ART SPONSORSHIP MANAGEMENT TOOLKIT
The BASA Art Sponsorship Management Toolkit is designed to develop a company's capabilities to plan, manage and executive more effective art sponsorships. In this way, enhanced sponsorship management practices can provide a business with a set of distinct capabilities that offer an additional source of competitive advantage. The toolkit will improve the skills and expertise of a company's sponsorship management team, which can help set a company apart from its competitors. The research is funded by UNESCO and the National Lottery Distribution Trust Fund, and the workshops supported by BASA Members, Hollard and Artinsure.
Anne talks about the benefits and tensions of co-operation between cultural organisations in the interests of public engagement and audience development. Partnership working is a crucial competence for progressive 21st century organisations, and many of us are now working together to make a case for our collective impact, to create a joined-up audience offer, share vital resources, and attract alternative forms of investment. Anne will talk about real-life examples to provoke some discussion about the mechanisms and conditions required for successful collaboration, as well as the very real and demanding challenges.
The XIX century building that now hosts Maison des Metallos (MdM) was a former music instruments factory, and then became headquarters of the Union Fraternelle des Métallos, a situation that lasted for 60 years and that left an important legacy in terms of place identity. Since the Union left in 1997, the building was run by a committee of inhabitants of the neighbourhood, who occupied it because they felt it was part of local identity. They were concerned about the forthcoming gentrification, which was starting at that time in the former working class neighbourhood. This sense of belonging of the local community had an important role in pushing the municipality of Paris to buy the venue, but also created at first some tension with the occupants as the city decided to convert it in a cultural venue run by an appointed director, that opened in 2007. So the first audience “issue” that MdM had to face, was to find the way to involve and resolve this tension. The relationship with the associations and former occupants took time to be reconstructed, but it’s today an important part of the identity of MdM and of its relation with the neighbourhood.
To stay relevant to changing communities, many arts organizations have been developing engagement programs — that is, programming designed to reach more and different people and involve them more actively in how art is made and experienced. While engagement efforts are often episodic or separate from an art organization’s core programming, in late 2013 a group of 10 arts nonprofits across California set out to make engagement central to their identities as part of the New California Arts Fund. To do this, they pursued transformations in their programmatic, organizational, and business models. This evaluation documents their achievements and challenges, and provides considerations for arts organizations and funders interested in reaching ethnically diverse and/or low-income communities.