and to reducing violence against women. 4 This will
help citizens and societies influence the policies
that affect their lives, address conflict, encourage
dialogue and strengthen anti-corruption measures.
To develop the skills, confidence and life chances
of women and girls we will provide personal
development opportunities, train female community
leaders to grow women’s role in public life and provide
skills in social entrepreneurship, English language and
the creative economy. We will also expand our work
to address violence against women and girls.
Through our work in English, education, science
and skills for growth we will enrich the quality of
education and research. This will focus on partnerships
with India, China and other emerging states, providing
mobility, collaboration and long-term partnerships
across schools and higher education.
Our work in social enterprise will engage with
governments to influence policy and embed social
enterprise into education systems. We will build the
capacity of social entrepreneurs to access investment
and strengthen social enterprise approaches in
international development. We will also establish
a social investment fund and support this work with
a suite of digital services.
In arts for prosperity, we will use global seasons
and festivals to share the best of the UK’s creativity
and develop relationships with audiences and artists
to support artists’ skills and livelihoods. We will expand
our work with disabled artists through Unlimited and
use digital showcasing to take the best of British art
to global audiences.
4. Speaking in 2012 at New York University, David Cameron said ‘you only get real long-term development through aid if there
is also a golden thread of stable government, lack of corruption, human rights, the rule of law, transparent information’
https://www.gov.uk/government/speeches/transcript-of-david-cameron-qa-at-new-york-university
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Corporate Plan 2016–20
Building on our experience
The UK Now Festival was the biggest celebration
of UK arts and culture ever in China with over
200 events across 29 cities in China, attended by
four million people and with 6,000 pieces of media
coverage. The British Council has recently held similar
successful cultural seasons in Russia, Mexico, South
Africa and Nigeria.
The British Council launched Try Rugby in São Paulo
state in September 2012. Since then, as part of the
programme, UK coaches have engaged over 15,000
young people directly and over 70,000 people through
cascade activities. It has now expanded to include
five states in Brazil, the most recent additions being
Rio de Janeiro and Rio Grande do Sul. Further pilots
of Try Rugby have been launched in Colombia and
South Africa and we have ambitions to expand the
programme to more countries.
$
21,000
43 million
Our Creative Economy programme supports thousands of
creative organisations and individuals in growth, innovation
and lasting UK links. Over 21,000 people benefited from our
Nigeria creative entrepreneurship programme from 2008 to
2012. Most report using new knowledge, skills or networks;
other benefits include employment, finances and branding.
abc
We will work directly with 43 million people including
leaders, young creative professionals and entrepreneurs,
artists, teachers and students. This will bring wider benefit
from system reform for over 400 million young people.
83,000
In South America we are teaching 83,000 9 –11 year olds
in 3,000 schools all over Uruguay with remote teachers
based in the Philippines, Montevideo, Buenos Aires and
London. The local classroom teachers are improving
their English and the communicative teaching approach
is influencing change positively across the entire
curriculum. An independent evaluation shows that the
children’s English is improving at the same rate as –
or faster than – the English of children with specialist
English teachers in the classroom.
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Corporate Plan 2016–20
Influence and
attraction
People-to-people relations are at the heart of what we do. We will continue to
connect people and improve lives through English language and qualifications
and through our digital network and physical presence around the world.
Context
Delivery
The UK has traditionally had unrivalled success
building relationships with future world leaders from
politics, education, business, the arts and society.
These powerful relationships benefit the UK now
and in the longer term, contributing to a stronger
UK voice on the world stage, promoting British
values and supporting prosperity and security.
But it is crucial to maintain this influence as the next
generation of leaders emerges with new international
outlooks and priorities.
We will strengthen the UK’s engagement with the
next generation of global leaders to establish lifelong,
mutually beneficial relationships with the UK. We will
develop a new generation of scholarships and
networks with future global leaders, strengthening
alumni networks to celebrate ‘shared experiences and
future opportunities with the UK’ and develop targeted
digital networks and products to increase access to UK
knowledge, ideas and culture.
Our work on English as the world’s preferred
language will improve the quality of English learning
and teaching through policy improvement, systems
reform and teacher development. Our digital selfaccess learning will allow more people to have high
quality English language learning enhanced by the
UK’s culture.
We will maintain and strengthen our global network
in priority locations, to open doors for the UK and keep
us close on the ground where our work is needed.
This includes physical spaces such as libraries as safe
spaces for engagement and dialogue, as well as digital
channels to provide high quality cultural engagement
and content to more audiences around the world.
To foster UK professional standards and
qualifications we will expand access to English
language and other qualifications, improve standards
and help people’s opportunities in education and
employment. We will also promote and benchmark
UK professional qualifications and standards.
We will provide scholarship schemes and leadership
programmes for future leaders with an alumni
network and high profile conferences to support
collaboration and debate, supported by a strong
digital offer with high quality content and networking
tools to support collaboration.
We will continue to support and promote the UK
education systems from school to doctoral level
including the quality and relevance of UK providers
working overseas such as independent schools and
transnational higher education.
We will build and strengthen city-to-city relationships
through exchange and partnerships, projects and
forums to support growth, share expertise and
showcase culture.
