Corporate Plan

CORPORATE
PLAN
20152017
www.britishcouncil.org
Contents
FOREWORD
1. CONTEXT AND PRIORITIES
2. WORKING WITH AND FOR THE UK
17
3. ARTS
27
4. ENGLISH AND EXAMINATIONS
33
5. EDUCATION AND SOCIETY
39
6. GLOBAL NETWORK
48
6.1 AMERICAS
50
6.2 east asia
51
6.3 EU EUROPE
52
6.4 MIDDLE EAST AND NORTH AFRICA
53
6.5 SOUTH ASIA
54
6.6 SUB-SAHARAN AFRICA
55
6.7 WIDER EUROPE
56
7. PEOPLE AND ORGANISATIONAL

DEVELOPMENT
57
8. PERFORMANCE TARGETS
61
9. FINANCE
69
FOREWORD
This Corporate Plan for 20152017 has been a collective effort.
Along with British Council staff, we have had advice and support
from colleagues at the Foreign and Commonwealth Office, many
Heads of Mission, from other government departments, and from
partners in business, education, arts and civil society. My first
message therefore is thank you to all who have helped.
In addition to the normal function of an annual plan, this document is also part of
our response to our recent Triennial Review. It is therefore more detailed than many
equivalent plans and is so for two reasons. The first is to provide a basis for us to
measure our response to the review. The second is to ensure the major themes of
the review are clear and understood across the British Council. That clarity needs
to exist in our business units, across our global network and throughout our
corporate functions.
While there is much detail in the plan, there are also some priorities which will
define how we look upon the year.
First amongst these is the implementation of three core processes across the
organisation. These are a gated process by which we handle commercial
opportunities, an independent complaints process to complement how we
ourselves listen to and react to stakeholders, and a clear schedule of what
services we provide pro bono and which we can provide at full cost recovery.
Second is progress in establishing consistent global management and financial
information. While recognising this is a complex and difficult issue which will not
be sorted in 12 months, it is an issue which any well-run global organisation
must address to ensure internal transparency as well as external, to drive efficiency
and productivity, and to make the best decisions about resource allocations.
Thirdly, our own leadership, communications and relationship management need
to be excellent. This is as true across the network as it is in our head office. We
should understand our stakeholders and they should understand us. For our major
stakeholders and partners we should have a shared forward view which recognises
different priorities but also provides us all with insight as to what we aspire to achieve
jointly and severally.
Finally and most importantly we must be true to our mission. That means we must be
able to simply and consistently articulate it. We must act in accordance with it, and
seek to have ever more impact. Our founding belief that the world will be a better,
safer, more prosperous place if people and peoples have a friendly knowledge and
understanding of each other and that the United Kingdoms influence, economic
growth and security benefit greatly from that is as true today as it was when first
articulated in the 1930s and 1940s.
Hamdy Reda
CORPORATE PLAN 20152017
Chief Executive Ciarn Devane meeting school principals in Cairo, Egypt.
This is a short-term plan and is therefore a subset of what we need to do. Next year
we intend to give you a shorter annual plan but to give it to you as part of a threeyear plan with a five-year view. In this way we can describe our goals more clearly
while being more coherent and more forward thinking internally.
Lastly, I would like to thank the staff of the British Council to whom the task of
implementing this plan falls. It is my privilege to have been appointed as Chief
Executive of an organisation whose employees do fantastic, expert work, often
in very difficult and insecure places. Wherever you are across our network and
whether you are in Arts, in Education and Society, in English and Examinations,
or in our global processes and functions you have my thanks for all that has
been achieved in the past year, but also for all that we will achieve together in
the coming one.
Ciarn Devane
Chief Executive
British Council
1. CONTEXT
AND PRIORITIES
Strategic Context
The UKs place in the world
No country is more internationally connected than the UK, or has more reasons to
stay internationally connected for its future trade, prosperity and security. Global
connections are vital for the UK as a top table nation in world affairs, playing a
leading role in bodies such as the G8, UN Security Council, European Union and the
Commonwealth. These connections are essential to the UKs economic success and
security and contribute to the UKs diplomatic and development goals, supporting
global prosperity, international development and stability.
This Corporate Plan outlines the British Councils corporate priorities and key areas
of work over the next two years and sets out our targets for 201516. The plan has
been prepared in consultation with the UK government, governments of Northern
Ireland, Scotland and Wales, and stakeholders in the education, culture and social
sectors, to ensure a strong alignment with the UKs long-term strategic priorities
and reflect the devolved governance of the four countries of the UK.1
The British Councils purpose

The British Council creates international opportunities for the people of
the UK and other countries and builds trust between them worldwide.
Working in over 100 countries around the world, we do this by:
Developing a wider knowledge of the UK and the English language.
Improving cultural and educational understanding, relationships
and co-operation between the UK and countries around the world.
Changing lives around the world through access to UK education, skills,
qualifications, culture and society.
Attracting people who matter to our future to engage with the UKs vibrant
cultural and arts scene, education opportunities and diverse, modern,
open society.
By delivering programmes and services in the English language, arts, education and
in society, the British Council makes a long-term impact on lives and opportunities
in the UK and overseas. We focus on young people in education and in their early
careers, and we work with established leaders to support and shape education,
cultural, social and arts policy and practices. We work with policy makers, leaders
and people on issues that matter to them and their societies, including quality
education, justice and good governance. All this promotes trust and opportunity
in the UK and in the countries where we work.
The British Council makes a lasting impact on lives and opportunities in the UK and
overseas. This builds long-term understanding, trust and relationships between
the UK and the world, between people and institutions. Together this makes an
important contribution to the UKs prosperity, security and international influence.
cross Whitehall the British Council has worked with the Foreign and Commonwealth Office (FCO) to consult the Department for
A
Education (DfE), UK Trade and Investment (UKTI), the Department for Business Innovation and Skills (BIS), the Department for Culture
Media and Sport (DCMS), the Cabinet Office and the Department for International Development (DFID). We have also consulted more
broadly across the UK and with the arts, English, education and social sectors through our external advisory groups.
The British Councils status

The British Council is a charity governed by Royal Charter. It is aligned with the UKs
long-term foreign policy priorities as agreed with the FCO. This Corporate Plan and
the appointment of the Chair and Chief Executive are approved by the Foreign
Secretary. An FCO board-level representative, appointed by the Foreign Secretary,
is a member of the British Councils Board of Trustees.
The British Council delivers the UKs national interests, by being aligned with but
operationally independent from UK government. We work to represent, share and
present the UKs cultural and educational assets, by being entrepreneurial and by
being for, from and by the people and institutions of all parts of the UK.
In 2014, as part of our work on the Triennial Review (described later),

we defined seven guiding principles for our operation:
A public body
Recognise in all we do, that we are a UK public body

and recognise the responsibilities and expectations
which flow from that.
Charitable
purpose
Ensure everything we do fits directly and clearly

with our charitable objectives.
Mutual benefit
Deliver benefits for both the UK and overseas

countries in everything we do.
Distinctive
strengths
Focus our work on activities that build on and

strengthen the distinctive assets that the British
Council offers to people, institutions, governments,
customers, clients, partners and other providers.
Creating value
Seek to build value and opportunity for our UK sectors

and other UK providers, as well as in areas where we
are also a provider.
Transparent
and open
Ensure we are open and transparent in our operations,

finances and systems.
Legal and
compliant
Meet the fair trading requirements of UK

public funding.
Benefit for the UK and the countries

in which we work
The original founding articles of the British Council stressed mutual benefit: to make
the life and thought of the British people more widely known abroad; and to promote
a mutual interchange of knowledge and ideas with other peoples. This continues to
be a core principle of the British Councils work today.
Cultural appreciation, trust and opportunity are best achieved through co-operation
and exchange. Our long-term commitment and understanding of overseas countries
and networks has been built up over the last 80 years. This gives us a unique
position and recognition, connecting decision makers, teachers, students, artists
and cultural professionals around the world with the UK for the benefit of all parties.
Our experience tells us that our UK stakeholders and partners,

and our overseas clients, value the distinct strengths that the
British Council brings on behalf of the UK:
UK stakeholders and partners value us for our brand and reputation, our
ability to access high-level stakeholders overseas, our knowledge and insights
about overseas markets, our presence in challenging places, our global reach
and networks. Many also recognise our ability to deliver effectively and get
things done in all the countries where we work including the most challenging.
Overseas teachers, learners, customers, audiences, donors, clients,
partners and governments value us for our status as a world leader in the
provision of high quality English language teaching and assessment, our
integrity, our commitment to mutual benefit and our ability to represent the UK
on an apolitical, person-to-person basis. They appreciate our sector expertise
and our ability to bring together cross-sector and cross-cultural partnerships.
The diagram shows our purpose and how our work in arts, English and examinations
and education and society contributes to this and provides benefits to the UK and
overseas. This is developed and explained further in the following sections.
We operate as an entrepreneurial public service which means that we are
funded by grant and earned income and use this mixed funding to maximise
impact for the UK. This model in part responds to a declining grant-in-aid and the
UKs commitment to Official Development Assistance (ODA), but it also promotes
enterprise, innovation, customer and market responsiveness and partnership
working in pursuit of economic, social and cultural value. Through this, we set aside
20 per cent of available earned surpluses to support arts programmes and key
UK high impact priority cultural relations programmes to respond to government
priorities. The remaining 80 per cent is used to fund our investment priorities.
All our work, whether funded by grant, delivered by a contract or paid for by
customers, supports cultural relations.
Value
to the UK
Aligned to the
UK priorities:
prosperity,
security, GREAT
Britain campaign,
England, Northern
Ireland, Scotland
and Wales.
Supports UKs
soft power.
Shaping attitudes
to the UK as a
destination for
study, partnership,
business and
tourism.
UK policy and
standards
promoted.
Improved learning
outcomes, skills
and employability
for UK citizens.
CORPORATE PURPOSE
We create international opportunities for the people of the UK and
other countries and build trust between them worldwide
Developing a wider knowledge of the UK and the English language.
Improving cultural and educational understanding, relationships and co-operation between
the UK and countries around the world.
Changing lives around the world through access to UK education, skills, qualifications,
culture and society.
Attracting people who matter to our future to engage with the UKs vibrant cultural and arts
scene, education opportunities and diverse modern, open society.
sector outcomes
ENGLISH
EDUCATION AND SOCIETY
Arts
More widespread
and better quality
teaching, learning
and assessment of
English worldwide.
Enhanced UK leadership of and shared learning

from international education.
New ways of
connecting with
and understanding
each other through
the arts.
Societies whose young people, citizens and

institutions contribute to a more inclusive, open
and prosperous world.
WHAT WE DO
Stronger UK
institutions and
communities.
English language.
Schools.
Arts showcasing.
Examinations.
Higher education.
Sector, innovation
and business
growth in the UK.
English for
education systems.
Skills.
Support to young artists

and professionals.
Science and research.
Cultural skills.
Civil society.
Supporting
the UKs
commitment to
international
development.
Rule of law.
Social enterprise.
Women and girls
empowerment.
WHO WE WORK WITH

INDIVIDUALS
AND PROFESSIONALS
INSTITUTIONS, GOVERNMENT
AND BUSINESS
Students in higher and further education,

schoolchildren, preschool children; young
professionals; academics and young
researchers; artists; teachers; senior
influencers and leaders in government,
business and communities; general public.
Universities, colleges and schools; arts and

cultural organisations; governments and
ministries; private sector in English, education,
arts and development, third sector, nongovernmental organisations and social
enterprise; donors and foundations.
Value
overseas
Aligned to
overseas
country priorities.
Improved
understanding in
the UK of overseas
countries and
their culture.
Cultural,
educational, social
and economic
development.
Improved learning
outcomes, skills
and employability.
Enhanced
policy insights
and reform.
Sector growth,
innovation,
partnerships,
business and
trade with the UK.
Stronger overseas
institutions and
safer communities.
Safe spaces for
dialogue and
sharing new ideas.
Global context: the state of the world

Above all, the British Council is an international organisation, we are
on the ground in over 100 countries worldwide. The geopolitical
context of these countries, combined with the UKs long-term
interests, frame our work:
Emerging economies: include Brazil, Russia, India, China, South Africa and
other large rapidly growing countries with increasing geopolitical influence in
the world such as Indonesia, Vietnam, Mexico, Malaysia, Nigeria, Colombia and
Turkey. All are managing considerable demographic or economic transitions,
with growing middle classes, the potential for significant economic growth and
the challenge to reduce poverty and inequality.
Countries at this stage of development are typically moving towards an
increasingly external focus, providing fertile ground for building closer and
mutually beneficial engagement with the UK. At a government level there is
often a desire to look for international models that can be adopted to help
accelerate development. This can lead to long-term institutional relationships
and business opportunities. The expanding middle classes in these countries
represent a large and growing market for the UKs educational and arts services
and have disposable income to travel and study overseas.
Developing economies: include countries in Sub-Saharan Africa, Wider
Europe, South Asia and the Americas. Countries with less advanced economies
where large youth populations could yield an enormous demographic dividend
and rapid growth but could also fuel rising insecurity and conflict.
These countries are typically engaged in major institutional reform in areas
where the UK has considerable expertise and a track record of openness in
sharing lessons learned. This provides considerable scope to build deep and
lasting relationships as UK institutions and consultants are well regarded for
promoting development in a collaborative and supportive way. Many developing
countries also have large and growing young populations with a strong interest
in, and openness to, international opportunities for personal development.
Developed economies: include countries in the European Union, Gulf States,
North America and East Asia. There are faltering levels of economic growth, and
countries emerging out of global recession. In some cases there are high levels
of unemployment (especially among young people) and rapid technological
change these factors have created huge challenges as well as opportunities.
Increased competition and growing nationalism fuelled by economic insecurity
may pose further challenges.
These countries typically have more mature relationships with the UK
and therefore may have lower appetite to learn from international models.
They often face the same kind of challenges as the UK and generally have well
used networks for engagement. There is scope to engage young people, in
particular through the arts and the English language. In addition, with strong
digital infrastructure and an outward focus, individuals have the means and
interest to engage internationally.
Conflict and fragile states: across the regions of the Middle East, North and
Sub-Saharan Africa, South Asia and in the Ukraine populations are experiencing
unpredictable, volatile and sometimes violent change.
These countries often share characteristics of developing and emerging
countries but are experiencing political or economic pressures that place them
at greater risk of conflict or violence. These countries are frequently in places of
great geopolitical significance and the UK has an interest in their future stability.
Successful support for institutional development, governance reform, civil
society development, building the skills and opportunities available to young
people and building strong relationships with individuals can make important
contributions to more stable and secure futures.
Our response to the global context

The British Councils response takes the best cultural and educational
assets of the UK, and tailors them to these different country contexts
around the world. This includes:
Sharing English and UK-backed qualifications, skills training, educational
links and support to the development of state and public education systems.
Sharing the UKs creative and artistic output to support creative
economies and promote exchange between cultural institutions and artists
and to support cultural policy and infrastructure, skills, education and
entrepreneurship.
Developing artistic capacity in conflict and fragile territories,
supporting cultural recovery and regional stability through our culture and
development portfolio.
Developing higher education, research and school links and skills
for global employability including supporting the financial resilience of
the UK sectors and enabling more plural, diverse, inclusive and peaceful
expressions of cultural identity and developing cultural links.
Strengthening civil society and good governance, justice and the rule
of law, supporting sustainable and inclusive economic development and the
empowerment of women and girls.
The British Council works to support pluralism, equality, open societies and the
freest possible artistic, creative and academic expression. These are positive
influences that are key features of UK society and are supports to stability both in
the UK and in rapidly transforming and developing societies worldwide. The British
Council is committed to presenting the UK as it is. We promote engagement not
isolation and do not support educational or cultural boycotts of other countries; a
stance which has served the UK well over many decades.
10
British Council Priorities

for 2015 onwards
Our priorities for 2015 and beyond respond to the global context and the impact
we want to bring to the countries we work in and to the UK, responding in particular
to the recommendations and action plan from the Triennial Review. They have also
been developed in consultation with stakeholders across governments of the UK,
sector experts and the global network, as outlined earlier.
Triennial Review
The UK government published a Triennial Review of the British Council in July
2014, which confirmed the British Council is a vital institution supporting UK
influence globally and a key element of the UKs approach to international relations.
The British Councils ongoing presence worldwide was judged by the Triennial
Review to be an important contributor to the UKs standing as one of the worlds
most attractive countries and a world leader in its soft power capabilities.
The review said:
In a globalised, competitive world the UK needs a first class

cultural diplomacy capability to further our national interest
worldwide. This Review finds that the British Council has a
strong brand, well established networks and committed staff:
it is a valuable national asset and should be retained as the
main official UK body for cultural diplomacy.2
The review also challenged the British Council to work

on three important areas:
Alignment with government priorities and wider UK interests.
Transparency and accountability.
Perceptions of fair competition and the handling of inherent conflicts of interest.
From July 2014 the organisation has set out to decisively address the reviews
72 detailed recommendations, with new policies in place, key actions now
implemented, adopted or in the process of being embedded. During 201517
a number of these changes will become fully embedded, as set out below.
Triennial Review of the British Council, Foreign and Commonwealth Office, 22 July 2014 p. 3.
Key initiatives to address the

