1. Establishing Risk Appetite 

Risk Appetite Assessment 

Arts Council Director and Council Member 

 Clear articulation of the risk appetite of the Council and Executive to advance EDI objectives 

2. Defining the Arts and Artistic Quality 

Strategic Development Director 

– Arts Council expands the definition of art forms funded, and supports a more diverse range of artists and organisations. 
– Robust research to identify multiple unknowns 

3. More Effective and Accessible Funding Model 

Corporate Services Director 

– New, accessible and inclusive application forms and guidelines introduced across all grants and awards, with particular consideration for, but not limited to: 
– new applicants,  
– applicants with disabilities,  
– applicants whose first language is not English or Irish,  
– applicants who require literacy support,  
– applicants with limited internet access 

3. More Effective and Accessible Funding Model 

Corporate Services Director 

– More diverse representation on peer panels, that reflect Ireland’s diversity, with particular reference to the 10 protected characteristics 

3. More Effective and Accessible Funding Model 

– Collaborate with stakeholders to support artists with disabilities in retaining disability supports on receipt of Arts Council funding 

3. More Effective and Accessible Funding Model 

Costs for Parents and Carers 

– Consistent approach to supporting care costs introduced across all funding programmes to create more opportunities for artists with caring responsibilities 

3. More Effective and Accessible Funding Model 

Creative Schools Director 

– Greater representation among Creative Associates across all protected characteristics to improve understanding of any potential biases and barriers within the programme 

3. More Effective and Accessible Funding Model 

Creative Schools – Additional Needs Costs* 

Creative Schools Director 

– Additional resources provided to cover access costs and additional needs costs for children, young people, teachers, and Creative Associates with disabilities, to ensure full participation of schools and alternative settings in the Creative Schools programme 

4. Better Equipped People and Culture 

Staff Recruitment/ Workforce Representation 

Human Resources Director 

– Equality data on Arts Council staff introduced to support development of effective EDI recruitment and retention practices to create a representative workforce 

4. Better Equipped People and Culture 

Human Resources Director 

– Equality data survey introduced for job applicants to support development of effective EDI recruitment and retention practices for a representative workforce 

4. Better Equipped People and Culture 

Human Resources Director 

– Continuous EDI training introduced to embed EDI practices into everyday working patterns 

4. Better Equipped People and Culture 

– Formal EDI objective-setting introduced to integrate EDI practices into work planning processes 

4. Better Equipped People and Culture 

Corporate Services Director 

– Relocation to a fully accessible Arts Council building,within the next 5 years, to allow full participation of staff, candidates and visitors with disabilities 

4. Better Equipped People and Culture 

Corporate Services Director 

– Formal Corporate Access Plan introduced to ensure comprehensive approach to access supports in the delivery of Arts Council services 

4. Better Equipped People and Culture 

– New procurement practices that align with EDI principles, developed to encourage greater engagement with a broader range of suppliers 

4. Better Equipped People and Culture 

Paid Internship Programme 

– Paid internship scheme established for artists from minoritised communities, with particular reference to the 10 protected characteristics, to commence a career in the arts and support more opportunities for the Arts Council to engage with artists 

4. Better Equipped People and Culture 

Training for Strategic Funding Organisations 

– Annual EDI training requirement introduced for strategically funded organisations to promote equality of opportunities for artists 

5. More Effective Knowledge and Communications 

Communications Director 

– Strong Arts Council engagement in non–arts based and non-Arts Council funded events to expand opportunities to engage with new artists, potential applicants, and members of the public 

5. More Effective Knowledge and Communications 

Communications Director 

– New marketing strategy, directed at local non arts spaces, introduced to provide greater opportunities for the Arts Council to engage with new artists, potential applicants, and members of the public 

6. Continuous Monitoring and Evaluation 

Monitoring and Evaluation 

Director and Senior Management 

– Formal framework for regular and continuous monitoring and evaluation introduced to facilitate agile responses and delivery