We will continue to support the GREAT Britain
campaign by attracting students to study in the UK,
showcasing the UK’s assets and promoting the UK
to leaders and thinkers. This work will be supported
by massive online open courses (MOOCs).
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Corporate Plan 2016–20
Building on our experience
The Hammamet Conference Series is an
international platform for dialogue and progress
between the UK and North Africa, run by the British
Council. It brings together established and emerging
leaders from politics, civil society, culture, education,
media and business to engage in dialogue, build new
relationships and identify solutions to critical issues
at an important time for North Africa’s future. Since
the series was launched in 2012 it has established
an active network of relationships and connections
between leaders in the UK and North Africa.
Our social media engagement includes nearly
15 million people teaching and learning
English. Our TeachingEnglish Facebook page is a
rapidly developing site bringing together 3.5 million
English teachers to share content, approaches and
professional experiences and a wider understanding
of the UK. In MENA there are three million people
learning English through the LearnEnglish Facebook
page. We have also recently developed a world
record breaking MOOC – Understanding IELTS:
Techniques for English Language Tests – that set the
record for the biggest single run of a MOOC anywhere.
abc
35 million
Students learning English with us, report significantly
increased job and career prospects, confidence
and international networks.
We will work directly with 35 million people including
future leaders, young creative professionals and students.
400th anniversary
Shakespeare Lives is a global programme of events and activities
celebrating the world’s most popular playwright’s work on the 400th anniversary of his
death in 2016. Undertaken in partnership with UKTI, the GREAT Britain campaign, DCMS and
a host of British theatres, museums and artists, the programme will provide innovative theatre
and dance performances, film screenings, globally sourced art exhibitions, and educational
resources for English language learners. Activation funding at country level will ensure
that the activity and impact will be experienced worldwide.
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Corporate Plan 2016–20
Corporate Plan 2016–20
Geographical focus
Larger dots represent greater focus, but this is a high
level overview and will be subject to change based
on the outcome of Spending Review discussions and
detailed planning – the absence of dots does not mean
there is no activity in these areas.
Delivery will be targeted to places based on local need,
market conditions and priority countries for the UK.
The map shows areas where we work (in dark grey), as
well as priorities for activity and impact in the areas of:
• Security and stability (red)
A balanced offer is key to delivery and highly valued by
partners and stakeholders, so in most places we work
across the full range of sectors.
• Prosperity and development (green)
• Influence and attraction (blue)
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Corporate Plan 2016–20
Working with and
for the UK
To ensure the greatest impact for
the UK, we align our work to the long-term
policy priorities of the UK.
Our work has a strong partnership focus, as we deliver
for, with and through partners, in:
The British Council’s aim to make a positive
contribution to the UK’s security, prosperity and
influence is complementary to that of the FCO, which
uses diplomacy to protect the UK’s national security,
promote its prosperity and project its values.
• Providing the best of the UK’s education, culture
and arts to the wider world.
• Giving opportunities to UK partners to work
in overseas markets.
Our strategic alignment also includes supporting
the international interests of other UK government
departments in Whitehall and the devolved
governments in Scotland, Wales and Northern Ireland,
as well as supporting the international aims of the
sectors with which the British Council works.
• Making connections with international and overseas
bodies and agencies.
In the UK we work with universities, arts institutions,
schools and social entrepreneurs, to help them realise
their international ambitions and agendas.
The diagram below shows the government priorities for the UK we will support during the plan period.
Security and
stability
Strong partnerships for the UK which address the drivers of extremism, intolerance and
drivers of migration by promoting rights, education, skills, employment and culture.
The UK will provide genuine alternative pathways for young people and potential
civil society leaders overseas who are currently at risk of extremism, to support safer,
more secure societies.
English language remains widespread in global education and commonplace in world
business, becoming more prevalent in emerging economies, enabling preferentially
strong relationships and trade with the UK.
Prosperity and
development
• Education exports grow to £30 billion by 2020.
• The UK remains in the top two destinations for international students.
• The UK remains a global leader in international and transnational education.
The UK is seen as the best place in the world for collaboration in science and innovation.
The UK is a top five destination for international tourism and visits.
The UK has strong and enduring networks and relationships with future leaders and
influencers in politics, business, arts and education supported by strong digital and
face-to-face channels.
Influence and
attraction
Experience and appreciation of the UK is strong among world leaders, opinion formers
and influencers in national government, business, communities and key sectors such as
education, the arts and culture.
The UK is widely acknowledged as a partner and positive contributor to other countries’
cultural lives, prosperity, security and development.
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Corporate Plan 2016–20
Some of the key UK priorities that help frame our programmes are summarised in the table below:
UK government priorities
• Build stability and security, especially in the Middle East, North Africa and South Asia, to contribute to a safer
and more prosperous world and to enhance the UK’s national security.
• Develop education, culture, the rule of law and good governance to support stability, recovery and security
in countries with large refugee populations.
• Provide opportunities and positive pathways for young people, to address factors that lead to extremism around
the world.
• Ensure stronger cultural and educational relations for the UK with Russia and neighbouring countries and
contribute to the stability and security of the region.
