Write a briefing document that provides an organisational profile for the National Portrait Gallery, outlines how the National Portrait Gallery is governed

BRIEFING DOCUMENT (2500 WORDS)

ASSIGNMENT QUESTION

Task one:

Write a briefing document that provides an organisational profile for the National Portrait Gallery, outlines how the National Portrait Gallery is governed, establishes its objectives, sustainability performance and how it operates financially. (1250 words)

ASSESSMENT CRITERIA:

• Knowledge and understanding of how the National Portrait Gallery is structured, governed and managed.

• Knowledge and understanding of objectives, trends, sustainability projects and the financial operations at the National Portrait Gallery.

• Ability to demonstrate referencing, a bibliography and effective communication 

Assignment outline: 

• Provide an overview of the history of the National Portrait Gallery.

• Identify the strategic objectives of the National Portrait Gallery including key data from the latest Annual Report including any pertinent trends they follow. 

• Outline how the National Portrait Gallery is improving its sustainability.

• Acknowledge how the organisation operates financially. 

• An overview of corporate governance is required, together with an evaluation as to how the National Portrait Gallery is governed, how it establishes its objectives and whether it adheres to the standards of good corporate practice.

• Brief Evaluation / Conclusion.  

Task Two 

Within the same briefing document identify the key stakeholders of the National Portrait Gallery, then using relevant theory evaluate the level of impact these stakeholders can have on an organisation (1250 words)

ASSESSMENT CRITERIA:

• Knowledge and understanding of the key stakeholders at the National Portrait Gallery

• Ability to establish and evaluate the impact of key stakeholders using mapping model

• Ability to identify current issues that may impact key stakeholders

• Ability to demonstrate referencing, a bibliography and effective communication 

Referencing, bibliography and effective communication

Assignment outline:

• Definition of a stakeholder.  

• Classify and map the key stakeholders of the National Portrait Gallery.

 • Provide a synthesis of theory to demonstrate the degree of interest and power that any stakeholder can have.

• Evaluate the interest and power of key National Portrait Gallery stakeholders.

• Identify any current issues that may impact the key stakeholder’s interest and power. 

• Brief Evaluation / Conclusion. 

Referencing, bibliography and effective communication

Additional Information:

• You are required to complete the task in the form of a briefing document.

• Apply relevant evidence and data to substantiate your discussion.

• Use clear expression (grammar, spelling, syntax and punctuation).

• 2500 word allowance. 

• Include a bibliography/reference list containing a variety of different sources that you have researched independently. 

Sample Answer

Briefing Document: National Portrait Gallery

Task One: Organisational Profile of the National Portrait Gallery (Approx. 1250 words)

1. Overview of the National Portrait Gallery

The National Portrait Gallery (NPG), located in London, is one of the UK’s most respected cultural institutions. It was founded in 1856 with the aim of collecting portraits of historically important and famous British men and women. It was the first gallery in the world to focus solely on portraiture.

The gallery’s mission is to promote the appreciation and understanding of British history and culture through portraiture. Its collection spans centuries, featuring paintings, drawings, photographs, and sculptures of people who have shaped the nation’s history, from monarchs to musicians, scientists to sportspeople.

2. Strategic Objectives and Key Trends

The NPG’s strategic objectives are publicly outlined in its Annual Report. As of its most recent version, the following goals are prioritised:

• Inspiring People: Increase public access and engagement with art.

• Collection Care: Preserve and expand the portrait collection.

• National Programmes: Work with communities and regional galleries across the UK.

• Learning and Inclusion: Offer inclusive educational programmes.

• Digital Strategy: Improve digital access and online exhibitions.

• Financial Sustainability: Increase self-generated income and efficient use of resources.

A key trend the NPG is currently addressing is the growing demand for digital accessibility and inclusive representation. Following its three-year refurbishment (2019–2023), the Gallery reopened in 2023 with a rehang that reflects a more diverse and contemporary Britain. Another trend is the integration of wellbeing-focused art programmes, reflecting the rising importance of mental health in cultural engagement.

3. Sustainability Performance

Sustainability is an important part of the NPG’s operations. The organisation has developed plans to reduce its carbon footprint and ensure more environmentally friendly practices.

Key sustainability measures include:

• Energy Efficiency: During the recent refurbishment, energy-saving systems such as LED lighting, improved insulation, and better climate control were installed.

• Green Transport: Encouragement of cycling and public transport for both visitors and staff.

• Eco-Friendly Materials: Sustainable sourcing in exhibition materials and gift shops.

• Waste Reduction: Increased recycling and less single-use plastic.

The Gallery also partners with Arts Council England, which promotes environmental reporting and planning as part of funding agreements.

4. Financial Operations

The National Portrait Gallery operates as a non-departmental public body, sponsored by the Department for Culture, Media and Sport (DCMS). This means it receives government funding but remains largely independent in day-to-day decisions.

Its income comes from:

• Grant-in-aid from the government.

• Self-generated income, such as ticket sales, café/shop profits, and event hire.

• Donations and sponsorships, including support from corporate partners and private donors.

• Fundraising campaigns, especially for exhibitions and major projects.

The Gallery maintains annual financial statements, which are audited and published for public transparency. It is a registered charity and is required to meet financial rules under the Charities Act 2011 and other government regulations.

5. Governance and Management Structure

The NPG is governed by a Board of Trustees, appointed by the Prime Minister. The Board is responsible for setting strategic direction, approving budgets, and ensuring the Gallery meets its objectives. They work closely with the Director, currently Dr Nicholas Cullinan, who manages day-to-day operations.

The governance structure includes:

• Trustees with expertise in culture, finance, education, and business.

• Committees that focus on areas like audit, ethics, and acquisitions.

• Senior Leadership Team (SLT) responsible for operations, learning, marketing, and fundraising.

The NPG follows principles of good corporate governance by:

• Maintaining transparency in decisions and finances.

• Engaging in risk management.

• Meeting diversity and inclusion targets.

• Aligning with the Charity Governance Code and the Nolan Principles of public service.

Conclusion (Task One)

The National Portrait Gallery remains a vital cultural institution that adapts to social and technological change. Its strategic aims balance heritage, education, access, and sustainability. With strong governance, public funding, and community focus, it plays a leading role in preserving Britain’s history while remaining relevant for future generations.

Continued...