Triennial Review recommendations:
Alignment with government priorities and wider UK interests
Corporate
planning process
Greater alignment with the priorities of the FCO, Whitehall departments,

devolved governments of the UK and the key sectors, including consultation
on the development of our Corporate Plan.
Value to the UK
To clearly explain the value to the UK, or relevance to ODA priorities that our
work brings, and embedding this value in the design and implementation of
our major programmes and our performance measurement.
Government
engagement
model
A senior level lead for each government department and UK devolved

government, to effect strategic alignment and co-operation. Our Chief Executive
will meet regularly with ministers of key government departments and devolved
UK governments to discuss priorities.
Transparency and accountability

Advisory
committees
We are reviewing the membership, terms of reference and the appointments

process of our sector and country advisory committees, and are embedding a
new set of standards and constitutional arrangements.
Transparency
A new transparency section of the British Council website has been developed
as a single gateway for information on our governance, finances and operations.
Perceptions of fair competition and handling of inherent conflicts of interest

Review and
extend our policy
on fair trading
A new fair trading policy, together with an associated complaints procedure,

has been prepared following stakeholder consultation and will be introduced
during 2015.
Sharing
opportunities
with the UK
education and
English language
teaching (ELT)
sectors
Including a decision making framework to guide staff in sharing opportunities

with organisations in the UK education and ELT sectors in a transparent and
proactive manner.
Future operating
model
The FCO commissioned the management consultancy firm EY to evaluate

future options for the governance of British Council paid-for services to
address these concerns and deliver a stronger British Council for the future.
Our Board of Trustees have agreed changes to improve our transparency,
economics and governance.
11
12
Corporate priorities
By 2017 we will:
1. Have further grown our reach and impact, which:

Is shared with UK partners for the benefit of the UK and the countries
where we work.
Makes a real and lasting difference to the countries and societies where
we work worldwide.
Provides major and meaningful contribution to the educational, society,
artistic and cultural sectors of the UK.
Brings the power of cultural relations to a digital world: to promote greater
connection, engagement, opportunity, understanding and trust with more
people than ever before.
Through creating trust and opportunity, supports UK objectives around
security, prosperity and international influence, contributing to the UKs
soft power.
We will forge stronger, lasting institutional relationships in the countries that matter
most to the UK, particularly those undergoing significant change. This means being
recognised as a partner of choice in the UK and the countries where we work and
delivering a consistent quality and level of impact across our network.
Our digital impact will continue to grow as we prioritise and strengthen social
media and online learning platforms to share knowledge and ideas with more than
30 million people. The number of people we reach through face-to-face working and
exhibitions will remain stable at 24 million.
We will continue to strengthen the quality, relevance and balance of our work in
arts, English, examinations, education and society to meet the priorities and needs
of the countries where we work overseas whilst successfully meeting UK priorities
including soft power, prosperity, security, the GREAT Britain campaign, and the
International Education Strategy.
2. Embody, represent and work with the best of the UK globally, by:
Strengthening our partnerships with the governments, cultural institutions,
education providers, social enterprises and social organisations, corporates,
trusts and foundations of the UK for a greater impact than we could
achieve alone.
A more joined up approach with UK government departments and key UK
stakeholders to ensure we plan and deliver together and understand and
share the benefits our work brings.
Helping the UK rise to the global demand and need for UK-backed English
teaching, arts, culture, qualifications, learning opportunities, knowledge
and ideas.
This means we will help UK individuals and institutions to contribute to change

overseas in the areas of national priority and improve global understanding of and
attitudes towards the UK. We will increase our partnerships with UK organisations
with more clarity on how our work and how our programmes benefit the UK.
This means making sure we have the right offer for UK English, education, social
enterprise, governance and arts sectors. We will have an enhanced relationship with
UK government (in the UK and overseas) through closer working, joint planning and
improved communication.
3. Be efficient, effective and transparent, through:

Continuing our focus on efficiency and productivity, focusing on our
economics and cost base and implementing new models of operating
across the British Councils international network.
Continuing to invest in technology and our business processes to release
the full potential of all our staff and develop our capability for the future.
Being open and transparent and demonstrating our value to the whole of
the UK with clear reporting structures and governance.
This means successfully delivering the recommendations of the 2014 Triennial
Review, with a more transparent and open culture, an independent complaints
process and a transparent economic model with clarity on how we use earned
surpluses. Our staff will be more globally mobile, flexibly deployed to respond to
opportunity for the UK and to meet our needs as an entrepreneurial public service.
We will be delivering continued financial and operational efficiencies through
improved procurement, business systems and closer working with government
partners. We will work towards a sustainable global network of offices, while
ensuring we can resource major initiatives in the places where we have a limited,
or no, physical presence.
These priorities build on our existing strengths and strategy; 2015 marks the final
year of our current strategic planning cycle, approved by the Foreign Secretary in
2011. In the last five years, through a combination of investment, transformation
of our physical and digital footprint and efficiency savings, the British Council has
become a larger but leaner organisation, by focusing on supporting the UKs core
strengths in English, arts, education and society.
We have reduced our cost base, whilst increasing our reach and impact to create
more opportunities for the UK and the millions of people we work with each year
worldwide.3 We have attracted new UK partners and paying customers to enable
us to maintain a broad cultural offer for the UK but with less call on the UK taxpayer
and UK government grant-in-aid.
In 201516 nearly 70 per cent of our core-grant funding will be targeted towards
emerging, developing and fragile states as we contribute even more to the UKs
international development commitments and deliver more ODA programmes than
ever before.
At the end of 2010, our platform costs (premises, infrastructure and support staff) were 19 per cent of
our total costs, by 2016 they will be 15 per cent of total costs.
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14
Delivering our priorities for 2015 onwards

In order to achieve these priorities, our delivery focus will be on the
following key areas of work and improvement. The first three of these
are of key importance and shape the way we work:
A balanced British Council portfolio of programmes: continuing to work
with partners and investing in the core content of our programmes to ensure a
vibrant offer tailored to the needs of the UK and the countries where we work.
We will continue to develop our programmes to make the most of the combined
strengths of the UKs expertise across arts, English, education and society.
We will also continue to invest in our paid-for services, particularly in English
and examinations, and recycle earned surpluses to enable us to deliver a high
quality, global arts programme, and support major festivals and seasons for the
UK. We will also provide stronger and more visible education engagement with
the UK sectors, as well as providing more resources to respond quickly to key
UK government and wider UK priorities.
More efficient operating models: we continue to develop new operating
models for countries, business units, regions and back office services to further
increase efficiencies and value for money these include more standardisation,
the reduction and consolidation of transactional activities in our successful
shared services centre in India, our contribution to the One HMG overseas
agenda and further efficiencies through economies of scale. As agreed with the
Foreign Secretary we are also moving to a digital first offer in some European
countries and closing our on-the-ground presence.
Skills and talent: we will strengthen our professional skills and retain and
attract talent to support our drive to be a model of a UK entrepreneurial public
service. We will promote greater career and international mobility and talent
management, in a highly-connected, interdependent global organisation.
We will continue to explore the possibility for new remuneration structures
with UK government, including the aim to rebalance pay towards salary and
away from pension, to increase the attractiveness of a British Council career to
more people in key areas where we are finding it hard to recruit. Further detail is
provided in Chapter 7.
Digital: we will build on a successful British Council global digital transformation,
develop more personalised digital services around the world and rise to meet
the exponential global demand for English and digital learning. This includes
supporting key English learning communities in the Middle East on Facebook,
building on the British Councils very successful first massive open online course
(MOOC) Exploring English: Language and Culture on the UKs groundbreaking
FutureLearn platform, and building on the highly successful British Council
LearnEnglish suite which serves young learners, teens and adults. We will also
support professional learning communities and teachers via British Council
TeachingEnglish and SchoolsOnline. In arts, we will expand audience
engagement especially on mobile and tablet devices for young audiences,
building new platforms with UK cultural partners.
Response to the 2014 Triennial Review: we will publish our comprehensive

response to all 72 recommendations in the 2014 Triennial Review and we will
continue to develop, adopt and embed new policies. During 2015 we will
implement the following organisational changes and improvements:
A shared narrative with our UK stakeholders: this work includes
extensive consultation on the development of our Corporate Plan and
more time spent engaging and aligning with the FCO, Whitehall departments,
governments of the UK and UK sectors.
Embedding new policies: including a fair competition and complaints
policy, contract and opportunity notification, universal application of the
contracts approval/decision making process, (our stage-gate approach to
reviewing contract opportunities where we assess these against criteria
including strategic fit, benefit to the UK, scope to partner with, or pass the
opportunity to other UK providers) and sharing with UK education and
English providers.
Engaging British Council people worldwide: by sharing and
communicating the Corporate Plan 20152017, plus engagement on new
policies and key reforms, focusing on what they mean for our people.
Developing the transparency of our financial reporting, systems
and processes: this includes cost allocations and a revised economic
model, intelligent controls within a global assurance framework, a review
of planning, reporting and group legal entity changes. All this will be enabled
by systems enhancements.
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16
Looking out to 2020

This Corporate Plan provides the foundations for the British Councils
longer-term ambition to 2020 in the context of an upcoming UK
general election and Comprehensive Spending Review. Our aims
for 2020 are:
To continue to make a major contribution to the standing, soft power, and
strength of the educational and cultural sectors and trust in the people of
the UK, supporting UK priorities relating to security and prosperity and the
UKs influence in the world.
To make a real and lasting difference to the countries and societies where
we work worldwide with partners and above all through connecting people.
To deliver even more for the UK, strongly aligned to UK government and
stakeholder priorities, supporting UK sectors to grow their impact and markets
worldwide and sharing the opportunities for the benefit of the UK as well as the
countries where we work.
To be a more flexible organisation, anticipating geopolitical shocks, changing
market conditions and UK government and stakeholder priorities, to share
our on the ground intelligence for our major UK sectors and UK government
partners, and moving staff and resources to meet the UKs ever-changing
global needs.
To remain a trusted, transparent and accountable delivery partner for
government, funders, partners and the sectors in which we work.
To have a well-understood and sustainable mixed-economy model which
combines earning with UK government grant-in-aid: including education and
society contracts work which covers their full costs, English and examinations
work which meets the demands of paying customers and generates selfsustaining funding as well as modest surpluses for reinvestment in the arts.
2. WORKING WITH
AND FOR THE UK
Aligning with UK priorities
Globalisation affects every part of the UK, touching the lives of citizens, changing
communities and shaping our economic futures. At the same time, there is an
increased focus on the diversity of the UK, a drive to embrace the cultural strengths
across the UK and to involve people from across England, Northern Ireland, Scotland
and Wales, their regions and major cities. In order to make the greatest impact, we
will tailor our programmes to contribute to the policy objectives of the UK as a whole
and to meet the priorities of the four nations of the UK.
Some of the key priorities of our UK government stakeholders that

help frame our programmes are summarised in the table below:
UK Government Priorities
The use of soft power and of culture and education to shape long-term attitudes towards the UK globally.
GREAT Britain campaign, economic benefit, 2020 export drive (1 trillion exports) and direct return to the UK.
Cabinet Office objective to make the UK the social enterprise capital of the world.
Rule of law, good governance, stability and security especially Middle East, North Africa, South Asia and Ukraine.
Official Development Assistance (ODA) is 0.7 per cent of gross national income.
UK governments International Education Strategy, Newton Fund and UK Science and Innovation Strategy.
The Department for Culture, Media and Sports objective to make the UK the creative and cultural capital of the world.
Austerity, efficiencies and value for money.
One HMG: joined-up Whitehall approaches to save costs and maximise impact.
ENGLAND
NORTHERN IRELAND
Scotland
WALES
Invest in skills and higher

education to promote trade,
innovation and productivity,
and broaden economic
growth across Englands
city regions.
International relations
strategy focused on
investment, trade, tourism,
students and knowledge
exchange.4
Focus on Scottish
governments
2015 programme on
economic prosperity, social
inequality, and community
empowerment.5
Higher education strategy

for Wales aims to create
a higher education
community which
transforms lives and
livelihoods.6
International framework
and country plans to be
refreshed in line with
economic prosperity
agenda.
Recognise and support

the importance of the
bilingual context.
Learn from good practice

around the world to help
create a self-improving
school-led system for
England with a strong
workforce and leadership.
Strengthen university,
education, research
and technological
development.
Promote sport and cultural
opportunity.
Introduce language learning

to the curriculum in all
primary schools.
Share experience of peace

building and conflict
resolution.
Make the most of

Englands cultural, artistic
and heritage assets.
International outlook
as a core competence
for Northern Irelands
citizens and organisations.
Promote social action

and social investment.
Stronger alignment
between agencies
in support of national
purpose and to
maximise the impact
and effectiveness
of international
engagements.
International promotion
of Scotlands distinctive
assets.
Use distinctive Welsh

cultural identity and assets
to support economic and
social outcomes.
Raise the profile of
Wales within the UK
and globally.
International promotion
of Welsh assets that
can embody the best
of the UK.
ducation and culture are devolved matters, so references to UK education and cultural priorities relate to the priorities of the
E
governments of the UK.
www.ofmdfmni.gov.uk/international-relations-strategy-2014.pdf
Programme for Scotland 201416 www.scotland.gov.uk/Resource/0046/00464455.pdf
http://wales.gov.uk/docs/dcells/publications/091214hestrategyen.pdf
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18
Benefits to the UK
Who benefits in the UK?
All of the British Councils work seeks to build trust between people
in the UK and around the world. Our work helps the UK:
By giving UK individuals the chance to connect, visit and engage with people
overseas to broaden their opportunities, engage with art, culture and learn.
Through the programmes we deliver in the UK, for example giving people
in the UK learning, skills and the chance to enjoy art, festivals and culture.
When we make introductions, connections and business opportunities for
UK organisations, social enterprises and businesses, helping them
to learn from overseas engagement.
For wider UK society through the cultural, social and economic benefits
from people visiting the UK for study, business or culture.
All of the above leads to an improved international outlook and greater trust
both from the UK to the rest of the world and from overseas countries to the UK, as
people from the UK connect with, and inspire trust in, the people they engage with
overseas. Research has demonstrated 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
Key benefits that our work brings to the UK

1. Soft power: cultural relations build trust between people in the UK and
overseas countries in ways which help both achieve prosperity and security.
2. Showcasing the UKs creativity: we show the world the UKs best arts,
education and English teaching in ways which shape attitudes to all parts
of the UK as a destination for business, tourism and study. For example, our
portfolio of festivals, international seasons and touring exhibitions profile and
promote the UKs artistic talent to a global audience. In this way we help to
deliver the objectives of the UK and devolved governments, including the UK
governments GREAT Britain campaign, raising the profile of and promoting
Britains cultural and educational strengths in key markets such as China, India
and the USA.
3. Anniversary celebrations: we celebrate UK achievement and culture
through global commemorations and anniversaries. For example 2015:
The Year of Mexico in the UK and the UK in Mexico and Shakespeare Lives,
a major global celebration of how William Shakespeares life and work lives
on after 400 years.
British Council, Trust Pays (2012) www.britishcouncil.org/organisation/publications/trust-pays
4. New business: we help to grow cultural and education exports through

market intelligence and the new business opportunities we share with our UK
partners for the English, education and social enterprise sectors. We support
the UK governments International Education Strategy to promote the whole
education sector, as well as the accreditation of UK English language schools.
5. Innovation: we support international opportunities for the UK to innovate.
This includes supporting the UKs Science and Innovation Network and Plan
for Growth by building international links for young researchers, and the
Newton Fund which draws on the UKs excellence to build strong research
and innovation projects with partner countries.
6. Policy dialogue and alignment: we promote UK policy and professional
standards as international benchmarks, and help UK policy makers learn from
international best practice.
7. Education, skills and employability: we support the improvement of
learning outcomes in UK schools and help many thousands of young UK
citizens develop their ideas, languages and skills. We promote foreign
languages and provide international study opportunities for UK young people.
8. Stronger institutions: we help UK institutions benefit from international
links, bringing to the UK people from all over the world whose ideas enrich
the social and cultural fabric of our nations.
9. Stronger communities: we help to build stronger communities in the UK
through supporting language teaching including English as an additional
language, support for social enterprise and cultural development.
10. Support to stability and good governance in strategically important
countries and helping the UK to meet its ODA priorities: we contribute
to the UK governments commitment to international development support for
stability, economic development, reduced inequalities and good governance
in developing, fragile and conflict-affected countries around the world,
including those vital to the UKs strategic interests. Our work will continue
to align with the emerging Sustainable Development Goals, in particular
around quality education, gender equality, rule of law and good governance,
strengthening civil society and sustainable development, including through
social enterprise.8 Going forward, we will need to manage the challenge of
changing ODA eligibility, with less untied grant to spend in non-ODA places,
for example Chile and Uruguay may lose ODA status during this plan period.9
https://sustainabledevelopment.un.org/sdgsproposal
Eligibility for ODA is dependent on gross national income per capita. Chile and Uruguay exceeded the
high income country threshold in 2012 and 2013 and will graduate from the list in 2017 if they remain
high income countries until 2016.
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20
Our work in and for the UK