• Advance the UK’s national interest through the commitment to spend 0.7 per cent of national income on
overseas aid to increase the impact of this work. This is delivered through Official Development Assistance (ODA)
in countries that have been designated eligible for ODA by the OECD. 5
• Forge stronger connections and relationships with emerging and developing economies and in so doing support
the UK’s long-term prosperity and international influence.
• Enhance trade and direct return to the UK including through the GREAT Britain campaign and 2020 export drive
(£1 trillion exports).
• Enhance closer international education and research ties by supporting the UK government’s International
Education Strategy, Newton Fund and UK Science and Innovation Strategy.
• Support Cabinet Office objective to make the UK the social enterprise capital of the world.
• Promote DCMS’s and Scottish Government's aim to make the UK the creative and cultural capital of the world.
• Maintain strong cultural and educational relations with the European Union.
• Continue the process of devolution to the UK’s nations, cities and councils.
• Develop One HMG: joined-up Whitehall approaches to save costs and maximise impact in our overseas operations.
5. www.oecd.org/dac/stats/documentupload/DAC%20List%20of%20ODA%20Recipients%202014%20final.pdf
15
Corporate Plan 2016–20
Priorities of the devolved administrations which link to our work are set out below.
Northern Ireland
Scotland
• Promote an international outlook as a core
competence for Northern Ireland’s citizens
and organisations.
• Focus in Scottish Government’s 2015 programme
on fairness and equality, economic sustainability,
protecting public services and empowering
communities.
• Develop international relations strategy focused
on investment, innovation, trade, tourism, students
and knowledge exchange.
• Delivery of Scotland’s International Framework and
Policy Statement underpinning focus and delivery
on international objectives.
• Strengthen university, education, research
and technological development.
• Stronger alignment between government, agencies
and partners in support of national purpose and
to maximise the impact and effectiveness of
international engagement.
• Promote sport and cultural opportunity.
• Share experience of peace building and
conflict resolution.
• Promote a global outlook in Scotland.
• Support social inclusion, fairness and equality,
and empowering communities.
• International promotion of Scotland’s distinctive
cultural identity and assets.
Wales
England
• Enhance the profile and reputation of Wales within
the UK and globally.
• Invest in education from schools to colleges,
to promote trade, innovation and productivity,
and broaden economic growth across England’s
city regions.
• Recognise and support the importance of the
bilingual context.
• Learn from good practice around the world to help
create a self-improving, teacher-led system for
England with a strong workforce and leadership.
• Build on the distinctive Welsh culture and heritage
to support economic and social outcomes. • Promote Welsh assets internationally, to contribute
to the UK offer.
• Introduce language learning to the curriculum
in all primary schools.
• Support the further development of international
activity of universities in Wales to grow the sector’s
contribution to the Welsh economy.
• Make the most of England’s cultural, artistic and
heritage assets.
• Promote social action and social investment.
• Maximise all sources of European funding and the
benefits of EU membership for the benefit of the
people of Wales.
16
Corporate Plan 2016–20
Creating value for the UK
Understanding the UK value of our work
All of the British Council’s work seeks to make a lasting
difference for the UK. It does this in the following ways:
A 2015 study found that UK people gaining
international experience leads to major benefits
for individuals, employers and wider society.
• It enhances the UK’s international standing by
increasing the country’s influence and networks
with key decision makers, influencers and the
wider public globally.
These include:
• Development skills such as leadership and teamwork
that support employability.
• It increases UK prosperity by creating the
connections and supporting conditions that
boost trade, investment and tourism.
• Enhanced language abilities.
• Increased capability in areas such as critical thinking.
• Increased likelihood of working in a role associated
with innovation in the workplace – roles that are vital
in driving economic growth. 6
• It helps keep the UK safe and secure by addressing
the factors that lead to extremism and improving
stability and security in strategically important
countries.
We know that our activities improve trust, understanding
and skills. Research demonstrates the connection
between high levels of trust and a greater willingness
of people to want to visit, study in, and do business
with, people from the UK. 7
Through this, our work creates additional benefits
directly for the UK individuals and organisations that
are involved in our programmes. These include:
• Giving individuals in the UK opportunities to learn
about the world, develop new skills, engage with
international art, festivals and culture, and engage
with people in other countries.
The British Council also makes a significant contribution
to the UK’s security and stability, as our programmes:
• Build individual resilience to conflict by helping
young people and emerging leaders to build their
skills and capacity to think creatively, challenge
received wisdom and access positive futures.
• Creating introductions, connections and
business opportunities for UK organisations,
social enterprises and businesses, helping
them to learn from overseas engagement.
• Help facilitate alternative pathways which provide
young people with ways of working peacefully
to resolve conflicts and solve problems, including
strengthening the relationship between the citizen
and state.
The diagram overleaf summarises the findings of a
2015 study of the worldwide reach and UK economic
benefits from the British Council’s work.
• Work with countries globally to build capability
to engage with citizen and community leadership.
We are working ever more closely with DFID and
the FCO developing innovative programmes which
build on the UK’s trust and reach around the world.
