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.
This case study originally released in 2011 describes how the Steppenwolf Theatre Company has addressed the vexing problem of falling ticket subscription rates by developing deeper relationships with both subscribers and non-subscribers. To that end, it launched an experiment centered on promoting a dialogue among audience members and the artists about the process of creating theater. Audience members took part in nightly post-show discussions, attended special thematic events and were offered access to a rich selection of online content—including videos, podcasts, blogs, articles and slide shows—in which the artists talked about their work from a variety of perspectives.
The result: During a two-year period, many audience members who used to attend only one performance per season bought tickets to two, three or more shows. At the same time, the relationship-deepening initiatives had the added benefit of supporting high subscriber renewal rates.
This report is part of a set of case studies and reports looking at the efforts of arts organizations that received Wallace Excellence Awards to reach new audiences and deepen relationships with current ones.