We outline below key areas of work which are of particular importance in the UK,
because the work is delivered in the UK as well as overseas (e.g. Study Work Create),
because UK partners play a key role in the delivery overseas (e.g. arts showcasing),
and because the work overseas is designed to bring benefits to the UK (e.g. GREAT
Britain campaign).
GREAT Britain campaign

The British Councils programmes enhance the UKs overall reputation and therefore
contribute to GREAT Britain campaign objectives for tourism, business and study
with the UK. The British Council also supports these objectives more directly through
its active engagement with the GREAT Britain campaign. The campaign focuses on
specific UK strengths such as entrepreneurship, knowledge, education and skills,
creativity, culture, innovation, sport, countryside and heritage.
The British Council leads on international student recruitment. Our campaign
supports the UK governments International Education Strategy and promotes the
UK as a destination for study in a number of key target markets. We work closely with
the FCO in each country and also with the UK sector. We reach out to prospective
international students through a range of face-to-face and digital channels, such
as Education UK and through engagement with international media.
We are growing our focus on cultural engagement as a way of changing perceptions
of, and promoting, the UK. In 2015 we will work with a Thomas Heatherwick
exhibition touring East Asia and India, a Year of Cultural Exchange between the
UK and Chinese governments and the UKMexico Year of Culture to help promote
the wider objectives of the GREAT Britain Campaign. The British Council is leading
across all the GREAT partners and the UK culture sector on Shakespeare Lives, the
strongest cultural soft power opportunity for the UK since London 2012.
We will continue to play an important role in the development of the Culture Diary,
which gives information on a range of cultural events involving British cultural
organisations, both in the UK and around the world. The Diary will be used by UK
cultural institutions to identify opportunities for integrated activity with the GREAT
Britain campaign around specific high profile cultural events for the benefit of UK.
More broadly we will continue to work in partnership and promote British brands
overseas from our work in sports with the English Premier League and Premiership
Rugby to our partners across the UK in the arts such as the Victoria and Albert
Museum and the Edinburgh and Hay Festivals.
Stability and international development overseas

We support UK policies and commitments to international development and building
stability overseas, helping to change lives in line with the post-2015 Sustainable
Development Goals and contributing to broader regional and international security
which benefits the UK. We focus on education systems, the rule of law, cultural skills,
access to justice, improving governance, promoting active citizenship and advancing
the empowerment of girls and women. Through arts culture and development work
we give a voice to marginalised and displaced communities strengthening civil
society and supporting the growth of creative economies.
Seventy per cent of our core grant is targeted to ODA. We also work as partners
and contractors with DFID, the European Union and a number of trusts and
foundations to achieve these goals.
Education, research and schools

In higher education and English language we will work with UKTI, BIS, DfE,
devolved governments and other UK sector stakeholders to ensure our products
and services which promote UK education are provided on a fair and competitive
basis, are clearly aligned with government support and priorities and are delivered
with consistency across our global network. This is in direct response to the 2014
Triennial Review.
Through this work, we will continue to strengthen our services to the

UK sector with a focus on building partnerships and supporting the UK
governments 1 trillion export target:
Our support to English language training providers in the UK will include
market intelligence, sharing innovation, learning and research, and providing
access to new contracts. Working with English UK, we will continue to manage
Accreditation UK, quality assuring over 550 English language teaching
institutions in the UK to enhance the reputation of the UK as the most popular
global destination for quality English learning.
We will develop and relaunch Education UK in a new model with a key
stakeholder advisory group, supporting the GREAT Britain campaign to attract
more students to the UK.
We will connect UK and international partners through policy forums such as
the Going Global conference and Education World Forum.
We will work with over 70 UK examinations providers, from universities to
professional bodies, helping them to secure fees of 80 million as well as
creating life-changing opportunities and enhancing trust in the UK worldwide.
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22
Science and research will continue to be a priority. Our management of the

Newton Fund will build research and innovation relationships between the UK
and emerging powers. This will include delivering programmes to support PhD
mobility, research and innovation collaboration, science, technology, engineering
and mathematics (STEM) education projects, skills and professional development.
Our support to schools across the UK, delivered through Erasmus+, Connecting
Classrooms and the International Schools Award, enriches educational quality,
standards and outcomes. This includes contributing to skills development, core
knowledge and cultural capital, language learning, social and cultural development
and to career-long professional learning. We will continue to help our schools
sectors learn from the best in the world, sharing policy insights and increasing
international professional development opportunities for school leaders and
teachers.
We will champion the importance of learning foreign languages as a means to
further the opportunities of individuals and the UKs prosperity and global standing.
British Council Language Assistants placed in schools across the UK will
enable an estimated 400,000 pupils each year to gain confidence and fluency in a
second language and develop their intercultural skills. During 2015 we will review
how we can provide research focus and facilitate debate in light of increasing
demand for foreign languages at primary school level and promote the benefits
of multilingualism. We will continue to work with partners in the UK to support
children and adult learners for whom English is not the first language.
Study Work Create

Our Study Work Create programme provides access to international opportunities
for UK students and young professionals. The cultural value of broadening horizons
and opening international opportunities is acclaimed by the wider cultural and
education sectors. Businesses value our programmes to strengthen future
employees ability to work with individuals and organisations from different cultural
backgrounds.
Over the next two years we will increase the number of international
opportunities for young people in the UK for international education,
skills and professional development. Opportunities we will provide
include:
Erasmus+: the EU programme to promote and support education, training,
youth and sport in Europe.10 It provides higher education opportunities for
young people from all backgrounds to study in Europe. Through the youth
chapter of Erasmus+, we will focus on young people and those active in
youth work and youth organisations, developing their skills and knowledge
and strengthening European opportunities in non-formal learning.
Generation UK: our campaign to boost the number of UK students
participating in study and internship programmes beyond Europe. We will
offer study placements in China and India, countries where stronger ties are
particularly important for our mutual understanding and prosperity.
10
The British Council is the UK national agency for Erasmus+ in partnership with Ecorys UK.
Language Assistants: providing opportunities for UK graduates to be English

Language Assistants in schools and universities around the world. The scheme
gives practical help to the host schools and, for the Language Assistants,
strengthens language attainment and boosts personal resilience good for the
UK and for the individuals.
Artists International Development Fund: Support for emerging UK
artists and arts professionals to develop work and collaborate internationally
through the funds we manage with the Arts Councils in England, Wales and
Northern Ireland.
Research: We will enable more than 2,000 UK early career researchers each
year to establish links and build their capacity and careers in international
science and research collaboration, through various programmes developed
with partners (such as research councils and national academies) and funders
including BIS and the European Commission. These include initiatives such as
Researcher Links, the Newton Fund, the Euraxess UK information portal, and the
bilateral BritainIsrael Research Exchange Initiative in Regenerative Medicine.
In 201516 we will agree an overarching strategy for our work in internationalising
UK young people. This will build on the Study Work Create campaign showcasing
the full global range of opportunities we offer, and our collaboration with the
International Unit at Universities UK to support the UK Strategy for Outward Mobility
and related strategies in the devolved administrations.
Arts and culture

We will create a wide range of platforms to support access to global
markets for the best of the arts from across the UK to maintain and
further enhance the UKs reputation as an open, creative society with
a world leading cultural and creative sector. This will include:
A focused range of showcases and cultural exchanges across the UK in
partnership with the UK Arts Councils, Creative Scotland and others, including
at the Edinburgh Festivals, London Book Fair, Hay Festival and British Dance
Edition 2015 in Cardiff.
Bilateral cultural seasons between the UK and other countries, providing
opportunities for UK artists and the creative industries in emerging economies,
with a new focus in particular on Mexico, Nigeria, Indonesia and South Korea,
complementing our ongoing work with China, India and Brazil.
Cross-cutting cultural relations programmes around UK anniversaries and
events: marking 150 years of WalesPatagonia links and the Magna Cartas
800th anniversary in 2015; First World War and centenary commemorations
including the Somme and the Easter Rising in 2016; also in 2016, Shakespeare
Lives, and working on international links with Hull UK City of Culture 2017.
The rollout of a global cultural skills offer to share world class UK expertise
in delivering professional training across areas such as festivals, audience
development, heritage management and live and digital production.
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24
Providing information and advice on EU opportunities by developing our

Creative Europe Desk UK partnership with the British Film Institute and all four
UK countries to enable more UK arts organisations to benefit from Creative
Europe funding awards.
Planning with Scottish and UK-wide partners towards the next biennial
Edinburgh International Culture Summit for Ministers of Culture in 2016.
Social enterprise
In the social enterprise and civil society sectors, we will help more UK organisations
to work internationally. Hosting international visits, sharing market research and
intelligence, engaging in dialogue overseas and bringing back new business links
and learning increases UK organisations capacity to build stronger communities
across the UK by creating new content and good practice. With our global network
focused on creating market opportunities in emerging countries, we will reach UK
audiences through key partners including Social Enterprise UK and UK universities
with strong civic missions, and look for opportunities to grow this work in partnership
with the Cabinet Office and the wider sector.
Working with cities

Our recent partnerships around Derry-Londonderry City of Culture 2013 and
Glasgow 2014 Commonwealth Games demonstrate the unique value we can add
by bringing our global network and expertise to city-scale initiatives. In the next
two years we will create new relationships with major city authorities in England and
Wales to run cross-cutting internationalisation campaigns. We will also jointly invest
with the UK core cities group, which represents ten of the largest UK cities, in
research on areas of common interest around how internationalisation can support
economic and social development. We will develop a partnership with Hull UK City of
Culture 2017, working together to develop innovative international exchanges and
programmes designed to have lasting cultural, social and economic impact.
New partnerships
We will strengthen our value to the UK through
new partnerships
By building strong relationships and trust with existing partners, we will increase the
number of meaningful strategic partnerships that bring innovation, influence, impact
and income benefits to our delivery and to the UK.
We are extending our business development approach to global partners, including
trusts, foundations and corporates. We will use research to identify and understand
prospective sectors and partners (for example, telecoms, online learning sectors)
and develop a tight strategic range of collaborations. We will continue to grow
capability in our global network to ensure we have the skills we need for managing
and stewarding relationships.
We recognise how important it is for the British Council to work with trusts and
foundations that have strong reputations in the areas in which we work. With a
growing understanding of trusts and foundations we will develop our profile and
establish ourselves as a partner of choice.
Having developed our technical understanding of how sponsorship works and
an associated strategy for arts sponsorship, we will build on and develop new
relationships with major corporates interested in becoming partners in high profile
seasons, festivals and bilateral programmes that feature UK assets in priority
overseas markets.
There is a growing recognition across the organisation of the non-financial benefits
of working with partners. We will extend our corporate scorecard system to capture
the full value of our partnership activity and further embed this understanding in
the organisation. By 2016, partnering will be one of our principal business models.
This will enable us to grow impact fast without growing ourselves at the same pace,
and most importantly will demonstrate effective collaborative working, particularly
with UK organisations.
Staying connected to UK governments and

our stakeholders
To make sure we stay relevant and connected, we will develop and maintain more
systematic engagement with the UK sectors and government stakeholders.
We will embed an updated UK government relations framework, investing in a
closer relationship with our sponsor department the FCO and other relevant
departments in Whitehall, and the devolved UK governments.
Reflecting the changing governance of the UK, guidance and briefing will
be rolled out to our global network on the diversity of the UK: its varied
demographics, priorities, policies and our approaches to working with
governments in the four UK countries.
We will work with key stakeholders in all parts of the UK to improve our global
understanding of the distinctive strengths and assets the UK has to offer in
education and culture, to help us make the most of the diversity of the UK as
an asset in itself.
We will develop our long-term UK partnerships including with the UK Arts
Councils and Creative Scotland; with Universities UK, Scotland and Wales;
and with OFSTED and Education Scotland.
As noted earlier, our advisory groups and UK country committee structures will
be developed to ensure more transparency and balanced representation, and
we will engage closely with national governments, authorities and sector bodies
through our UK-wide Cultural Diplomacy Group, UK Education Departments
meetings, and the Erasmus+ Sector Consultative Groups and devolved country
Advisory Groups.
25
Our Brazil Transform and Mexico 2015 programmes will

establish new connections for a wide range of UK arts
and culture organisations.
UK design is set for a further boost with a Thomas

Heatherwick (British Pavilion in Shanghai EXPO)
exhibition in East Asia in 2015, visiting Singapore,
Beijing, Shanghai, Hong Kong, Seoul and Mumbai.
The UKRussia Year of Culture in 2014 reached more

than seven million people with 150 events in 80 venues
in seven cities and generated 10,000 media mentions.
3. ARTS
New ways of connecting with
and understanding each other
through the arts
Through our work in the arts we aim to:
Increase the prosperity of participating arts professionals and institutions
through enhanced artistic quality, financial sustainability and global reputation.
Develop skills among arts professionals and institutions.
Attract arts lovers worldwide and increase audiences for UK work globally and
for international work in the UK.
Enhance the UKs international reputation as a creative, diverse and relevant
destination for students, business leaders and tourists.
What we do
We work primarily with arts professionals in the UK and across the world (both
arts practitioners and enablers), as well as policy makers, to develop mutually
beneficial connections and projects. This allows us to extend UK influence
worldwide through exhibitions, performances, screenings, social media, digital
platforms and publications.
We are trusted for our focus on artistic quality, innovation and partnership. We have
invested in new talent, building a global management team of arts professionals
based in our core regions. We have introduced a new funding model to ensure
financial sustainability and a balanced arts offer over the next five years.
All this has led to a renewed confidence in our work in the arts. An example of this
is our ambitious plans in Mexico in 2015, planned to be the biggest celebration of
British creativity in arts, culture, innovation, education, science and business ever
to take place in the country. Other examples include new developments for the
creative economy, cultural skills and visual arts programmes and a sustained and
enhanced culture and development portfolio.
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28
We have established a strong basis to deliver our priorities, through:

Digital innovation: piloting platforms to showcase and promote portfolios
of artistic work sourced through a series of partnerships with UK cultural
institutions including the Tate, the Victoria and Albert Museum and the British
Film Institute. This provides a way to develop new audiences and enrich existing
audience engagement in our arts programming and a way to provide a strong
cultural legacy in our priority markets.
Major partnerships with both cultural and economic agencies
including Arts Council England (ACE), the BBC, British Film Institute, UKTI
and the Southbank Centre. Our partnership with ACE has enabled us to work
collaboratively with them to develop their 18 million Cultural Export Fund to
link with our resources and networks globally for the benefit of the English arts
sector. Our Memorandum of Understanding (MoU) with UKTI identifies major
areas of collaboration including a high-value creative opportunities programme;
festivals and creative weeks; and showcases and seasons, and sets out a
framework for achieving this. Our Creative Europe Desk UK is jointly led by the
British Council and the British Film Institute, in partnership with ACE, Creative
Scotland, Welsh Government and Arts Council of Northern Ireland, with support
from the UK Department for Culture, Media and Sport and the European
Commission.
Development of our cultural skills portfolio building on the UKs existing
expertise as providers of continuing professional development and providing
a service to artistic practitioners and cultural institutions internationally, in
areas such as arts management, cultural heritage and creative economy.
The establishment of the Artists International Development Fund, jointly
with ACE, enabling UK artists to access artistic partnerships and networks
in their chosen global location and explore new markets abroad to extend
and enrich their artistic practice. We have also collaborated with ACE on our
support for No Boundaries, a State of the Arts event on the role of culture in
21st century society.
Implementation of our arts funding model which now includes funding
from core grant and funding from British Council earned surpluses, facilitating
a more balanced portfolio of cultural activity across countries and regions
internationally. This is complemented by a deeper understanding of the
impact our work brings, making our achievements both qualitatively and
quantitatively more visible.
Priorities for the next two years:

Up to 2017 we will focus on the following challenges and opportunities:
Planning and delivering Shakespeare Lives to commemorate Shakespeare
400 years after his death, with an ambitious international programme of artistic
and educational events representing a global celebration of his life and work.
Consolidating our culture and development portfolio focusing on cultural
work in fragile and conflict territories including Ukraine, Syria, Liberia and Burma,
for example our Artists in Recovery programme supporting and enabling the
work of displaced Syrian artists and the Libyan street theatre performances.
Continuing to support and develop the representation of UK artists at the
Venice Biennale, an unparalleled showcase for international contemporary
arts, through curating exhibitions and commissioning artists for the British
Pavilion, including the representation of the internationally renowned artist
Sarah Lucas in 2015.
Rolling out an innovative digital platform, showcasing and promoting a
portfolio of artistic UK work, piloted in China as a digital complement to the
UK Now festival and the 2015 Year of Cultural Exchange.
Empowering a network of business development managers to attract
cultural contracts and partnership funding to continue to deliver current levels
of arts work, with lower reliance on grant funding.
Clarifying our offer to the sector and our presence across the UK
including a partnership presence in the north of England in addition to existing
Wales, Scotland and Northern Ireland offices diversifying culture across
English regions and the UK.
Delivering major collaborations with agencies designed to deliver economic
benefit to the UK in education, business and tourism, including UKTI, GREAT
and Visit Britain, for example in the Heatherwick Touring Exhibition and in the
UKMexico Year 2015.
Developing our track record in promoting equity and supporting and
showcasing performance by disabled artists through the Unlimited brand
and building an international audience for such performances recognising the
unique talent disability brings to the arts.
Supporting strategic alignment across the British Council through major
events and programmes.
In 201516 we will work with:

Over 730,000 artists, art lovers and, cultural leaders face-to-face.
MORE THAN TEN MILLION exhibition, festival, event and
performance attendees.
Over 700,000 artists, art lovers and participants in online communities.
OVER 12 MILLION digital online audiences.
Well in excess of 130 MILLION viewers, listeners and readers.
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30
Summary of our Arts programmes and activities

for 2015 onwards
Title
Detail
Benefits to the UK
Showcasing
We demonstrate the extraordinary quality and diversity of

UK arts through showcase events and digital channels in
the UK and overseas to audiences and promoters in
international markets.
UK content gets recognised

overseas resulting in profile
raising, introductions and
business opportunities for
UK artists and arts practitioners.
Through this we create new connections and lasting

relationships between UK arts and the world. For example,
events such as the Edinburgh Fringe Festival, Great Escape
Music Festival, the Venice Biennale and Architecture Biennale.
We also create major seasons such as in Mexico, Nigeria,
Indonesia, South Korea and forthcoming programmes
including Shakespeare Lives and the Guadalajara International
Book Festival.
Culture and
development
Through arts and culture, our work in this area aims to

ensure that:
civil society is strengthened from the ground up
marginalised people are able both to express themselves
freely and advocate for their rights successfully
the creative industries are able to contribute to the
alleviation of poverty.
Our work is divided into two main areas: Voices and Spaces,
which focuses on the creation of safe spaces for debate and
exchange; and Artists in Recovery, a programme supporting
artists who are working in areas of conflict and upheaval.
Support for
creative
professionals
and artists
We build relationships, connections, partnerships and

networks between UK arts professionals and global contacts
online and in person, for example through the Creative
Entrepreneur development scheme.
We also provide financial support for artists in the early stage
of their careers, for example through the Artists International
Development Fund.
UK artists and partners get

connected to new international
development and learning
opportunities.
In particular, this work helps to create
a new space for the UK arts and
creative sector around the world,
supporting social and economic
development, including in fragile and
conflict affected states, contributing
to wider security aims.
UK artists get career benefits

and support through learning,
introductions and entry into new
markets to boost their professional
development and success.
We provide a range of support services through our

management of the EUs Creative Europe Desk for Culture
in the UK.
Skills and
knowledge
exchange
We share the UKs policy experience, particularly in skills

development and in the creative and cultural industries. This
may be through our Cultural Skills programme; within cultural
seasons such as Transform Brazil; through collaboration in
the No Boundaries, a State of the Art event; or as part of
international events such as the European Creative Hubs
Forum for cultural centres.
Together these programmes develop the futures of artists
and the sector, leaving a lasting legacy.
The UK arts sector gets

learning and knowledge through
international exchange, learning from
their counterparts across the world.
How we achieve impact in Arts

1. WHO WE
WORK
WITH
Ministers of culture, arts policy

makers and local government.
Artists and cultural leaders

(festival directors, curators,
producers and programmers
from the UK and overseas).
Art lovers and arts students

in the UK and overseas,
international audiences for
UK work and UK audiences
for international work.
2. WHAT
THEY
EXPERIENCE
International arts events, arts

policy dialogue, publications,
research and consultancy.
Professional development
workshops, arts awards,
arts forums and networks,
collaborative creation,
exchange of ideas, work
in other countries.
Inspiring, entertaining and

transformative international
arts events (exhibitions,
showcases, festivals, fairs,
performances).
3. WHAT THEY
TAKE AWAY
Increased knowledge and skills to work internationally.

Increased knowledge of UK and international arts administration
and policy.
Improved perception of the

diversity of UK art.
Improved knowledge and skills in the creative sector overseas.

Knowledge and skills to support tolerance, respect and diversity.
4. WHAT
THEY DO
Develop artistic practice by working internationally.

Collaborate in developing arts policy and practice internationally.
Recommend and talk about

their experience to others.
Work on joint creative projects.

Develop new markets.
Engage with peers in the UK and internationally.
Develop creative and cultural institutions overseas and in the UK.
Influence international conversations.
5. LASTING
IMPACT
Artists prosper.
Skills develop.
A more diverse and larger audience around

the world experiences UK arts.
Institutions prosper.
The UKs reputation grows.
New ways of connecting with and understanding each other through the arts.
31
The British Council administers around 1.2 million

examinations in East Asia on behalf of UK examination
boards. This contributes enormously to the reputation of
UK education and qualifications as well as bringing over
20 million of earnings to the boards.
The English UK Fair in Antalya in November 2014
was the first time an English UK regional event was
held in partnership with the British Council, UKTI and
Visit Britain. The Fair promoted English UK as a quality
brand and introduced 30 English UK providers to 30
leading education agents in the region with the aim
of establishing commercial sales partnerships for UK
providers. It was accompanied by a GREAT Britain digital
competition in Turkey which aimed to promote English
language teaching in the UK. The competition received
over 20,000 entries and attracted a further 86,000
visitors to the Turkey pages of the EducationUK website.
25,000 Gulf students choose to study in the UK after
taking IELTS courses with the British Council.
In South Asia, two million examinations are administered
every year, bringing around 22 million to UK partners.
4. ENGLISH AND
EXAMINATIONS
More widespread and better quality
teaching, learning and assessment of
English worldwide
English language teaching and assessment are central to our cultural relations
mission, creating international opportunities and building trust, especially with
the UK, by promoting English as a common language for trade, diplomacy, debate
and access to a lifelong world of education and employment. We provide people
worldwide with access to the life-changing opportunities that come from learning
English and gaining valuable UK qualifications. Our work helps to maintain the UKs
profile and expertise in English language teaching and assessment worldwide.
In addition to our work in English, we work with over 150 UK academic and
professional examination boards and universities to help people around the
world access UK qualifications, and the opportunities that derive from these.
What we do
We have a global network of high quality teaching centres, with 83 centres in
50 countries and have seen growth of over 30 per cent in the number of people
learning English with us since 2011. We deliver examinations in over 850 towns
and cities worldwide. We have extended our range of self-access English language
learning products offered through digital and mobile technology, tripling our digital
social media and learning audiences, and including the launch of our first massive
open online courses (MOOCs) on the leading UK platform FutureLearn. We have
expanded our work with overseas governments to transform whole education
systems and increase opportunity and employability through English.
Our work in English and Examinations makes a major contribution to the UKs
International Education Strategy, building recognition of UK expertise in this area
and, through this, developing international opportunities for UK English language
teaching (ELT) organisations and UK qualification awarding bodies. Through
Accreditation UK we support the promotion of the UK as a leading destination for
English language learners (a market worth in total 3 billion annually to the UK
economy). We also support the UK assessment and English language teaching
sector, as well as academics, through research, publications and market intelligence.
33
34

In collaboration with policy makers, education ministries and donors, contribute
to the development and quality of English learning and teaching in schools
worldwide, supporting effective English language teaching policy and English
teacher development.
Support the English language learning and training needs of students and
teachers in international further and higher education systems.
Support the delivery of the UKs international education strategy by working
closely with UKTI Education, and UK providers, to identify and develop
programmes that support English language learning and assessment
opportunities in key markets.
Expand our portfolio of self-access English language learning products
offered online and through mobile technology, as well as through print and
broadcast media, working with UK partners for content, platforms and channels.
Invest in and expand our global network of high quality English teaching centres.
Through our teaching network and award-winning digital self-access learning
portfolio, increase the number of people exposed to the UKs vibrant
culture as an aid to English language learning.
Contribute to the promotion of the UK as an English language learning
destination and to the promotion of English as a gateway to international
education opportunities.
Increase access to English language, and other UK academic and
professional qualifications, providing evidence of progress, helping improve
standards and helping individuals secure opportunities in further and higher
education and in employment.
Support cultural relations between the UK and key current and successor
generations of overseas leaders, and support overseas national education
systems, continue to invest in our high-performing British Council bilingual,
bicultural primary and secondary school in Madrid, and begin the process
of developing a global network of similar British Council schools. Malaysia is
the most likely location for a school opening, with other locations to follow.
All of our activity in English and Examinations builds trust between people overseas
and the UK in two primary ways:
Providing a common language through which cultures can communicate,
understand and ultimately trust each other.
Being exposed to UK expertise (UK teachers, materials, valuable test products,
UK experiences all in which they can trust and often which help people access
opportunities for advancement, in education and work).
This is described in detail overleaf.

340,000 policy makers, teachers and coaches.
450,000 learners in teaching centre classes.
THREE MILLION examinations candidates.
80 MILLION online audience and 13 MILLION online
social media and learning users.
134 MILLION viewers, listeners and readers.
35
36
Summary of our English and Examinations

programmes and activities for 2015 onwards
Title
Detail
Benefits to the UK
English language
assessment
Working with partners and through direct delivery,

creating and distributing English language
assessments which support the effective learning
of English and allow individuals to prove their English
language ability to employers, education institutions
and other organisations.
UK language sector recognised

as a global leader in English language.
Services to UK examination boards in over

100 countries providing:
UK examinations boards get access

to overseas markets for their product.
secure examination administration
UK qualifications regarded as high

quality and trustworthy.
Distribution of UK
examinations
business development support.
Language assessment providers learn

from international debate which improves
the quality of the UK language
assessment offer.
UK examination boards receive over

80 million of income direct from our work.
English for
education
systems
Work with ministries, policy makers, donors and UK

partners to improve the quality of English teaching
worldwide and the use of English to teach subjects
across the curriculum, in schools, further and higher
education institutions.
Through support to policy and research, curriculum
development and teacher training programmes we
will help strengthen the quality of English language
teaching and the understanding of language in
cultural relations and development.
English language sector gains

partnering opportunities to design
English programmes for education systems
overseas.
UK sector receives market intelligence
and insight on market needs to help
understanding of, and entry into, these
markets for business.
English language providers in the UK have
their expertise promoted in overseas
markets through accreditation UK websites
and resources.
The UK sectors reputation is
strengthened for excellence in English
language teaching and delivery.
Face-to-face and
blended English
English for
self-access
learners
Provide over 400,000 individual and group learners

of English with a range of face-to-face and blended
courses in our 80 plus centres worldwide.
The UKs profile is built as a leading

provider of English language teaching
to learners in local markets.
Continue to invest in our network of teaching

centres, expanding our reach into new markets
and developing new products to respond to
audience demands.
UK expertise in English language

teaching is showcased.
Provide online courseware, social media learning,

mobile, broadcast and print resources for learners
to improve their English, as well as website tools
and global online training resources for teachers
of English.
UK creativity and ELT expertise through

themed partnered centres is showcased.
UK research and innovation in English
enjoys a wider reach around the world.
37
How we achieve impact in English and Examinations

1. WHO WE
WORK
WITH
2. WHAT
THEY
EXPERIENCE
3. WHAT THEY
TAKE AWAY
4. WHAT
THEY DO
5. LASTING
IMPACT
English language
policy makers and
influencers,
academics, teachers
and teacher
educators.
Individual and
organisational
learners of English
worldwide who invest
time and money to
improve.
Learners of English
worldwide.
Individuals: learners
worldwide looking
to achieve an
internationally
recognised
qualification.
Organisations:
examinations/
qualifications
providers.
Policy dialogue,
research, consultancy,
accreditation,
teaching resources,
curriculum advice,
training courses,
development,
networks.
Face-to-face training
courses (classroom
and on-site), learning
materials, resources,
support, advice,
access to learner
networks, testing and
accreditation.
Training courses,
learning materials,
resources, support,
advice, access to
learner networks,
testing and
accreditation,
(delivered via non
face-to-face channels).
Internationally
recognised
examinations,
rigorous testing and
assessment
processes, quality
standards and
integrity of process.
Global good practice;

evidence of what
works; design and
implementation
advice; improved
teaching skills and
capacity.
Improved English skills, enhanced perceptions of the

quality of UK resources and materials.
Increased
understanding of
their abilities relative
to international
standards, greater
confidence and
self-esteem.
Understanding
of good practice.
Implement new
policies, processes,
systems; new
approaches or new
models of training,
learning or
assessment.
Pursue their employment, educational and social

goals with greater confidence, ability and a higher
chance of success.
Institutions implement
good practice.
English for education

systems: English
policy worldwide is
developed and
implemented in
response to needs/
evidence and reflects
international good
practice. This results
in improved teaching
and learning.
Face-to-face and
blended learning:
More people gain
confidence and the
opportunity to study,
work and develop a
career in a globalised
world through
face-to-face and
online English tuition
with the British
Council.
Examinations:
More people gain
confidence and the
work and develop
a career in a
globalised world
as a result of taking
an internationally
recognised
qualification with the
British Council.
Self-access learning:
More people gain
confidence and the
work and develop a
career in a globalised
world through
cost-effective and
flexible access to
quality British Council
English learning
resources.
MORE WIDESPREAD AND BETTER QUALITY TEACHING, LEARNING AND ASSESSMENT OF

ENGLISH WORLDWIDE.
RENKEI is Japanese for collaboration and also stands

for Research and Education Network for Knowledge
Economy Initiatives. The British Council arranged for
11 universities in the UK and Japan to form a partnership
scheme, which encourages knowledge transfer and
research collaboration, not only between the universities
in the two countries but also between higher education
and industry as a whole.
Over 1,000 UK undergraduate students have visited

India under the Study India Programme creating a
more globally competitive UK workforce.
We will promote the international reputation for

excellence, social contribution and community
engagement of the Premier League and Premiership
Rugby through our expanding Americas sports
programmes.
44,000 students from South Asia studied in the UK last
year which brought 880 million to the UK economy.
5. EDUCATION AND
SOCIETY
Enhanced UK leadership of, and shared
learning from, international education
and research.
Societies whose young people, citizens
and institutions contribute to and
benefit from a more inclusive, open
and prosperous world.
What we do
We support the UKs global leadership in education and research and promote
and deliver international study and collaboration opportunities for education and
research professionals as well as people at primary, secondary, tertiary and
postgraduate level. This improves learning outcomes and boosts employability,
whilst building trust in the UKs education and research expertise.
Our society work shares the UKs values and expertise in rule of law, good
governance, and active citizenship. This helps lay foundations for good trade
relations with the UK and builds safer, inclusive and more prosperous societies.
We also promote the UKs leadership in social enterprise as a powerful tool to bring
economic and social transformation, and we build international sport partnerships
for the UK to inspire young people to fulfil their potential.
How we work
We deliver our activities directly and increasingly with UK partners. Our stakeholders,
clients and partners range from UK government departments such as the Cabinet
Office, DfE, BIS, the FCO, the DFID, the UK devolved governments, overseas
governments, to sector mission groups such as associations of British international
schools, Association of Colleges, skills councils, Universities UK and companies
including Ecorys, HSBC, Premier League, Microsoft, Social Enterprise UK and Skype.
By delivering through partnership and contract work (through transparent tendering
and open competition) we extend our reach beyond work funded by the taxpayer
but remain aligned with the priorities of UK government departments on
international development, economic growth and stability building.
39
40

Our priorities are to:
Focus on internationalising education, by supporting the UKs position
at the heart of the global English-speaking education community; promoting
excellence of the UKs teaching and learning, delivering large-scale mobility
programmes (e.g. Erasmus+), celebrating what young people from around
the world achieve for themselves and their societies as UK alumni.
Promote international aspects of global skills for employability and
vocational education and skills co-operation with the UK.
Support policy makers, school leaders, and practitioners in the UK and overseas
to improve student learning outcomes through professional development,
policy and curriculum reform, award schemes such as the International School
Award, technology assisted learning and research.
Support international collaboration in science and technology, aligning
activity with the BIS Science and Innovation Network, UK government strategy
and working with other UK international science stakeholders to support
mobility and build research and innovation partnerships, especially with
emerging powers through the Newton Fund.
Develop further our alignment with the UKs International Education
Strategies work in partnership with UK governments UKTI (education
exports), Cabinet Office (GREAT Britain campaign), DfE and DFID
(internationalisation and benchmarking of the curriculum, support for language
learning) the devolved administrations, and sector groups.
Provide a national level platform for our work with others in promoting the UK
education system as a study destination. Education UK will be positioned at
the heart of our international student facing work and our services to promote
the UK higher education sector will continue to offer market intelligence and
other support in over 50 countries.
Contribute to building stability overseas by supporting governance reform,
rule of law and access to justice for those people most excluded, and providing
opportunities for the development of skills for employment and enterprise.
Promote UK values of volunteering and open society, helping people
(including women and girls) and local institutions to work together in their
communities and internationally on issues that matter to them.
Support the development of a more sustainable economy worldwide
and in the UK by building links between social entrepreneurs and policy
makers, helping to promote the UK as a global hub for social enterprise
and social investment.
Seek synergies between our work in Education and Society, particularly

in relation to access to education for disadvantaged groups, curriculum
development in support of open society and to address the barriers to
international opportunities faced by young people in the UK from poorer families.
To support greater inclusion, particularly helping empower women and girls
to contribute to and benefit from development of their societies and countries.
Expand our partnership working across the private, public and third sectors
to develop, deliver and fund programmes in the UK and internationally.
Work more through digital channels and by building relationships with
existing and new clients to increase our scale and impact.
Use the transformational power of sport to strengthen communities and
promote inclusion, for example through Premier Skills, Try Rugby and a new
project in Pakistan: DOSTI, Sports for Peace and addressing violence against
women and girls by engaging young people through football.