6. British Council, A World of Experience, 2015, https://www.britishcouncil.org/organisation/
policy-insight-research/research/world-experience
7. British Council, Trust Pays, 2012, https://www.britishcouncil.org/organisation/policy-insight-research/research/trust-pays
17
Corporate Plan 2016–20
Corporate Plan 2016–20
We work with
Real economy impact
Indirect/induced
contribution
£1.3bn
50 million direct interactions
Support FTE jobs
20,300
GVA
Support FTE jobs
Expenditure by
international students
directly attributable
to British Council
£604m
5,500
£333m
UK economy
Expenditure to
UK companies/
organisations
GVA
£480m
GVA
UK economy
FTE jobs
£201m
23,600
UK economy
12.7m
11.4m
25m
1,200
Within the UK
GVA
Visitors to exhibitions,
festivals and fairs
Users of digital social
media and learning
Face-to-face young learners,
teachers, exam candidates, young
professionals and future leaders
FTE jobs
5,400
Total GVA £1.8bn; 56,000 FTE jobs
Gross Value Added (GVA) is a measure of the economic value of goods and services produced in an area. It is defined by the Office for National Statistics
(ONS) as ‘…the difference between the value of goods and services produced and the cost of raw materials and other inputs which are used up in production.’
FTE refers to full time equivalents (jobs).
125m
Wider impact
Website visitors
Audiences to publication
and broadcast material
Working in over
100 countries
and
Strengthening education and
skills through partnerships with the UK
88%
1in 4
84%
96%
Report a positive impact
on their institutions
Have acquired new knowledge
or skills from working with us
Report a positive impact on
their professional lives
Source: Amion Consulting, Economic value of the British Council to the UK, 2015.
18
UK economy
Worth of increased trade and
investment through increased trust
£42m
plus
473m
GVA
£511m
£1.2bn
Support FTE jobs
Young Arab
Voices has
helped
24%
100,000
People who have participated in our
cultural relations activities trust the UK,
24 percentage points more on average
than those who have not
young people
in Algeria, Jordan, Egypt
and Morocco generate and
exchange ideas that will spur
social and political cohesion
and development
Countries in the world have a leader
who was educated in the UK
500,000
The British Council helps attract
500,000 higher education students
to the UK every year
£170,000
Active Citizens provides
a return on investment
of £170,000 for every new
community we work with
90%
85%
90% of the people we interact with
understand the UK better and 85% have
stronger links with the UK
19
Corporate Plan 2016–20
Organisational
shape
A focus on supporting our people, driving critical projects,
partnering and delivering performance will shape our organisation.
Organisational focus
The ambition to extend our impact around the
world is underpinned by organisational focus
in the following areas:
• People and organisation: to ensure we have the
right skills, support, process and networks in place
– i.e. who and where, and with whom we deliver.
• Customer and product development: the right
offer to meet demand, making a difference to
what we deliver.
• Financial sustainability: financial transparency
and access to capital and reserves to maintain the
network with diminishing non-ODA grant-in-aid.
• Operations: making a difference to how we deliver.
Customer and product
Operations
• Customer insight to understand demand and
opportunities and inform product development.
• Customisable standard content across our
services (matching products to customers).
• New projects and products to address market
need: future leaders, skills offer and providing
cultural relations through digital means (where
we are reducing our physical presence).
• Refreshed balanced scorecard with simple
but meaningful metrics (including UK value), with
agreed approach to collecting and reporting data
and stories, as discussed in this Corporate Plan.
• Development of existing offers: including culture
and development, English, systematic change of
education systems, justice and civil society and
higher education.
• Digital: business model and personalisation
(a fast-track, end-to-end approach).
• Agreed research programme with data, analysis
and evidence.
• New British Council schools in key locations will
offer high quality bilingual and bicultural education
to host-country pupils, promoting open societies.
We aim to begin with Kuala Lumpur, with other cities
in East Asia and Latin America to follow, based on
market demand and potential impact for the UK.
We will inform government departments of planned
new openings, ensure fair trading, and communicate
with other schools in each target market.
• Progress and realise the benefits of current
projects and improvements: e-commerce
reshaping teaching and exams, including back
office process and customer experience.
People and organisation
Financial sustainability
• People priorities include culture, leadership,
organisational design, internationalising our
workforce, fit for purpose human resources and
values (mutuality, integrity, creativity,
professionalism, valuing people).
• A sustainable organisation with increased
surplus, to fund work previously funded by
non-ODA grant, plus releasing assets and
using reserves in the short term.
• Network: maximise our presence in key locations
with programmes, delivery and presence
appropriate to UK priorities.
• Access to capital and private sector borrowing to
support investment growth, security infrastructure
and to effect operational efficiencies.
• Develop our partnership strategy to enable
us to deliver impact at scale without growing
the organisation at the same rate.
• Financial transparency and reporting.
• Implementing cost efficiencies.
• Continuing implementation of the
Triennial Review response.
20
Corporate Plan 2016–20
How we will get there?
• Partnering more and more effectively, co-creating
content, sharing learning and opportunities
with delivery partners and stakeholders across
government, the private and third sectors,
to achieve more together.
Within this framework, there are four areas of activity
which will be the main focus of management, executive
and trustee time, set out below.
• Driving critical projects to completion, on
time and on budget to improve our approach
and processes.
