We note the alignment between the Government and Arts Council England on several key issues. In particular, we welcome the shared commitment to:

• Upholding the arm’s length principle and maintaining an independent Arts Council

• Reducing bureaucracy and simplifying funding processes

• Moving towards longer-term funding cycles, including five-year National Portfolio Organisation (NPO) settlements

• Evolving the current strategic framework to move beyond a “one-size-fits-all” approach

These are important and positive steps for the orchestral sector.

However, as the focus shifts to implementation, greater clarity is needed in a number of critical areas.

Devolution and local decision-making

While both the Government and Arts Council England emphasise the importance of place and local engagement, it remains unclear how devolved decision-making will operate in practice. The ABO welcomes ‘culture’ being added as a standalone competency for strategic authorities, recognising the opportunity this presents to strengthen cultural leadership at a local level.

For orchestras - many of which operate across regional and national boundaries - it is essential to understand how local priorities will be balanced with the needs of organisations delivering activity at scale, and how consistency and fairness in funding decisions will be maintained. Further detail is also needed on how initiatives such as “citizens’ voices for culture” projects will inform decision-making in practice.

Future strategy beyond “Let’s Create”

We welcome the shared recognition that a new strategic framework is needed. We recognise the ambition of the proposed timeline and support the intention to consult fully with the sector, while noting that this will be a challenging process to deliver effectively.

The ABO supports a future strategy that builds on the values of diversity and inclusion that underpin “Let’s Create” and which are endorsed by the Review. Greater clarity is needed on the development process, including how National Portfolio Organisations will be involved in shaping what comes next. Early and meaningful engagement will be essential to ensure that the future strategy supports both artistic excellence and access, with a proportionate and flexible approach.

Cultural tax reliefs

We are encouraged by the Government’s openness to reforming cultural tax reliefs. A clear delivery timeline and scope, particularly in relation to touring and organisational cashflow, will be important to enable effective planning.

Music education and the talent pipeline

We welcome the continued emphasis on access and participation, alongside new ideas around resourcing music education, including the potential for a joint fund to support the cultural offer in schools.

Orchestras already play a significant role in delivering high-quality music education and engagement activity in schools and communities, and stand ready to support the further enrichment of the cultural offer for young people. A more joined-up approach across government will be vital to sustaining the pipeline of talent on which the orchestral sector depends.

The ABO looks forward to working with the Government and Arts Council England to support the next phase of this process. With greater clarity in these areas, the sector will be well placed to contribute to a more stable, responsive and ambitious cultural funding system.