MORE THAN SIX MILLION policy makers in education, labour and
justice, academics, researchers, school leaders, teachers, community
and business leaders.
TWO MILLION educationand society exhibition and fair attendees.
Over SIX MILLION teachers, academics, college and higher education
leaders in online communities.
20 MILLION people online.
Over 150 MILLION viewers, listeners and readers.
41
42
Summary of our Education and Society

programmes and activities for 2015
onwards
Education
Title
Detail
Benefits to the UK
Schools
We support educators in the UK and worldwide to work

together to enrich the quality and outcomes of education in
schools and equip young people to live and work successfully
in a global society.
UK schools get learning and

international engagement
opportunities which improve
quality and international
outlook of UK schools,
teachers, and schoolchildren.
We do this through policy and curriculum reform, professional

development, school links, accreditation and technologyassisted learning.
Example programmes include: Connecting Classrooms,
delivered in partnership with DFID, and Erasmus+.
The UK schools sectors

reputation for quality is
enhanced around the world.
We will encourage British international schools to seek

accreditation through the DfEs British Schools Overseas
inspection scheme and support those that are successful
by, for example, including them on our website. Through this,
we help schools improve quality and help them to adhere to
British standards.
Higher education
We promote international mobility, create the conditions

for high impact international research and innovation
partnerships, conduct research and convene policy dialogues
that help shape the future of international higher education.
We support the recruitment of international students and
marketing of international higher education through national
campaigns such as the GREAT Britain campaign and through
our services to UK institutions and the Education UK brand
and website.
Example programmes include:
Higher education institution, business and government
partnerships: UK India Education and Research Initiative
(UKIERI), UKChina Partnerships in Education, RENKEI
JapanUK initiative.
Policy development, dissemination and analysis: Shape
of Things to Come reports; regional Global Education
Dialogues; our annual Going Global conference and
publications.
Mobility: Erasmus+, Tullow Oil Scholarships, Study Work
Create website of international opportunities for UK young
people; support for national outward mobility strategy.
Support for international student recruitment:
British Council Services for International Education
Marketing, market intelligence and student recruitment
services for UK institutions.
UK academics, students, and

higher education institutions get
access to research, partnership
opportunities and the chance to
travel and engage. Through this
comes learning, business
opportunities and improved
quality within the sector, for
example promotion of the UKs
reputation for excellence in
science and research.
More international students
choose the UK for study or
attend UK courses overseas,
generating economic benefits
for providers.
More international researchers
and academics are linked to
the UK and attracted to work with
the sector.
43
Title
Detail
Benefits to the UK
Skills
We support the development of skills to meet labour market

demands and learner needs, particularly in countries with
large populations of young people.
The UK skills sector plays a

key part in delivering our work
internationally, boosting business
and learning for these providers.
Skills for Employability to increase collaboration between

educators, government and business to better align skills
education with labour needs and promote awareness of the
importance of skills education. This includes International
Skills Partnerships and UK Skills Seminars to support skills
development globally and share UK good practice.
More generally, this work

builds trust in the UK from
people who have learned
and achieved individual or
organisational success through
these programmes.
Vocational education institution, business and government

partnerships: UK India Education and Research Initiative
(UKIERI), UKChina Partnerships in Education, Newton Fund.
Science and
research
We link scientists globally and provide information for

international researchers on jobs and funding in the UK.
We encourage grassroots discussion of science and
sustainability and the development of research
communication skills.
The Newton Fund, funded by BIS, where we deliver a
number of programmes focusing on capacity building and
mobility of researchers, as well as supporting the STEM
pipeline and skills development, with the ultimate aim of
supporting development in our partner countries.
Other international collaborative research initiatives such
as the Britain Israel Research and Academic Exchange
Partnership (BIRAX) in Regenerative Medicine, and
Researcher Links focusing on early career researchers.
Euraxess UK, funded by BIS, which provides information to
researchers in the UK and overseas to help them pursue an
international research career.
FameLab which gives talented science communicators the
opportunity to inspire the general public through national
communication competitions and an international final.
The UK science sector

enjoys the benefits of
international connections
that we facilitate. This leads to
improved reputation, learning
and innovation and partnership
opportunities overseas.
Early career researchers gain
international mobility and
collaboration which enhances their
learning and careers in research.
44
How we achieve impact in Education

1. WHO WE
WORK
WITH
2. WHAT
THEY
EXPERIENCE
Education policy makers.
Teachers and academics, school,

college and higher education
leaders, researchers.
Primary, secondary and

tertiary students.
Policy dialogue and research,

for example, international
higher education regional policy
forums. Sector advisory and
market intelligence services.
Professional development and

training, peer networks,
qualifications recognition and
benchmarking.
Competitions and joint projects,

work and study placements,
exchanges, education fairs,
scholarships.
Joint education programmes.

Collaborative research.
3. WHAT THEY
TAKE AWAY
Improved understanding of different agendas

and policies in education, the workplace and
wider society.
4. WHAT
THEY DO
Develop shared solutions to

educational issues.
Improve curriculum and

assessment.
Share best practice in education

and educational reform.
Improve institutional practice

and impact.
Increased understanding of the differences and

similarities between cultures.
Improved skills, motivation and confidence.
Collaborate with students in

other countries and use this
experience to study and work
with peers.
Select the UK and UK institutions

for partnership, study and
examinations.
5. LASTING
IMPACT
Increased recognition of the UK as a source of

expertise and a partner for education and skills
development.
Increased capability in international co-operation
that supports the development of educational
institutions and their social impact.
Greater educational and employment opportunities

for individuals in the UK and overseas through
increased knowledge and skills, including
intercultural understanding and access
to education.
Increased economic value and benefits to the UK.

Increased UK contribution to, and benefits from,
international co-operation in education and research.
ENHANCED UK LEADERSHIP OF, AND SHARED LEARNING FROM, INTERNATIONAL EDUCATION.
More than 6,000 Russian students registered for the

British Councils new online English course, Exploring
English; Language and Culture, in the first week.
Generation UK in China and Thailand English Teacher

project (TET) enables hundreds of young British
graduates to have a first international experience in
internships in China and teaching in Thai communities
and companies.
In January 2015, the Prime Minister announced

eight new projects under the British Council and
British Embassys BIRAX (Britain-Israel Research
and Academic Exchange) programme, a 10 million
research partnership programme in regenerative
medicine. At this time, four of the UKs leading medical
research charities joined 13 founding partners to
fund collaborative research between scientists from
UK and Israel universities that will help tackle some
of the worlds most challenging health problems
such as Parkinsons, heart disease, diabetes, and
multiple sclerosis.
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46
Society
Title
Detail
Benefits to the UK
Civil society and

governance
We support the development of open societies, through

good governance, voice and accountability. Example
programmes include:
UK providers play a key role in the

development and delivery of this
work, leading to business and
income as well as professional
development and learning from
international work.
Active Citizens which works with civil society, organisations

and their leaders to make a positive difference in their
communities and globally, including through international
exchange with the UK.
Pyoe Pin in Burma, which is funded by DFID and other
partners and helps to build coalitions of interest at
community level around issues that matter to people,
thus helping to build a stronger civil society.
Premier Skills which uses football to develop life skills for
young people in partnership with the Premier League.
Rule of law and
access to justice
We work with DFID and the European Commission to

deliver large justice sector reform programmes in a range
of countries, including Nigeria, China and Vietnam. We will
build on this and on partnerships established through the
Global Law Summit to develop new programmes with the
UK legal sector and stakeholders.
Social enterprise
We work with business, the Cabinet Office and the UK social

enterprise sector to promote the international strategy for
UK social enterprise. We collaborate on research, policy
dialogues, inward visits to the UK and training for social
entrepreneurs. This helps develop the global social enterprise
ecosystem and promotes the UK as the global hub for social
investment.
Empowering
women and girls
We facilitate dialogues and networks to raise awareness and

support initiatives that address the continuing inequalities
that girls and women face in society.
Springboard, which provides personal development
opportunities for women in the Middle East.
Contracts delivered in partnership with the EU for example,
Women in Public Life in the Middle East.
Promoting the participation of women and girls in peace
building in Nigeria, through the DFID-funded Stability and
Reconciliation programme.
Delivery is focused in overseas

markets, which results in more
people who understand and
trust the UK.
Safer, more sustainable and
inclusive societies overseas
contribute to international
trust and UK soft power
objectives for example, through
our alignment with UK policies and
delivering outcomes for the FCO,
DFID and the Cabinet Office.
The UK is promoted as a global
hub and centre of excellence
for social enterprise and social
investment, further building the
UKs reputation and creating
opportunities for UK social
enterprises to engage and work
internationally.
47
How we achieve impact in Society

1. WHO WE
WORK
WITH
Leaders and policy makers of international and

national organisations, governments, civil society,
philanthropists and business.
Senior stakeholders and practitioners in

non-governmental organisations (NGOs),
social entrepreneurs, civil servants, youth
and community leaders.
2. WHAT
THEY
EXPERIENCE
Policy dialogue, technical advice and consulting,

research and publications, exchange of experience
and knowledge, visits to the UK.
Capacity building, training, personal development,

internships, networking, mentoring and exchanges.
3. WHAT THEY
TAKE AWAY
New relationships and networks

within the social sector, and
between the social sector,
governments, the judiciary, civil
society organisations, social
enterprises.
Better understanding of
international policy agenda and
processes, international good
practice and how to tailor to
local contexts.
4. WHAT
THEY DO
5. LASTING
IMPACT
Increased understanding and

capabilities in judicial, social and
government reform.
Greater knowledge of the range
of skills and expertise available
from the UK and international
experience.
Share plans and strategies to

address social problems.
Enable access to services for

women and girls.
Work with customary legal

authorities, police services,
judiciary and civil society to
develop new policy and practice
for judicial systems, legal
services and the rule of law.
Work with policy makers and

practitioners to develop the role
of education in civil society.
Engage with international
experts, peers and partners
from the UK and other countries
to address local and global
issues. Build stronger
community based organisations,
NGOs and communities of
practice.
Enhanced capacity to
effectively contribute to
more open, secure and
inclusive societies.
Improved leadership and
intercultural skills.
Skills to use tools for voice and
engagement through advocacy
and policy dialogue.
Design and implement social

change programmes and new
business plans.
Create and sustain new
enterprises and models
of business.
Share experience and capability
to advocate and represent
citizen needs effectively.
More stable and peaceful societies with increased safety and access to justice, particularly in fragile and conflict
affected areas and for the most marginalised people.
More open and accountable government and education systems: more citizens actively engaged, more effective
institutions, more representative participation of citizens.
More women and girls participate and benefit from social change and are empowered to lead government,
business and communities.
More supportive environment for social enterprise to flourish with new networks built between social enterprise,
business, government, domestically and internationally.
Increased recognition of the UK as a source of expertise and an effective international partner.
SOCIETIES WHOSE YOUNG PEOPLE, CITIZENS AND INSTITUTIONS CONTRIBUTE TO, AND BENEFIT
FROM, A MORE INCLUSIVE, OPEN AND PROSPEROUS WORLD.
48
6. GLOBAL NETWORK
We have an extensive overseas network in over 100 countries being
close to the needs of these countries, responding to those needs and
interpreting them for the benefit of the UK is crucial.
The British Council network continues to evolve both in its reach and in the nature
of our presence in each location. In some difficult operating environments, like
Pakistan, despite the risks we are increasing public access, opening libraries as
safe spaces in which people can convene and engage with the UK. Across our
operations we are increasingly blending digital content, learning and communities
with face-to-face teaching and working, as well as delivering work with and through
partners. This helps us operate more flexibly, adapt to changes in global and country
contexts and meet market demand on the ground.
Within the context of declining UK government grant and a much higher proportion of
this grant required to be spent on ODA, we continue to reduce levels of government
grant in non-ODA countries and in EU Europe in particular. In EU countries we are
responding in practical terms to a 58 per cent reduction in available government
grant by reducing our physical presence and developing a new regional operating
model to continue to respond to the aspirations of millions of young Europeans with
an enhanced digital offer. Grant as a percentage of turnover will be down to less
than ten per cent in EU Europe and East Asia by 201415. Levels of earned income
and of government grant by region are illustrated in the chart.
The British Council network is split into seven regions, each managed by an
overseas-based regional director. Our highest priority country operations are
highlighted in bold in each of the regional sections that follow. The strategic
importance, value to the UK of each country and its potential for cultural relations
impact determines its priority. Our country plans are developed with FCO Heads
of Mission to support alignment and connectivity on the ground and to help ensure
that the benefit of our work to the UK is co-ordinated and communicated effectively.
We work positively to align with the One HMG overseas agenda and are co-located
in 40 locations with the FCO or other HMG bodies.
The British Council network includes countries in all of the following four categories:
developed, developing, emerging economies, and fragile states. In all regions we
aim to respond to the most pressing need such as demographic changes in South
Asia and Sub-Saharan Africa, youth unemployment in the Middle East and North
Africa, or a growing middle class in the Americas. Emerging economies such as
China, India, Mexico and Nigeria continue to be high priority, reflecting their huge
importance to the UKs economic future.
Equally we also attach a high priority to our work in the most fragile and conflict
affected environments, such as Afghanistan, Syria, North Africa and the Middle East.
English is expanding across the British Council network and the impact we will
achieve through English in public education systems in Latin America and
Sub-Saharan Africa will grow over the next two years.
49
Income by overseas regions for 201415 and

201516, in millions
AMERICAS
EAST ASIA
EU EUROPE
201415
14 29
201516
15
201415
23
211
201516
23
228
201415
12 119
201516
9 124
32
MIDDLE EAST AND 201415

NORTH AFRICA 201516
18
91
19
101
201415
20
81
201516
21
86
SUB-SAHARAN 201415
AFRICA 201516
16
63
FCO grant 201415
16
76
Other earned income 201415
SOUTH ASIA
WIDER EUROPE
201415
11 22
FCO grant 201516
201516
13 22
Other earned income 201516
Wherever the British Council operates, even where we are not setting up a
permanent office, we have to make sure our status and our tax position are stable
and meet the varied requirements and regulations of host country governments.
A total of 79 countries were regularised in the past seven years as part of a
formal Status and Tax change programme, but we have now created a permanent
governance team to support this work, since changes in local legislation and our
own business mean that our legal status needs regular updates to remain compliant.
The Status and Tax programme has already resulted in 21 wholly-owned subsidiary
entities in a group structure, with 27 projected by 2017. These will greatly enhance
our ability to operate, but also increase the complexity of our governance given the
requirements in some countries for directors, local boards and dedicated reporting.
Our guiding principle in all cases is to have the simplest governance possible with
line of sight to the British Council Board of Trustees as the prime tier of governance.
The section that follows provides a summary of activity in our overseas regions.
For each region we set out the context showing the operating environment and
challenges, together with our response and priority work in these areas.
50
6.1 AMERICAS
Americas: Argentina, Brazil, Canada, Chile, Colombia, Cuba,
Jamaica, Mexico, Peru, Trinidad and Tobago, Uruguay, USA, Venezuela
Regional context
Our priorities
Strategy is tailored to the demands of this diverse region.