• Understanding and managing performance
more effectively, with relevant and meaningful
indicators, evidence to inform decisions and tell
our story better.
• Supporting our people to develop, build skills
and free them to spend their time on activities to
achieve impact.
2016
2017
2018
Customer:
nce,
glish experie
Teaching, En
s
am
ex
d
an
digital English
y/
:
arenc
ation
Oper cial transp
n
Fina ting
repor
People and
organisation
l
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l
Commting mode
a
oper
ent
em
cur
o
r
P
lls
nt
ski
nd
me
a
p
t
lo
ng
ve
rni
len
de
Lea
Ta
p
i
sh
er
ad
Le
lity
bi
Mo
ed
ar
Sh
2020
s
ice
rv
e
s
Br
an
d:
M
iss
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n,
va
lu
e,
ex
pe
Pa
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r
Be tne
nc
ing rsh
e
exp ip
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pa teg
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er
Imp
Cu
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dyn ct: K
o-f
m
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un
nd nag er
c pe bal
din
rfor ance
ex em
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pe en
Plan
rie t
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nc
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r
: 5–1
nag
d,
e
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m
ar pla
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t
Polic
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ies: C
20 S
menu
o
pend
of ser mpetition,
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vices
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t
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way,
, com
plaint
s
Financial sust
ai
Margin growth nability:
, surplus grow
cost control
th,
Critical
projects
2019
n
tio
rk isa
o
r
tw ito
Ne rior
p
Partners and
stakeholders
Performance
21
Corporate Plan 2016–20
• Achieving efficiencies through our property
portfolio strategy, closing unprofitable teaching
centres, country closures and our procurement
transformation. This will create a more efficient
and effective British Council, with resources in the
places that matter, investment to underpin growth
and clarity on support services costs.
Principles for sustainability and balance
The following principles will help to ensure a
sustainable financial plan and to deliver the impact at
the scale we need. These can be considered the four
critical organisational priorities to influence strategic
decisions and a stop/go threshold for new activities.
• Increased deployable cash through 8.5 per cent
annual growth in surplus from English teaching
and examinations and growth in partnership funding.
Surplus generated will fund work formerly funded
through non-ODA grant.
• Growing impact in the places that matter
for the UK: linked to UK priorities and in particular
around MENA, the Gulf, Russia, Ukraine and environs.
• A balanced offer: to achieve maximum impact
by delivering across sectors and providing arts and
cultural offers alongside society work and more
commercial activities such as teaching and exams.
Continuing the Triennial Review
implementation, includes:
Partnership working: lessons from
EU Europe
• Improvement of our alignment to UK
government priorities.
Lessons from recent changes across Europe
will be shared across the organisation informing
further changes to operation in non-ODA
countries.
• Greater financial transparency.
• Improving, in conjunction with UK
governmental agencies such as UKTI,
our processes for opening up market
opportunities for UK providers.
We have learned that there is a functional
minimum of core funding that is needed to
retain balance of activity and to maintain real
influence. In EU Europe, almost all resource
is deployed on staff.
• Auditable processes in place to demonstrate
fair competition and the opportunity of
redress through a complaints procedure.
Our most skilled staff:
• Understand the flows of influence in the country.
In addition we are working towards the
recommended solution of creating a separate
entity for overseeing commercial operations
with its own governance. At the end of the first
phase of this work (which will implement financial
separation, to achieve more transparent reporting),
we will review the options and define the approach
for ensuring full separation of commercial activities
with an independent Board, reporting to the
British Council. By the end of 2019 we expect
the new operating model to be fully operational.
• Build and retain strong relationships to
achieve influence.
• Work fluently across private, public and the
third sector.
These skills allow us to build and maintain high
quality partnerships and are pivotal to retain
balance and sustainability in EU and other
countries where traditional funding is scarce
and diminishing.
22
Corporate Plan 2016–20
Managing
risks
As a global organisation working in some of the most difficult places
in the world the risks we face are significant and complex – understanding
the extent of the risks and managing them effectively is crucial.
Risks are identified and monitored by the central
Risk Team which meets with the Management Board
at least every six months to focus on key risk areas
to our success. Oversight of the effectiveness of risk
management is carried out by the Board of Trustees,
which meets with the Head of Risk Management and
the Executive Board regularly (at least three times
through the Trustee Risk Committee, four times
through the Audit and Finance Committee and at
least once by the full Board of Trustees). The global
assurance framework sets out all types of assurance,
including risk management, financial control and audit,
based on the ‘three lines of defence’ model. During the
early part of the plan period we will complete a review
and refresh of this approach to ensure it remains fit for
purpose for UK and overseas operations.
The risks that we face are wide ranging, complex
and expected to increase in the future. Continuing
to address and manage the following key risks will
be a focus during the period to 2020:
• Child protection: strengthening and extending our
approach to focus on delivery to children and young
people undertaken through partners and online.
• Geo-political instability: continuing to prioritise
and protect the security and well-being of our
staff and those we work with in areas of instability.
Also planning for continuity of operations and
sustainability of the financial model wherever possible.
• Financial sustainability and the ability to
generate surplus and access capital markets
to maintain a network in priority locations,
responding to the challenge of untied grant-in-aid
reducing to zero in the plan period.
Through these frameworks we are able to identify
risks early, assess them in detail and take steps
to prevent them occurring or mitigate the adverse
effects on lives, delivery, finances and operations.
The risks around security and business
continuity remain challenging, due to political
instability and violent conflicts in many parts
of the world where we work.
• We support our staff, customers and partners
through risk assessments, briefings, training
and security advice, for example using
workshops to pool experience and expertise.
• We have well-established crisis and business
continuity plans in place across our overseas
operations, with guidance and tools
accessible to all overseas staff.
• We use external support to ensure we have
the most up-to-date security information,
working with the FCO and partners to inspect
and assess the security of our overseas estate
and provide assurance that our risks are
within our Board of Trustees’ appetite for risk.
23
Corporate Plan 2016–20
Resources
The economics underpinning a sustainable plan are based on protected
grant-in-aid, access to additional ODA funding, growth in earned surpluses
and a new approach to releasing assets and using reserves.
The FCO settlement letter details the core grant-in-aid
for the British Council as well as the £711 million of
ODA funding that has been made available for the
British Council to bid into, over the five-year period
to 2020–21. The British Council’s settlement from the
FCO has not been confirmed at the time of drafting
this plan.
Delivery is funded through a mixed funding model:
• Core grant-in-aid from the FCO (allocated through
the UK government Spending Review).
• Government grant for key activities (for example
GREAT Britain campaign) and additional ODA
funding for cultural relations.
• Funding for work delivered under contract to
international and national bodies for example for the
European Commission, Department for International
Development (DFID), overseas governments and
other funders.
British Council use of resources in 2020
The British Council financial plan to 2020 is based
on the Spending Review:
• Core grant-in-aid protected in real terms (increased
by inflation) but non-ODA grant diminishing to zero
by 2019–20.
• Partnership income, including income-in-kind.
• Fees from customers paying for services direct (the
largest part of this is teaching and exam services).
• Delivering increased impact through access to
additional earmarked ODA funding (£711 million
over the plan period).
Government grant is increasingly directed towards
ODA, and non-ODA grant-in-aid will reduce to zero
in this plan period.
• Increasing earned income and surpluses, accessing
reserves/assets and realising efficiencies to mitigate
the loss of non-ODA grant and create an affordable,
sustainable, and focused operation.
Surpluses from paid-for services are used to support
the network and recycled back into delivery, to fund
work in places that are not eligible for ODA and to
maintain the global network of presence and delivery
in key locations (as shown opposite).
• The ability to fund some capital expenditure through
external financing.
These aspects are interdependent: increased ODA
funding will deliver impact in ODA countries by
providing development and supporting the UK’s
commitment on overseas aid. It will also allow the
British Council to support UK policy objectives around
prosperity, security and influence. It is also important
to maintain a global network of presence and delivery
in key locations that partners and stakeholders value
so highly. This approach will enable us to support
delivery in priority non-ODA countries such as Russia
and the Gulf States.
Spending Review 2016–20
In November 2015, the UK government set out its
strategy and funding commitments for international
policy and soft power in the Strategic Defence
and Security Review (SDSR) and Spending Review.
The Spending Review stated: funding for the British
Council will be protected in real terms, and in addition,
it will be able to bid competitively for up to £700 million
from a cross-government fund to improve links with
emerging economies, help tackle extremism globally
and support good governance.
Delivering a sustainable plan is dependent on the
initiatives above and on having the ability to raise
capital and dispose of assets. It also requires us to
implement a range of strategic efficiencies across
our operation.
The SDSR stated that the UK government will: enhance
the UK’s position as the world’s leading soft power
to promote the British values and interests globally
using a world-class Diplomatic Service, commitment
to overseas development, and institutions such as the
BBC World Service and the British Council.
24
Corporate Plan 2016–20
The diagram below illustrates our projected source and use of resources by 2020.
Fragile
states
Developing
countries
Development activity
in ODA countries (funded
by core grant-in-aid and
access to ‘cultural
relations’ fund)
Contract delivery
for international/
national bodies, e.g.
EU, DFID, World Bank
Delivery of services
to customers (exams
and teaching)
Funded by contracts
(cover costs)
Funded by customers
(generates surplus)
Emerging
economies
Arts and cultural
relations activity in
non-ODA countries,
funded by surplus
Developed
countries
Funded by
grant-in-aid and surplus
Income projections
• Cultural relations fund, which is projected income,
sourced from the £711 million ringfenced funding
for the period to 2020–21, is also set out in the
FCO’s settlement letter. The process for accessing
this funding is to be agreed, and this money is not
yet allocated to the British Council.
Incoming resources comprise:
• Grant-in-aid, also known as the ‘core grant’ from
the FCO. During the plan period, non-ODA grant-inaid diminishes to zero which means that all core
grant-in-aid will be used for ODA activities, in
support of development objectives, by 2019–20.
This funding has been agreed as part of the Spending
Review (and set out in the FCO’s settlement letter
from HM Treasury). Total grant-in-aid will increase
by one per cent per annum, in line with inflation.