Economic growth, an emerging middle class demanding
better quality education services and more social inclusion,
democratic political stability and a growing voice on the world
stage all characterise the major economies in Latin America.
The importance of Brazil, Mexico and other high growth
economies such as Colombia and Chile for global trade and
dialogue is increasing through stronger international outlooks.
The demand for both English, education and training services
and support for creative economies is growing everywhere.
Cultural relations remains central to the development of
people-to-people links with Argentina, while support for
education and the arts are integral to progress in the
Caribbean. The US market remains a priority for our UK
partners but many people in North America have deeper
ties with Latin America and Asia than with Europe, creating
opportunities to refresh transatlantic relationships through
cultural relations for a new generation.
Our top priority in Latin America is English. We are

implementing a large-scale teacher development strategy,
using remote teaching technologies. In Uruguay, by 2015
our partnership with Plan Ceibal will bring remote English
teaching to 130,000 primary school children and support the
development of almost 5,000 teachers. We will launch digital
resources for more flexible English teaching and learning
across the continent and open a dedicated English remote
teaching hub in Buenos Aires. Our examinations and testing
operations will expand significantly to establish the UK as the
strategic partner for English language assessment.
Our response is to:

Support English language teaching policy development,
innovating and partnering to support better quality
English teaching and learning at scale.
Develop new international partnerships in higher
education and share experience through skills and sports.
Support the empowerment of women and girls, the
growth of social enterprise and access to justice
and security.
Grow the UKs reputation for outstanding artistic creativity
and position the UK as a partner for creative economy
development, particularly in Latin America.
Increase our impact by working with major partners such
as Microsoft.
Expand our network, following our recent office opening
in Peru in 2014, and reach bigger audiences directly and
online in cities across the region.
Our arts programmes will reach new and bigger audiences,

supporting the UKs reputation for creativity and enhancing
international cultural understanding. Priorities include:
The UKBrazil Transform 201216 festival in the handover
between London 2012 and Rio 2016.
UK in Mexico/Mexico in the UK festivals in 2015.
More collaboration and exchange with arts organisations
from across the UK, including Festivals Edinburgh, CCA
Glasgow, Outburst Belfast, and our partners for Wales in
Patagonia 2015.
In higher education we will increase the market for UK
providers. This includes a campaign for mutual accreditation
of awards, new links between higher education, government
and industry, support for the internationalisation of higher
education institutions across the Americas and new higher
education partnerships in the humanities. In science we will
work closely with the UK and national governments to ensure a
long-term legacy from Newton-funded research collaborations,
mobility and STEM support in basic education in Chile, Brazil,
Mexico and Colombia. In education and society we will
develop leadership programmes for teachers and expand
Premier Skills into the USA and Try Rugby into Colombia.
New partnerships will support access to justice, community
development through sport and social enterprise, and the
empowerment of girls and women in the Caribbean, Venezuela,
Mexico, Brazil and Colombia, building on our recent successes
in partnerships with the Inter-American Development Bank
and the EU.
We will support education exports from the UK with the publication of detailed research into English
language teaching policy in Colombia, Mexico, Brazil, Argentina, Chile, Peru and Ecuador and by promoting
record numbers of UK education institutions at our Education UK exhibitions and recruitment activities in
Canada, USA, Mexico, Colombia, Brazil, and Chile.
51
6.2 east asia

East Asia markets: Australia, Burma, China, Hong Kong, Indonesia, Japan,
Republic of Korea, Malaysia, New Zealand, Philippines, Singapore, Taiwan, Thailand, Vietnam
Regional context
Our priorities
East Asia is a mix of developed and emerging economies,

with changing demographics, increased competition,
rapid economic development and integration, as well as
environmental challenges and frequent natural disasters.
The region shows strong energy to innovate and transform
societies and citizens into high performers in highly
competitive global markets. Education and English are
essential to the achievement of these goals, and countries in
East Asia are focused on improving their domestic capability
in these areas. The arts can help these countries flourish by
developing their cultural identities and supporting creative
economies. Increased wealth and technological development
have led to more mobility for business, education and leisure,
and increased connectedness through digital media.
Increasing political tensions mean the benefits of building trust
and international collaborative solutions are stronger than ever.
China is a large and important partner for the UK in East Asia.
This is reflected in extensive programmes responding to the
demand for educational and judicial collaboration, in artistic
engagement through a year of cultural exchange and a large
number of creative partnerships, including joint celebration of
the Shakespeare anniversary in 2016. We also provide strong
support to the teaching of Mandarin in the UK.
In education and society, we will increase UKEast Asia

collaboration in research, particularly in science and
technology through the Newton Fund (China, Thailand,
Indonesia, Malaysia and Vietnam) and new initiatives in South
Korea and Japan. We will support the UK education sector
through educational marketing services and by supporting
two-way student and staff mobility. We propose to open a
British Council school in Kuala Lumpur, offering a high-quality
bilingual and bi-cultural curriculum to Malaysian families,
which will be values-based, promoting tolerance and respect
for other cultures. We will transform communities through
social enterprise. We will expand project work in Indonesia,
Vietnam, Burma, China and the Philippines, to respond to
demand for co-operation in the areas of justice, education
and civil society.
Our response is to:

Increase the scale, relevance and impact of programmes,
through strong partnerships with UK, local and
international organisations, development of our digital
and social media offer and extending programmes
to locations where we do not have offices.
Meet the demand for skills and internationalisation by
increasing paid-for services in English, education, the
creative industries, cultural skills and UK qualifications.
Ensure UK engagement with policy transformation in East
Asia in education, English, the arts and society, through
policy dialogue and large-scale agency funded projects.
Increase the level and visibility of our partnership with UK
individuals and institutions, to create greater impact for
the UK in East Asia and to increase the transparency of
our programmes and operations to stakeholders.
In English we will increase our face-to-face teaching by

opening new teaching centres targeted at adults and young
learners. We are working in partnership with Aardman
Animations to develop a language programme for young
learners. We will train all teacher trainers of English in Burma,
deliver programmes in China with UK institutions, and are
developing new online English programmes for teachers and
learners. In assessment we aim to provide secure and reliable
examinations, through the partnership product IELTS, as well
as examinations administered on behalf of a wide range of UK
professional bodies and examination boards.
In the arts, we are developing a digital platform to extend arts
work from galleries and venues to communities across China
and Hong Kong. We are also conducting five key programmes:
South Korea cultural season 2015 to 2017.
Heatherwick tour of East Asia with a British Inventors
Forum dimension.
Japan 2020 cultural celebration in the run up to the
Tokyo 2020 Olympics.
Indonesia programme orientated to mobile platforms,
youth audiences and mutual arts collaboration.
A year of cultural exchange in 2015, building on the
UK Now campaign in China.
The Guardian reported in November 2014 that 86 per cent of Vietnamese MPs voted in favour of revisions
to Vietnams Enterprise Law which for the first time provides a legal definition of social enterprise and
grants social enterprises a number of specific rights. The British Council in Vietnam has played an
important supportive role in securing this outcome [through] advocacy at a policy level and the
introduction of social enterprise concepts to key government institutions.
52
6.3 EU EUROPE
European Union: Austria, Belgium, Bulgaria, Croatia, Cyprus, Czech Republic, Estonia, France, Germany, Greece, Hungary,
Ireland, Italy, Latvia, Lithuania, Malta, Netherlands, Poland, Portugal, Romania, Slovakia, Slovenia, Spain, Switzerland
Regional context
Our priorities
The EU remains the UKs largest trade partner and is vital to

UK interests. Many eurozone countries continue to experience
debt and low market confidence, though some priority
countries such as Poland and Germany remain resilient.
Austerity measures have put pressure on social cohesion
and there is rising nationalism, fuelled by growing pressures
of migration, in many parts of Europe.
Our top priority is English, providing end-to-end paid-for

teaching and assessment services and supporting all teachers,
learners and language policy makers. We will work with public
education bodies and UK partners to raise the quality of
English language teaching and assessment. We will invest in
digital channels and content providing paid-for and free-todownload resources. We are delivering more flexibly through
the myClass approach and we will have digital registration and
payment facilities in all countries from 2015. The Madrid
School, which offers a much-valued bilingual liberal education
and a British curriculum to young Spaniards, will remain a
priority and will expand our work in early childhood English.
There are great opportunities to deliver cultural relations

work on a large scale, partnering with major corporates,
government and civil society partners, and under contract
from the European Commission. As a leading partner in the
network of EU institutes for culture we can influence cultural
policy in the EU. The arts provide a route to connect,
understand one another, explore difficult issues and find
solutions to shared problems.
We are reducing our physical presence in some countries,
developing a stronger digital presence and a new regionallybased operating model to support smaller countries.
Our response is to:

Mobilise European partnerships for the benefit of the UK.
Maximise opportunities for young people in the UK to
connect with their peers in Europe and take part in
European mobility programmes.
Grow and diversify income-generation opportunities,
particularly in more economically resilient priority
countries, to become self-sustaining by 2017.
Pursue opportunities from the European Commission and
member state governments for cultural relations work.
Invest in our English digital portfolio to meet demand,
so that by 2025, half of all under-35s, around 100 million
young people, will have benefited from a British Councilinspired international learning opportunity.
In arts we will promote and scale up our innovative digital

offer including the Unlimited Experience using our disability
arts and diversity expertise. Creative Economy and Cultural
Skills are a focus. Through the EC Creative Europe programme
we will operate the UK desk, enabling the creative sector to
access funding and connect internationally, while developing
new work in audience development and video game
production. We will maintain our presence at major EU
showcases such as Venice Biennale, Frankfurt Book Fair and
Berlin Film Festival and encourage engagement in countries
where we have withdrawn or reduced our permanent
presence through, for example, the Stockholm Festival and
London Book Fair Baltic States Market Focus initiative.
In education and society we will internationalise higher
education and re-engage with universities on shared policy
challenges. We will promote global education market
intelligence products and encourage mobility and
employment opportunities for young people. We will help
young people in the UK to gain the skills they need to compete
in todays global economy. We will also focus on schools and
early childhood education to develop innovative teaching
practices. We are able to achieve impact even where we do
not have an office, for example by delivering EC science
projects across the region and running a young leaders
project in Belarus from Poland.
Cultural relations programmes in Demark, Finland, Luxembourg, Norway and
Sweden are now managed from the region without a permanent physical
presence in those countries (from 2015).
Together with a UK partner we have launched a

new English product called Academic Teaching
Excellence, to meet demand from over 400
European universities to teach subjects in English.
UK institutions received 11 million in examination

board fees in 201314.
53
6.4 MIDDLE EAST AND

NORTH AFRICA
Middle East and North Africa: Algeria, Bahrain, Egypt, Iraq, Jordan, Kuwait, Lebanon, Libya, Morocco, Oman, Occupied
Palestinian Territories, Qatar, Saudi Arabia, Syria, Tunisia, United Arab Emirates, Yemen
Regional context
Our priorities
MENA is of vital strategic interest the to UKs prosperity, security

and influence. The Gulf is a major market for education, health
and the creative industries. Insecurity threatens regional stability,
particularly in Iraq, Syria, Libya and Yemen, and terrorism is
increasing. Resolving the Syria crisis and supporting refugee and
displaced communities, the Middle East Peace Process, and
countering Islamic State are absolute priorities for the UK.
In English we will expand our own face-to-face, digital,

UK qualifications and training offer, and connect UK English
language teaching providers to opportunities. We will work
with governments to improve learning, teaching and
assessment of English in schools.
Youth unemployment is a major risk to social and economic

development. MENA is the worlds most youthful region
with a median age of 22, but one in four young people
are unemployed. This creates significant opportunity to
collaborate with governments trying rapidly to grow and
diversify their economies and give their young populations
the skills to work. Young populations create demand
themselves, as they seek to improve their lives through
learning English, deepening engagement with the arts and
culture, accessing educational opportunities and developing
creative skills.
Our response is to:

We will work towards our longer-term aim of giving 75 million
young people across the region access to the UKs language,
education and culture, skills and support for more open and
prosperous societies, by 2020.
We will do so by:
Supporting young peoples access to English, skills,
qualifications and exchange with the UK.
Increasing opportunities for the UK to share its expertise
with governments and institutions looking to reform
education, training and the cultural sector and representing
the best of the UKs education and cultural sectors.
Investing in new digital products and services.
Improving stability in insecure and fragile states through
our work in justice, culture and development, civil society,
and gender.
By 2020 we will generate 100 million revenue

for UK education organisations through sharing
of insight and assists.
We will work with civil society and strengthen the role

and engagement of women and girls. In North Africa, the
Hammamet Conference Series remains the only forum that
connects emerging and established leaders from North Africa
and the UK, helping to inspire a new generation of leadership,
by connecting them to new ideas, creating relationships and
empowering action on critical issues. We will prioritise our
work in Egypt, recognising its critical importance to the region.
The Newton Fund provides significant opportunities to link
higher education institutions with the UK, and strengthens
opportunities for research and collaboration.
In the arts, Voices and Spaces for Social Change programmes
support human rights, freedom of expression and social
cohesion and provide spaces where differences can be
explored to foster stable and prosperous societies. We will
continue our Artists in Recovery programme, supporting
Syrian artists working in areas of conflict and upheaval.
We will support the development of creative hubs that will
cultivate creative start-ups and social enterprises. Working
with partners, we will continue to showcase the very best
of Britain in the region. Our partnership events, such as the
Arts and Disability Conference and Exhibition in the Gulf
connect the region with the UK, support the GREAT Britain
campaign and project the UKs profile as a leader in the arts
and creative industries.
In the Gulf, we will help the UK to partner governments and
organisations as they develop and invest in education, training
and the creative industries. In the Levant and Iraq we will assist
governments and host communities to deliver education and
support to displaced and refugee children. We also work with
schools in Iraq and Lebanon, providing teacher training and
supporting artists and civil society.
Three million English learners in a vibrant, active

British Council Facebook community.
54
6.5 SOUTH ASIA

South Asia: Afghanistan, Bangladesh, India, Iran, Nepal, Pakistan, Sri Lanka
Regional context
South Asia is a fast moving and turbulent region with
strong demand for services from us and from our partners.
The region has a young population and growing middle class,
and there are over four million people in the UK of South
Asian heritage with powerful diaspora connections to the
region. The region is at the centre of an emerging network
linking countries of South Asia with the Middle East and Africa,
so we must work hard to maintain the UKs relevance to this
region. Nevertheless, the British Council plays a key role
supporting international stabilisation in fragile states which
supports wider UK efforts. Iran remains a closed society but
President Rouhanis government offers prospects for an
improvement in the UKIran relationship.
Our response is to:

Create opportunities for the UK to strengthen the
relationship with South Asia by sharing knowledge and
identifying opportunities for collaboration and partnership.
Invest in new digital products and services, as well as
opening and re-launching libraries.
Explore models for new ways of delivering in Iran and
develop new partnerships with UK organisations
interested in working with Iran.
Our priorities
Expand our reach and impact across key countries in the
region, including the successful re-invention of our physical
and digital libraries. In Iran, a new operational model will
grow engagement between UK and Iranian partners.
English is core to the UKs educational and cultural offer
to South Asia. It will remain our top business area priority.
To ensure that we can position the UK as a partner of
choice for South Asia, we will further invest in market
intelligence and research which we will share with UK
partners, particularly for India, which is of key interest for
UK government and partners.
More than 250,000 people in the UK engaged with

South Asias art through the British Councils
contribution to Alchemy the Southbank Centres
annual festival for showcasing the contemporary
arts and culture of South Asia.
In English and examinations we will develop new

approaches to help transform English language teaching and
learning across the region. We will reach out to disadvantaged
youth and girls through interventions and partnerships in
mobile and e-learning, particularly in English Skills for
Employability. We will restructure our examinations businesses
across the region to achieve greater efficiencies and better
customer experience.
In education our primary focus is on higher education (policy
dialogues, thought leadership, joint research links and student
mobility), international school partnerships and school
leadership and, through contract working, education reform.
Our society programmes have an emphasis on youth in the
region and have two main strands; governance and civil
society and social enterprise. Women and girls empowerment
is a cross-cutting theme and we look to embed this as a
priority in all our projects. We will continue to build our
contracts portfolio with a stronger focus on skills and
capacity building of civil society organisations.
We will strengthen UK collaboration with the region in the arts
and creative industries, supporting work in culture and
conflict, engaging audiences in high quality contemporary UK
culture, improving leadership and skills in the creative sector
and influencing cultural policy development. Re-Imagine India
will embrace two high-profile seasons of creative work
bringing together Indian and British partners and engaging
over 10,000 creative professionals and 30 million people.
We will invest in our library network in India, Sri Lanka,
Pakistan and Bangladesh, ensuring they are well integrated
across our programme areas. In Pakistan, we will re-open
libraries in Karachi and Lahore, to provide liberal spaces for
the exchange of ideas in a country that is under increasing
pressure from extremism. Across the region, we will re-launch
our libraries with improved premises, customer services,
up-to-date digital and print materials and a broader cultural
relations offer.
25,000 exchanges of academics, researchers, staff

and students creating stronger links for the UK with
India, the worlds fourth largest economy.
55
6.6 SUB-SAHARAN AFRICA

Sub-Saharan Africa: Botswana, Ethiopia, Ghana, Kenya, Malawi, Mauritius, Mozambique, Namibia, Nigeria, Rwanda,
Senegal, Sierra Leone, South Africa, South Sudan, Sudan, Tanzania, Uganda, Zambia, Zimbabwe
Regional context
Our priorities
Sub-Saharan Africa has a young population and growing

consumer class. Public and private sector investment is
increasing, providing a platform for sustained growth.
Growth is uneven across countries, inequality is rising and
unemployment continues to rise. Countries remain vulnerable
to economic shocks, social unrest and the increasing threat
from international terrorism.
Entrepreneurial Africa offers new ways for young

Africans to connect with the UK, creating businesses and
jobs. This programme will incorporate social enterprise, skills
for employability and creative entrepreneurs; and will engage
with the African diaspora in UK. The Newton Fund in South
Africa will link higher education institutions with the UK, and
strengthen opportunities for research and collaboration.
We will provide an innovative approach to international
scholarship management in partnership with Tullow Oil.
As the largest recipient of UK ODA, the client-funded contract

market for education, society, justice and governance work is
expected to remain strong.
Our response is to:

Our longer-term aim is to connect 200 million young Africans
to the UK and provide them with life-changing opportunities to
secure a safe and prosperous future for both Africa and the
UK by 2020, by:
Supporting entrepreneurs through skills, qualifications
and exchange with the UK.
Connecting students, scholars and academics to
information and study opportunities in the UK.
Improving the quality of school leadership, education
systems and assessment.
Connecting young Africans to enhanced English language
learning opportunities.
Improving stability in insecure and fragile states through
our work in justice, security and conflict prevention.
Inspiring young people in both the UK and Sub-Saharan
Africa to connect with each other in new and innovative
ways through the arts.
There is enormous potential for IELTS and school

examinations to grow in existing markets such as Nigeria
and South Africa, as well as developing markets such as
Rwanda and Sudan. We currently have six teaching centres
in the region Mauritius, Mozambique, Rwanda, Senegal,
Sudan and Tanzania. We have opened up teaching in Ethiopia,
and are assessing potential in Nigeria and Angola.
Connecting Classrooms, our schools partnership programme
with DFID, reaches thousands of schools and dozens of
national bodies in the UK and Africa, improving educational
outcomes and encouraging international awareness. We have
established 170 ICT hubs servicing 1,200 schools and two
million teachers and learners with a range of private sector
partners, including Microsoft and Airtel.
We manage large-scale education contracts with Ministries
of Education in basic education and English language
improvement in Tanzania, Ethiopia and Sudan; and will
create opportunities for UK education providers.
Our strong track record in good governance and civil
society programmes in difficult environments brings new
contracts in Sudan, South Sudan, and across the Horn of
Africa. We will focus on women and girls across all our work.
Connect ZA, and Nigeria Arts Programme in 2015, offer
seasons of UK work and collaboration. There will be a renewed
focus on East Africa through music and the visual arts. Voices
and Spaces will provide capacity building activities supporting
human rights, freedom of expression and social cohesion in
conflict affected countries in the region.
In 201415 we will bring 3.7 million to the UK

in board fees for examining bodies.
As part of Connecting Classrooms in 201314 we

issued over 1 million grants to 750 UK schools to
engage with their counterparts on global citizenship
and international learning across the region.
56
6.7 WIDER EUROPE

Wider Europe: Albania, Armenia, Azerbaijan, Bosnia and Herzegovina, Georgia, Israel,
Kazakhstan, Kosovo, Macedonia, Montenegro, Russia, Serbia, Turkey, Ukraine, Uzbekistan
Regional context
Our priorities
As the region where Europe meets Asia and the Middle East,
Wider Europe is important to the UK, the EU, Asia and the
Middle East.
We will reach more than 12 million people face-to-face and

digitally through an arts programme in all 15 countries that
will contribute to the prosperity of artists, the growth of
audiences and the enhancement of the UKs reputation for
innovation. We will provide access to higher level cultural
skills training in Azerbaijan, Kazakhstan, Turkey and Ukraine,
sustain long-term partnerships with cultural institutions and
ministries in Azerbaijan, Bosnia and Herzegovina, Georgia,
Israel, Kosovo, and Macedonia. We will grow audiences in
Turkey by expanding our work in eight Anatolian cities by
2020, and digital development of the arts and creative
economy programme in Russia, plus multi-country programmes
around Shakespeare Lives, Unlimited and World Voice.
One third of the total population of 350 million are under the
age of 24, born after the end of the Cold War. They are among
the biggest users of social media anywhere in the world and
are far more internationally aware and connected than older
generations. With many countries emerging from a period of
isolation, the ability of these young people to prosper will be
critical for the future success of their societies and economies,
as will their resilience against new forms of isolation.
While many are looking to develop new international
partnerships, some are becoming increasingly suspicious
of the rest of the world, and the RussiaUkraine crisis is
fuelling suspicion between East and West. The need and
opportunity for the UK to reduce the knowledge and trust
gap have never been greater. Engagement with Wider Europe
through education and culture, based on mutual benefit can
help to foster people-to-people links, break down stereotypes,
and contributes to building trust and promoting stability.
Knowledge of the English language opens up access to
international sources of information.
Our response is to:

Broker partnerships that enable institutions across the
region to draw on UK experience and expertise in the
pursuit of education reform, science and innovation,
EU accession, civil society development and the
employability of young people.
Support the training of English language teachers,
promoting UK examinations, showcasing excellence
through our teaching centres and teaching contracts
work and investing in new digital channels.
Share the UKs arts and creative industries and deliver
training programmes to develop cultural skills.
We aim to establish the UK as the go-to partner for science

and innovation, and for agencies wishing to reform or
internationalise higher education by continuing to run
large-scale partner-funded higher education and research
programmes; in Turkey and Kazakhstan through the Newton
Fund, in Israel through BIRAX and in Ukraine through a new
ODA programme. In Turkey we will also contribute to the
UKTurkey Year of Science and Innovation 201516 and the
GREAT Britain campaign.
We will share UK expertise and experience to enable effective
reform in skills, employability, social inclusion, gender
equality, and public administration for EU accession. We will
create opportunities for young people in the region and in the
UK to develop 21st century skills through entrepreneurship
training, volunteering, work placements and information about
international education opportunities.
We will promote English by exploring new teaching models,
looking for opportunities such as a Year of Language and
Literature in Russia in 2016, and re-opening an examinations
business in Russia. We will rationalise our platform and align
it with our work in education and society so that English
becomes an essential component of any reform programme.
By making the most of digital channels we will extend the
reach of our public education work and give every teacher
access to online and face-to-face teacher education courses
and resources.
We are working with the Government of Kazakhstan to roll out a new model of pre-course English for
300400 scholars each year who choose to study in an English-speaking country under the Presidents
Bolashak Scholarship Program. Scholars will be able to access up to six months full-time pre-course
English language training in Kazakhstan, delivered by the British Council jointly with a range of other
UK ELT providers.
7. PEOPLE AND
ORGANISATIONAL
DEVELOPMENT
The impact of the British Council relies on the quality, skills and expertise of our
people. We need to constantly evolve our culture and ways of working in order
to be effective at delivering transformation in the places where we work.
In 2011 we set out our ambition to:

Improve our global balance: re-shape the organisation so that more of our
global/specialist roles are located outside the UK.
Build on our talent and skills to provide the capability we need in partnership
working and digital solutions.
Keep equipping our people to understand and navigate cultural difference
and diversity which are central to our work in cultural relations.
Further develop our approach to leadership, mobility, global teams and
performance management.
We have made good progress, including:

A review of our global operating framework to ensure that we achieve our goals
of global balance and effective matrix working.
Developing programmes to refresh and invest in our global corporate services
to ensure they meet the twin demands of an expanded operation and our goal
of more transparent and effective reporting.
Continued investment in our graduate and intern schemes to introduce new
recruits across the network.
Introduction of a new senior management broadband structure (removing pay
grades) and revised deployment processes to enhance mobility between roles.
Development of new induction programmes to equip managers moving into
senior country roles for the first time.
Support to black and minority ethnic colleagues in the UK to help with
career development.
Development of a co-ordinated response to address the issues highlighted in
our 2014 employee survey.
Targeted work to ensure that we are continuing to support those working in
fragile states effectively.
Investment in core compliance and training to enhance our risk management
and operational control frameworks.
Development of major change programmes in teaching and examinations
to take advantage of advances in technology to enhance delivery of many
of our service offers.
Development of a new platform and governance structure for digital development.
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58
Looking ahead
Our priorities are:
Developing an increased capability and culture of working effectively with
UK partners to deliver partnered cultural relations across the British Council
global network.
Enhanced engagement, performance management and workforce planning to
support the culture of greater alignment and consistency in ways of working.
Continued work to increase international mobility and broaden opportunities for
national and locally appointed staff to maximise the diversity of our workforce.
Improved understanding and management of our customer base and markets
and enhanced customer service capability.
Continued development of the global operating framework to enable continued
improvements to our working practices, efficiency and value for money this
includes embedding standard frameworks and simple processes across our
corporate functions, our teaching and examinations operations and continuing
to develop our digital platforms to support effective working, manage risk and
improve resource allocation.
As agreed with the Foreign Secretary we are also moving to a digital first
offer in some EU countries and closing our on-the-ground presence.
Support to the One HMG overseas agenda to deliver cross-government
efficiencies on the overseas platform.
More transparency and sustainability in the economic model of the
British Council that enhances stakeholder understanding and transparency
of reporting and enables more effective decision making in support of the
British Councils goals.
Development of our technology and digital frameworks and platforms to
enable new products and service offers for our markets.
Embedding system and process changes to deliver the core management
data sets that inform better decision making reporting.
How will we know weve got there?

We will successfully implement the recommendations of the 2014 Triennial Review,
with a more transparent and open culture, an independent complaints process and a
transparent economic model with clarity on how we use earned surpluses. Our staff
will be more globally mobile, flexibly deployed to respond to opportunity for the UK
and to meet our needs as an entrepreneurial public service. We will be delivering
continued financial and operational efficiencies through improved procurement,
business systems and closer working with government partners. We will have a
sustainable global network of offices.
The work to improve the quality of our data and our financial transparency will
enable us to have improved understanding of our financial and non-financial
performance. It will also enable better global tracking of key management
information relating to early indicators such as absence levels and turnover metrics.
We will also conduct Engage 2015, a staff pulse survey to focus in more depth
on key issues highlighted among staff in 2014, and with a particular emphasis on
employee wellbeing.
Over four fifths of staff are locally appointed

and 60 PER CENT are women.
The British Council employs approximately

8,800 PEOPLE WORLDWIDE with teachers
being the largest single group.
59
In January 2015 over 100 UK higher education

institutions took part in a UK education fair in Thailand,
with an estimated 15,000 visitors. This supports over
6,000 Thai students currently in the UK.
In Turkey, Anish Kapoor in Istanbul was visited by
125,000 people. With a comprehensive visual and
narrative experience of the exhibition and the artworks,
we engaged another 75,000 digitally in seven cities, with
a further 2.2 million connecting through social media.
In South Asia, we deliver English language training to
Afghan army officer cadets, which supports the UKs
post-2014 military effort in Afghanistan.
8. PERFORMANCE
TARGETS
Measuring Impact
Our performance management and measurement of impact is guided
by our strategic framework presented at the outset of this plan:
We evaluate and measure our performance against our corporate purpose and
outcomes, to understand how our programmes change peoples lives and provide
value both to the UK and countries where we work. We measure scale by counting
the number of people who benefit and participate in our programmes and we assess
the quality of our work through customer surveys. To understand our impact in the
UK and overseas i.e. what happens to lives, trust and opportunity because of our
work we use project evaluation, our global impact survey and bespoke surveys
such as the Trust Pays research.
As part of our commitment to transparency, to our public purpose and

benefit to the UK we are in the process of reviewing and improving
our measurement systems. During 201516 we will:
Work with our stakeholders to develop our corporate level research and
surveys to provide a more rigorous assessment of how our work builds trust
and opportunity.
Work with the FCO to improve how we are evaluated by Heads of Mission.
Improve how we measure and report the value of our work to the UK.
Develop our approaches and targets to ensure a consistency of focus and
quality across our global network.
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Who we work with

We deliver products, services and programmes:
Directly to individuals and professionals, for example students, pupils and
examination candidates.
Directly to institutions, government and business, for example universities,
schools and colleges, museums and galleries.
BRITISH COUNCIL TO INSTITUTIONS,

GOVERNMENT AND BUSINESS
Universities and colleges
Schools
Arts and cultural organisations
Government and ministries
Private sector
International donors, foundations
Third sector, charities, social enterprise
PARTNERSHIP AND CASCADE
And more than ever, in partnership with organisations, brands and institutions
to extend our reach, for example working with community leaders to reach
into the heart of communities or through universities to reach and teach
their students.
BRITISH COUNCIL TO INDIVIDUALS

AND PROFESSIONALS
Preschool children
Schoolchildren
Students in higher/further education
Young professionals
Young researchers and academics
Artists
Teachers
Senior influencers and leaders in
communities, sectors and government
General public
Our work is often focused on young people in education and in their early careers
and with established leaders and influencers in societies to support and shape
education, cultural, and arts policy and practices. This contributes to trust, security
and opportunity in the UK and the countries where we work.
We work with people in the following ways:

Face-to-face: people participating in activity where they come into personal
face-to-face contact with others, including: teaching centre students,
examination candidates, teachers and leaders.
Digital social media and learning: through digital professional, educational
and English learner communities on social networks.
Exhibitions, festivals, fairs and performances: people attending
exhibitions, live arts performances, arts and education fairs, and festivals.
Digital and online: audiences to British Council digital arts, education and
English (including teaching and examinations) content through websites,
mobile devices and applications.
Broadcast and publications: people participating by watching, listening to, or
reading British Council produced or co-produced content in television series,
via radio, and in print.
As a result of this engagement our work cascades to many millions more, for
example our work to improved English in public education systems helps thousands
of teachers and education leaders, but through them benefits many millions of
learners in these education systems.
Participation targets to 201516

In 2011 we set out our targets for participation growth to 201415.
We are on track to meet most of those targets and to extend this
growth into 201516.
Face-to-face participation: we are exceeding projections set out back
in 2011 but as we plan for 201516 numbers are starting to reduce slightly.
This is due to a focus on digital growth attracting more people through the
next generation of MOOCs and digital online learning platforms.
We are also seeing some reductions in face-to-face participation, as we move
towards increased working with institutions and organisations, especially in
education and society work. The main types of people working face-to-face with
us include nearly four million teachers and students participating in our English
and education programmes and over three million examination candidates.
Of the people participating in our English and education programmes, this
includes 1.5 million young people learning languages through contact with
British Council Language Assistants, 0.5 million students and learners on
Erasmus+ scholarships, and 0.5 million people learning in our English teaching
centres in 50 countries worldwide.
Our social media engagement includes nearly 15 million people teaching and
learning English. TeachingEnglish Facebook is a rapidly developing site bringing
together over three million English teachers to share content, approaches and
professional experiences. In MENA there are three million people learning
English through LearnEnglish Facebook. New products also continue to grow
such as our MOOCs on the FutureLearn platform Exploring English: Language
and Culture and Understanding IELTS: Techniques for English Language Tests
with an anticipated 500,000 learners in 201516.
Exhibitions, fairs and festivals. We project that in 201516, 12 million people
will engage with us in this way. This represents growth beyond our original plans
at the start of the strategy period. This growth is supported in large measure by
recycling surpluses earned from our English work to support a vibrant global
arts offer. It includes over two million people participating in our international
education exhibitions and over ten million participating in seasons, festivals and
exhibitions like the UKMexico festival and Shakespeare Lives.
Digital: by 201516, with 23 million people in learning communities on our
social media sites and 118 million people projected to visit our websites
worldwide we will continue to strengthen our digital offer. This will allow us
to meet the ever growing global demand for English and digital learning,
bringing cultural relations to the digital world.
63
64
Traditional broadcast and publication audiences people who watch,

listen to and read our television and radio broadcasts and print publications.
The anticipated figures for these audiences have been revised below original
projections. The main reason for the lower growth is the rise in digital publication
instead of traditional printed documents. This channel includes television
programmes such as Word on the Street an exciting English language teaching
programme co-produced by the BBC which looks at how English works in
everyday life and presents lively aspects of young British culture. It is broadcast
around the world.
Participants in millions
Achieved
201112
Face-to-face
201213
Planned
201314
201415
201516
Previous
Revised
12.5
10.8
10.9
12
12.5
11.8
16
23
23
Exhibitions, festivals, fairs

and performances
9.5
12.8
11.6
12
12
Digital online audience
69
82
100
110
118
485
440
465
465
475
427
Digital social media

and learning
Broadcast and publication
Note: exhibition attendance is uneven due to major events that led to high volumes in some years,
(e.g. UK Now in 201213 which had four million attendees). The face-to-face target for 201516 is
12.5 million (rounded to 13 million). * Digital targets were not split between social medial and learning
and website visitors for the 201415 plan. Digital online audience includes people participating through
websites, mobile devices and applications. There is likely to be duplication between the channels shown
above, for example a single person could attend a teaching centre, visit an exhibition, engage in social
media and visit one of our websites and this participation would be counted in each of these channels.
The quality of our work

We measure the quality of our work in two main ways, and use this
insight to inform and shape what we do:
A customer satisfaction survey distributed at face-to-face events and online.
A net recommendation score which is a measure of the readiness of people
we work with to recommend others to work with us or to use our services.
Customer satisfaction
For 201516 our target for customer satisfaction is: 80 per cent for
paid-for services and 85 per cent for free services (out of 100)
We will maintain our customer satisfaction scores in line with prior years
performance. To reflect the different perceptions of our customers when using
our services we will distinguish between our paid-for services (teaching,
examinations and British Council Services for International Education Marketing) and
our free services where there is no charge to the participant or recipient. Customer
satisfaction scores above 80 per cent are considered to be good to excellent.
Net recommendation
For 201516 our target net recommendation is: +47 for paid-for
services and +65 for free services (from -100 to +100)
The Net Promoter methodology is widely used in retail, utilities and the private
sector and allows us to benchmark our scores externally. The net score is
calculated from advocates minus detractors, according to international benchmarks.
Net Promoter scores (NPS) can be as low as -100 (everybody is a detractor) or
as high as +100 (everybody is a promoter). An NPS that is positive (i.e., higher
than zero) is considered to be good, and an NPS of +50 is considered excellent.
These scores compare well with industry averages (from 12 for health insurance,
21 for travel websites, 27 for online entertainment, 30 for airlines and 40 for UK
universities) and with highly rated (star) brands such as Amazon at 69.11
Digital assessment: social media monitor