• Earned income, predominantly from teaching,
exams and contracts which is projected to increase
by around eight per cent per year during the
plan period.
25
Corporate Plan 2016–20
£ in millions
2014–15 2015–16 i 2016–17 2017–18 2018–19 2019–20
2020–21ii
Growth
rate
2014–15
to
2015–16
Annual
growth
rate
2015–16
to
2019–20
10%
FCO grant-in-aid
ODA
100
113
119
136
151
167
171
13%
FCO grant-in-aid
non-ODA
55
47
39
25
13
-
-
-15%
Cultural relations
fund iii
-
-
-
63
234
400
14
Sub-total
government
funds
155
160
158
224
398
567
185
3%
37%
Teaching
187
187
207
242
260
280
301
0%
11%
Examinations
313
346
390
417
456
500
548
11%
10%
Income from
other activities
154
143
163
167
179
188
201
-7%
7%
Income for
contract
disbursements
164
149
150
155
159
164
169
-9%
2%
Sub-total
earned income
818
825
910
981
1,054
1,132
1,219
1%
8%
Total income
973
985
1,068
1,205
1,452
1,699
1,404
1%
15%
Non-ODA grant
as a percentage
of FCO grant iv
35%
29%
25%
16%
8%
0%
0%
i
2015–16 figures are taken from the Q3 forecast.
ii2020–21 are draft figures and assume inflation is applied to the FCO grant
(settlement for core grant is to 2019–20).
iiiThe cultural relations fund represents £711 million made available by the Treasury,
to enhance the UK’s soft power, which the British Council can bid into.
iv Non-ODA proportion of the FCO grant.
26
Corporate Plan 2016–20
Financial Plan
The table below shows the income and expenditure
projection for the plan period.
We are continuing to model these finances – once
completed these numbers will be updated and revised,
as part of more detailed planning for the period to
2020 and beyond.
£ in millions
2014–15 2015–16 i 2016–17 2017–18 2018–19 2019–20 2020–21 ii
Growth
rate
2014–15
to
2015–16
Annual
growth
rate
2015–16
to
2019–20
3%
1%
FCO grant-inaid (ODA and
non-ODA)
155
160
158
161
164
167
171
Cultural
relations fund
-
-
-
63
234
400
14
Earned income
818
825
910
981
1,054
1,132
1,219
1%
8%
Total income
973
985
1,068
1,205
1,452
1,699
1,404
1%
15%
Contract
disbursements
(164)
(149)
(150)
(155)
(159)
(164)
(169)
-9%
2%
Direct costs
(633)
(653)
(743)
(852)
(1,088)
(1,326)
(1,009)
3%
19%
Indirect costs
and taxation iii
(179)
(200)
(211)
(215)
(220)
(224)
(228)
12%
3%
Total costs
(976)
(1,002)
(1,104)
(1,222)
(1,467)
(1,714)
(1,406)
3%
14%
Net surplus
(3)
(17)
(36)
(17)
(15)
(15)
(2)
i2015–16 figures are taken from the Q3 forecast.
ii2020–21 are draft figures and assume inflation is applied to the FCO grant.
iii Indirect costs and taxation includes revenue investment.
• Indirect costs such as corporate overheads, support
services (finance, human resources), taxation and
revenue investment which service the whole
organisation. These are projected to increase by
three per cent per annum, reaching £224 million
by 2019–20. The rate of growth, well below that for
income, reflects the forward emphasis on efficiency
and effectiveness over the plan period.
Costs comprise:
• Contract disbursements – relates to ‘income from
contract disbursements’ and are projected to
increase by two per cent per annum.
• Direct costs of delivery, for example teachers,
teaching centres, delivery staff which are projected
to increase by 19 per cent per annum, reaching
£1,326 million by 2019–20.
27
Corporate Plan 2016–20
Reserves projection
The table below shows the net assets projection
for the plan period and relates to ‘free reserves’.
Free reserves are essentially those reserves over
which trustees/management exercise a degree
of discretion – these exclude the capital, heritage
assets and revaluation reserves.
2014–15
2015–16
2016–17
2017–18
2018–19
2019–20
2020–21
Funds brought forward
at start of year
73
68
52
26
13
(2)
(8)
Funds carried forward
at end of year
68
52
26
13
(2)
(8)
(5)
Our free reserves position is planned to decrease
during the plan period. This is as a result of focused
investment (in operations and programmes) to grow
our surpluses to a sufficient level to replace the
non-ODA grant-in-aid income, which will reduce to
zero by 2019–20. We are currently projecting to
build reserves back to current levels by 2022–23.
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Corporate Plan 2016–20
Targets and performance
management
Effective performance management and indicators are crucial to understand
and communicate progress towards our goals. These will help us inform delivery
and evaluate the contribution our work makes for the people we work with.
High level targets for delivery
At a high level, we have set out the following targets for
reach and impact and these will be developed further,
as part of the detailed delivery plans for the period to
2020, particularly in work delivered through additional
ODA funding.
Impact in 2015
Financial
Impact in 2020
£1 billion of delivery.
Over £1.5 billion of delivery including
over £400 million of ODA delivery.
Working directly with 50 million people:
improving opportunities for young people and
building capacity of future leaders to deliver
positive change and partnership with the UK.
Working directly with 100 million
people and a wider cascade of
over half a billion people. Supporting
the UK’s security, prosperity and
long-term influence in the world.
Scale
People who have participated in our cultural relations activities trust the UK
on average 24 percentage point more. This is directly associated with an increased
interest in doing business with the UK, visiting and studying in the UK. One in four
countries in the world has a leader who was educated in the UK.
Gross value added for UK economy
of £1.8 billion.
Value to UK
£1.3 billion direct higher education exports
and indirect contribution to higher education
exports of £5.5 billion.
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Gross value added for UK
economy of over £2.7 billion.
£2.5 billion direct higher education
exports and indirect contribution
to higher education exports of
£8.5 billion.
Corporate Plan 2016–20
Activity and impact measurement
• Wider impact: our work is measured through
research and impact studies, for example the
economic impact of our work on the UK or the
link between cultural relations, trust and trade
with the UK.
Our approach to measurement of delivery is set
out opposite and is implemented across projects
and geographies. We focus on:
• Activity indicators: we measure the people
we work with by project, geography and channel.
These indicators allow us to compare our input
and activities, between location, delivery type and
engagement channel – for example the experiences
of teaching centre students in Singapore may be
different from audiences to an exhibition in China
or young people learning life skills through a
sports project.
The true impact we achieve is over the long term,
for example as the young people we work with take
their place in societies and influence their communities
and future generations.
• Direct impact: on individuals and communities,
measured by project evaluation and global surveys
that measure satisfaction, learning and impacts
on trust, links with the UK, professional and
organisational development. This tells us the
impact of our work against project aims and
against our corporate objectives around trust,
opportunity, learning and connections.
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Corporate Plan 2016–20
Activities
Which lead to
Direct outcomes
We deliver projects
with over 50 million
people direct in over
100 countries
Trust
Understanding,
relationships,
co-operation
These projects
span arts, English,
examinations,
education and
society sectors
We work with young
people, learners,
communities, artists,
institutions and
governments
Activity is funded
through grant-in-aid,
earned income,
contracts and
recycled surpluses
We count all the people
we work with by:
• Location (country
and region).
• Project.
• Channel: face-toface, digital
engagement or
at events, fairs
and exhibitions.
(friendly knowledge
and understanding)
Wider outcomes
Security and
stability
Change lives through
education, skills,
qualifications, culture
and stronger societies
Opportunities
(engagement, travel)
Prosperity and
development
Connections
Attract people to
engage with the
UK’s culture, arts,
education and society
(collaboration,
dialogue,
relationships)
Develop a wider
knowledge of
the UK and the
English language
Learning
(language, skills)
• We ask a quarter of a million face-to-face
participants to rate their satisfaction, learning
and recommendation.
• We use a sample survey to assess the impact
of our work on professional and organisational
development, understanding, and attitudes to
the UK.
• Evaluation studies of all donor-funded and
ODA projects measure impact against defined
outcomes.
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Influence and
attraction
Research on long-term
relationships/support
to UK priorities.
For example:
• Economic value
to UK.
• Link between
cultural relations
and trust in UK.
• Drivers/
comparisons of
UK attractiveness.
Corporate Plan 2016–20
Improving what and how we measure
• The development of ‘single item’ questions that
can be rolled out across evaluation studies.
During the plan period we will continue to develop
and improve this approach to impact measurement,
for example:
• Creation of a balanced scorecard and more
effective corporate reporting (as described below).
• Being clear at the outset of all new work about the
outcomes we aim to bring about or support and
implementing strong monitoring and evaluation
to assess progress towards these outcomes and
to understand and inform future delivery.
Balanced scorecard
We will develop and implement a ‘balanced scorecard’
approach to cover the performance of the organisation
together with performance indicators and targets.
This will be used to manage and report on performance
and will cover aspects of delivery to customers,
financial performance, internal business and growth/
innovation. An illustration is provided below.
• A dedicated research programme to help us
understand the world/market context, external
challenges, as well as the link between cultural
relations and the wider UK.
• Improvements to the Annual Impact Survey based
on pilots undertaken in 2015 to improve sampling
and introduce questions linked to our aims around
trust and opportunity.
Performance metrics and indicators
Strategic aims
Customer and product
Operation and innovation
• Activity measures (where, what and how
we are working with people)
• New markets, new ways of working
• Impact and changes due to our work,
e.g. attitudes, behaviour, opportunities
• Transformation
• Partnerships (revenue generation)
• Research
• Metrics (impact by delivery area etc.)
What is our impact on priority people/places?
How are we capturing opportunities
and adapting to change?
People and organisation
Financials
• Staff metrics (grades, turnover, diversity)
• Incoming resources (grant-in-aid,
earned income, income-in-kind)
• Training and development
• Expenditure (grants, operating costs)
• Staff satisfaction
• Metrics (cost per participant, ratios)
• Capability, mobility (right people in
right places)
How are we driving/using resources?
How can our people and structures
deliver quality?
External environment
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© British Council 2016 / F242
The British Council is the United Kingdom’s international organisation for cultural relations and educational opportunities.