We have developed a social media monitor to provide a qualitative and real-time
assessment of our work through social media channels. It is made up of nine metrics
which cover the areas of reach, engagement and quality. All the metrics represent
industry best practice and include a range of elements such as brand, frequency
of posts and relevance of content. They include measures such as numbers of fans,
retweets, Klout and Facebook engagement scores.
To ensure a level of consistency across the network in 201516 we are piloting a
minimum overall score of 50 per cent combining reach, engagement and quality.
We will review this during the year to develop more ambitious targets.12

11
Satmetrix NPS Benchmarks 2013 based on a survey of 24,000 US adults.
Klout Score is a numerical value between 1 and 100. It is based on the size of a users social media
network and correlates the content created to measure how other users interact with that content.
12
65
66
The impact of our work

Understanding the impact of our work is essential. It helps us learn, develop and
improve our portfolio and is crucial to demonstrating our value for money to UK
taxpayers and organisations and to those we work with around the world. In line with
good practice we use a mixture of evidence, from quantitative analysis, qualitative
case studies and independently commissioned reports. At the top level we measure
impact through the IPSOS/MORI Annual Impact Survey.
Annual Impact Survey

We measure impact through an annual survey of the most influential people who
have taken part in our programmes and by external evaluations of the larger
programmes which we run with, or on behalf of, others. During 2015 we will pilot new
approaches to the Annual Impact Survey to further strengthen the evidence base.
We have also introduced separate targets for UK and overseas participants to
improve our reporting of impact in the UK.
In 201516 the targets for our Annual Impact Survey are:

Positive impact on participants professional lives: more than 90 per cent of
participants agree in the UK and overseas.
Positive impact on their organisation: more than 80 per cent of overseas
participants and 85 per cent of UK participants agree.
Positive impact on strengthened links with the UK: more than 80 per cent
of overseas participants agree.
These targets are in line with, or above, the targets set for 201415.
Trust in the UK
In order to measure the impact of our work on UK stakeholders we:
Survey over 1,000 influential UK stakeholders within our Annual Impact Survey
to assess the impact of our work on personal and professional lives.
Operate a Profile and Participation tracker to assess the extent of key target
audiences knowledge and appreciation of the value we bring.
In addition, we undertake bespoke research to augment our understanding of
audiences and impact. Research published in 2012 tells us that participation in
British Council cultural relations activities such as learning English, or taking part in
education or the arts is associated with a higher level of trust in people in the UK
(ranging from +15 percentage points in Brazil, Poland and Spain to +41 percentage
points in Turkey).
This increased trust links to greater interest in doing business with the UK (ranging
from +9 percentage point increase in Pakistan to +29 percentage point increase in
Russia) and a higher likelihood of recommending the UK as a place to visit, study, live
and do business compared with other international competitors.13
In 201516, we will continue to look at our measurement and targets, research and
monitoring, to ensure that we measure what matters and create the insights that we
need to assess and shape delivery, in particular around value for the UK.
Heads of Mission Survey

The FCO Heads of Mission survey has been carried out annually to obtain their
view of our performance and provide us with valuable feedback. There was no
survey in 2014 due to the extensive consultation on the 2014 Triennial Review.
In 201516 we will work with the FCO to ensure we have an appropriate survey
or consultation in place.
13
British Council, Trust Pays (2012) www.britishcouncil.org/organisation/publications/trust-pays
67
68
Other organisational goals

The target for our diversity assessment framework is: 8 out of 10
The British Council Diversity Assessment Framework is a widely admired and
externally validated framework to assess how well the British Council supports
equality, diversity and inclusion in all its functions and operations worldwide.
The framework consists of good practice indicators which demonstrate awareness,
leadership and sustained action to support and promote diversity, equality
and inclusion which are scored out of 10. We report against this tool biennially.
In 201314 our overall score was 6 out of 10 although over 30 per cent of
submissions scored 8 or higher. The target for 201516 is 8.
The target score on our environmental framework is: 4 out of 5

We are implementing a sustainable environmental action plan. In 201213 all our
UK offices maintained the International Standard for Environmental Management
(ISO14001). Overseas, we have an Environmental Framework which uses a 5-level
scale. In 201112 we set a challenging target of all offices achieving level 3 making
a difference. A total of 50 per cent of our overseas offices achieved this level in
201213. For 201516 the target rises to level 4.
9. FINANCE
The Corporate Plan financials are for 201516 only, pending the expected
Comprehensive Spending Review post the UK general election in 2015, which
will shape the British Councils core government grant for 201617 onwards.
Income
Total income is projected to reach 971 million by 201516:
Our FCO grant will be 164 million, six per cent higher than in 201415.
This is due to an additional 10 million ODA funding for 201516.
Earned income is planned to increase to 807 million which is eight per cent
higher than 201415, but slower growth than forecast for 201415. Earned
income will be 83 per cent of total income by 201516.
Growth rate
201415 to
201516
201314
201415
201516
Growth rate
201314 to
201415
FCO grant
161
154
164
(4%)
6%
Earned income
669
748
807
12%
8%
Total income
830
902
971
9%
8%
in millions
201314 is based on period 14, 201415 is based on Q2 Forecast adjusted, 201516 is based
on Business Plan.
69
70
British Council financial plan

Total income is projected to increase by eight per cent in 201516. Within this there
is projected strong growth for teaching, examinations and contracts (at nine per cent,
ten per cent and 11 per cent respectively), but flat growth for partnership income
and a decline in other paid services.
Growth
201415 to
201516
201314
201415
201516
Growth
201314 to
201415
FCO grant
161
154
164
(4%)
6%
Teaching
181
189
206
4%
9%
Examinations
281
300
330
7%
10%
Partnerships
40
61
61
53%
0%
Contracts
136
160
178
18%
11%
Other paid services
28
37
31
32%
(16%)
Bank interest
(67%)
0%
Income
830
902
971
9%
8%
Contract expenditure
117
134
154
15%
15%
Direct costs
543
601
644
11%
6%
Operating costs
660
735
798
11%
8%
Platform costs
127
139
142
9%
2%
Total costs
787
874
940
11%
7%
Gross surplus (deficit)
43
28
31
(36%)
35%
Investments
(including capital)
56
56
45
Depreciation and
other adjustments
(9)
(9)
(16)
(19)
(5)
in millions
Net surplus
201314 is based on period 14, 201415 is based on Q2 Forecast adjusted, 201516 is based on
Business Plan.
Expenditure
Operating costs are planned to increase from 735 million to 798 million between
201415 and 201516, growth of eight per cent which is consistent with the
projected income growth.
Within this, contract expenditure is projected to increase by 15 per cent to
154 million and direct costs by six per cent to 644 million.
Platform costs (premises, infrastructure and support staff) are projected to increase
by two per cent to 142 million, equating to 15 per cent of total costs (compared
with 19 per cent in 2010).
A key factor influencing our cost base locally is the new legal status which we are
implementing for some of our overseas operations. As part of this, as we agree new
legal status of operations overseas our cost base has increased through payment of
local taxes above previous projections. We are also reclassifying expenditure in our
income and expenditure account. Our reclassification results in moving expenditure
previously included in investments into business as usual costs, providing a more
accurate representation of our overall cost base.
We continue to focus on efficiencies and value for money to the UK taxpayer.
We are managing key projects to drive efficiencies across our business support
services, teaching and examinations businesses and overseas network and we
continue to work with government partners in support of the One HMG overseas
agenda to deliver economies of scale through improved co-ordination of the
overseas platform.
Investment
In 201516 our investment programme will promote business growth, increase our
impact, reduce costs and increase the effectiveness of our operating platform and
support services. Continuing reinvestment of earned surpluses in essential upkeep
and maintenance of key buildings and teaching centres, assuring the security and
integrity of core business systems and developing our English learning platforms,
particularly for more challenging environments.
We are planning an investment programme of up to 45 million in 201516 to
strengthen our cultural relations activities and programmes. This investment is
almost entirely financed by surpluses from our paid-for services.
71
72
The diagram below illustrates the key delivery areas for 201516, grouped into
our three main delivery areas plus cross-cutting projects such as the GREAT Britain
campaign and Shakespeare Lives. For each of the main workstreams we describe
the main outcome from our work and then show the scale of activity based on
direct operating costs. This is funded by the FCO grant (dark blue circles), by earned
income from customers, clients and partners paying for services (grey circles) or
by reinvesting surplus earned through our teaching and examinations activities (light
blue circles). For example, arts showcasing has approximately 5 million funded by
core grant, around 5 million from sponsorship and partners and around 5 million
funding from British Council earned surplus, reinvested into our arts programmes.
Activity
Outcome
Alignment with UK government

GREAT Britain campaign and
other UK high impact priorities
Delivering UK priorities through

flexible funding.
Arts
Arts showcasing
More diverse and larger audiences

around the world have access to UK
arts and culture.
Culture and developing

economies
Meeting international development

commitments through arts and culture.
Arts professionals and cultural

institutions
Supporting professional infrastructure

development using UK expertise.
English
English language assessment
(Aptis, ESOL, IELTS)
Achieving English language qualifications

for study, life and work.
Distribution of UK professional,
university and schools
examinations
Getting UK qualifications for study, life

and work.
English for educations systems
Improved English teaching and learning.
Face-to-face blended English
Improved English skills and confidence

leads to more opportunities to study
work and develop.
Scale of activity
Activity
Outcome
Scale of activity
Bilingual schools

and develop.
Digital and self-access learning

and develop.
Education and Society

Higher education
Strengthening international education

and partnership. Increased access
to education.
Erasmus+
Access to European practice, education

and research for young people and
students.
Science and research
Improved international science and

research collaboration and public
engagement.
Skills
Enhancing the skills and employability

of young people.
Schools
Enriching the quality of education

in schools.
Civil society (including sport

and governance)
Improving governance, sustainability

and accountability.
Rule of law and access to justice
Strengthening the rule of law and access

to justice.
Social enterprise
Increased employability and sustainable

enterprise.
Women and girls empowerment
Women and girls participate and benefit

from social change.
Equivalent to approximately
5 million of activity funded
by earned surplus
5 million of activity funded
by core grant
This analysis is work in progress based on estimates

from an ongoing operating plan and is likely to be
updated before the plan is finalised.
5 million of activity funded by
earned income
Semi circles are equivalent

to less than 3 million
Circles are based on funding to the nearest 5 million

(rounded). Analysis excludes investment, platform and
corporate costs.
73
74
Developing and embedding our mixed

economy entrepreneurial public
service model
english and
examinations
education
and society
arts
developed
countries
Surplus earning
emerging
economies
developing
countries
FRAGILE
STATES
SUPPORTING/
ENABLING
SERVICES
Surplus earning
plus additional
funding from
surplus, grant
and partnership
Partial recovery
plus additional
funding from
grant,
partnerships
and surplus
Funding required
from surplus,
grant and
partnership
Funding required
from surplus,
grant and
partnership
Funding required from surplus and grant
Grant in aid
In general red shows activity that requires funding, green shows work that generates a surplus and amber
shows activity that can partially recover its costs (partial recovery). Arrows show the flow of funding
throughout the organisation. In ODA countries we use grant to fund English for education systems work
and associated delivery projects in developing countries and fragile states (for example British Council Life
Players in Sub-Saharan Africa).
Our mixed economy model means that as is the case in large parts of the modern
economy we have increasingly multi-dimensional relationships with our partners,
other providers and stakeholders: sometimes we are a convener, sometimes a
collaborator, sometimes a promoter and sometimes a provider of services.
To make this model work the British Council is reliant on a range

of different funding and income sources. These include:
Fees from customers, where there is a willingness and ability to pay for
our services.
In other cases, where an end customer paying is not appropriate but the
activity is still desirable in terms of its cultural relations impact, we will use as
appropriate: bidding competitively for contracts, re-investing surpluses we have
generated elsewhere, sponsorship, partnership or co-funding and only where
legal, appropriate and unavoidable consider the use of UK government grant.
Whatever the funding model, we will always look for opportunities to partner with
relevant UK organisations in designing our programmes and in responding to client
requests for commercial and contract proposals.
The economic model opposite shows how we deploy different sources of funding
to support the different economic parameters of different sectors and geopolitical
contexts to maximise impact for the UK. It demonstrates how the British Council
reinvests earned surpluses. This model in part responds to a declining grant-in-aid
and the UKs commitment to ODA, but it also promotes enterprise, innovation,
customer and market responsiveness and partnership working in pursuit
of economic, social and cultural value we call this model entrepreneurial
public service.
The principles of our entrepreneurial public service model are:

Setting aside 20 per cent of available earned surplus after reserves to support:
arts programmes (ten per cent of available surplus)
key UK high impact priority cultural relations programmes to respond to
government priorities (ten per cent of available surplus).
Reinvesting 80 per cent of available earned surpluses after reserves in line with
our investment priorities.
In 2015 we will continue to develop financial systems, reporting and the clarity of our
economics: setting out the way we earn and use resources to provide greater clarity
and transparency on the paid-for services and funded aspects of our work.
75
76
Official Development Assistance

We continue to contribute to the UKs international development targets through
the government grant. The proportion of our resource grant which we are required
to spend as part of the UK governments aid commitment will go up to 69 per cent
by 201516. Our targets for ODA will increase from 95.9 million in 201314 to
112.7 million by 201516.
British Council FCO grant and ODA

201314
201415
201516
Growth rate
201314 to
201415
Growth rate
201415 to
201516
FCO grant
161
154
164
(4%)
6%
ODA target
96
100
113
4%
13%
60%
65%
69%
9%
6%
in millions
ODA target as
a percentage
of income
Looking forward, it will be increasingly important to find new ways to manage and
maintain work in countries which are targets for UK exports and prosperity, but
which do not count towards the UKs ODA targets. Demand for UK culture and
expectation of the UK are high in many of these countries notably Canada, Australia,
New Zealand, the USA and many EU states. These countries are important to the UK,
but given several are English-speaking and offer little opportunity for UK-backed
English teaching or examinations, these are particularly challenging to support with
less grant, more of which is ring-fenced for ODA. There is also a significant longerterm risk that a number of large countries which are currently on the OECDs
Development Assistance Countries list notably India, China and Brazil will soon
achieve a level of development which leads them to be reclassified and removed
from the ODA list. This would have a very major impact on the British Councils
economics and ability to work in developed countries. Our funds for activities
which are not directly contributing to international development have reduced
from 89 million in 201112 to 51 million in 201516.
78
All enquiries or requests for further information to:

Strategy, Performance and Insight
British Council
10 Spring Gardens
London
SW1A 2BN
+44 (0)20 7389 3014
spi@britishcouncil.org
British Council 2015/E440

The British Council is the United Kingdoms international organisation for cultural relations and educational opportunities.

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CORPORATE

1. CONTEXT AND PRIORITIES

2. WORKING WITH AND FOR THE UK

4. ENGLISH AND EXAMINATIONS

5. EDUCATION AND SOCIETY

6.2 east asia

6.3 EU EUROPE

6.4 MIDDLE EAST AND NORTH AFRICA

6.5 SOUTH ASIA

6.6 SUB-SAHARAN AFRICA

6.7 WIDER EUROPE

7. PEOPLE AND ORGANISATIONAL

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Chief Executive Ciarn Devane meeting school principals in Cairo, Egypt.

The British Councils purpose

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The British Councils status

In 2014, as part of our work on the Triennial Review (described later),

Recognise in all we do, that we are a UK public body

Ensure everything we do fits directly and clearly

Deliver benefits for both the UK and overseas

Focus our work on activities that build on and

Seek to build value and opportunity for our UK sectors

Ensure we are open and transparent in our operations,

Meet the fair trading requirements of UK

Benefit for the UK and the countries

Our experience tells us that our UK stakeholders and partners,

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EDUCATION AND SOCIETY

Enhanced UK leadership of and shared learning

Societies whose young people, citizens and

Support to young artists

Science and research.

WHO WE WORK WITH

Students in higher and further education,

Universities, colleges and schools; arts and

Global context: the state of the world

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Our response to the global context

British Council Priorities

In a globalised, competitive world the UK needs a first class

The review also challenged the British Council to work

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Key initiatives to address the

Greater alignment with the priorities of the FCO, Whitehall departments,

A senior level lead for each government department and UK devolved

Transparency and accountability

We are reviewing the membership, terms of reference and the appointments

Perceptions of fair competition and handling of inherent conflicts of interest

A new fair trading policy, together with an associated complaints procedure,

Including a decision making framework to guide staff in sharing opportunities

The FCO commissioned the management consultancy firm EY to evaluate

1. Have further grown our reach and impact, which:

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This means we will help UK individuals and institutions to contribute to change

3. Be efficient, effective and transparent, through:

Delivering our priorities for 2015 onwards

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Response to the 2014 Triennial Review: we will publish our comprehensive

Looking out to 2020

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Some of the key priorities of our UK government stakeholders that

Invest in skills and higher

Higher education strategy

1. CONTEXT AND PRIORITIES

2. WORKING WITH AND FOR THE UK

4. ENGLISH AND EXAMINATIONS

5. EDUCATION AND SOCIETY

6.2 east asia

6.3 EU EUROPE

6.4 MIDDLE EAST AND NORTH AFRICA

6.5 SOUTH ASIA

6.6 SUB-SAHARAN AFRICA

7. PEOPLE AND ORGANISATIONAL