Americans for the Arts

Jeff Hawthorne

In an earlier blog post, Monograph author Katherine Mooring pointed out a quote that I too found thought-provoking. It’s from Bob Speltz, Director of Public Affairs for The Standard (an insurance and finance company in Portland, Oregon) making an important comment on intergenerational changes in corporate leadership:

“Doing it ‘the old way’ is not an option,” he says, “and it will require a very different set of skills for arts administrators to appeal to new leadership and the people who work around them.”

To establish and nurture stronger relationships between businesses and arts organizations, Speltz advocates for arts leaders to be more proactive about meeting with corporate decision-makers – but not to start off with soliciting a contribution. “Understanding what [businesses] are looking for in community partnerships” is key, says Speltz, and having these discussions can help arts organizations collaborate “in intelligent and innovative ways.”

I think most arts executives and fundraising professionals are well aware of the need to cultivate their corporate prospects methodically, and remember to reach out to their corporate donors when they’re not asking for money. Yet apparently it doesn’t always happen, so we need to be reminded. And while Speltz notes that it can be invaluable for arts organizations to simply listen to the needs of the business, I suspect many of us could spend more time and energy taking what they hear from a business and considering new innovative partnerships that can meet the needs of both the company and the arts organization.

Emily Peck

In 1968, 7,000 companies were asked how much they give to the arts and why they give to the arts.  In the original BCA Survey of Business Support of the Arts which was conducted in partnership with the National Industrial Conference Board we learned that businesses give to the arts to improve corporate image, improve sales and services, aid employee recruitment, attract other industries to the area, encourage tourism and benefit employees, community and society.

Sound familiar?

In the current study, many of these same reasons still resonate with the business community.  79% of businesses say that the arts increase name recognition while 74% say that the arts offer networking opportunities and the potential to develop new business.  66% say that the arts stimulate creative thinking, problem solving and team building.  While half agree that arts support has the potential to increase their bottom line and slightly fewer believe that the arts can offer special benefits to their employees and that the arts can help recruit and retain employees.

Wally Hurst

The survey revealed many reasons that businesses do and do not support the arts. One of the main reasons given for support by business owners is that “it’s a good thing to do”. Those of us working in the arts know this, too – that is the reason many of us left other endeavors to work in the arts, often at a substantial cost personally.

To understand why businesses give to the arts is a clarion call for those of us in the arts to reach out to businesses and find out which of these reasons motivates them to support the arts in their community.

We as an arts community need to understand what it is that each business wants from our relationship with them – and then try our hardest to give it to them.

If they need recognition, give them as much as you can. Offer them plaques, employee nights, employee discount programs, advertising and public service announcements with their names all over them. When in doubt, ask them what they want. One of our sponsors likes to have their employees over for a holiday dinner and show. If that means we feed 90 people and give them free tickets for a show, that is what we do. If it means, on the other hand, that we only mention them in the posters and the front of the program and make their employees pay for their tickets, that is what we do. And if they want to be anonymous and just get a few comps, we do that too.

If they want to support educational initiatives, let them know all about your educational programs – and how they can sponsor them. All of us in the arts are teachers, and we are all responsible for at least the informal education of children and adults – and most of us have formal educational programs, too. Personally, I have found the “easiest sell” to business is the educational programs we have for young people. They all want to be associated with those programs, it seems. If we make our educational programs functional and attractive enough (publicity helps), businesses will be lining up to support them.

For businesses supporting the arts, the survey revealed another truth: that businesses give where they have an existing relationship.

Katherine Mooring

As we continue to move forward with fresh ideas, I am energized by the reminder that “Doing it “the old way" is not an option.”

Last year, thanks to a partnership with Farr Associates in High Point, NC, we were able to send five local executive directors to participate in Farr’s Mastering Leadership Dynamics™ Program, a five day program for mid to senior level executives. The program is designed to help executives master the dynamics of awareness, actions, and outcomes in order to deliver effective and sustainable leadership practices that maximize workforce performance. For us, the especially cool thing was that the majority of participants are from the corporate sector, so it gave our cultural leaders incredible access and exposure to peers from the for-profit world. Over an intensive five-day period, attendees not only improve their own skills, they also develop new relationships and enhance their understanding of the issues, worries and concerns on the minds of those we would ask for support. We’ve received overwhelmingly positive feedback from the first round of participants, and are in the process of scheduling at least four others for the current year.

Finally, in the Spring of 2010, we launched our own leadership development initiative, designed and led by a wonderfully creative and insightful (and slightly unorthodox) facilitator and coach in our community, Angelina Corbet. Lead with Intention© targets mid-level professionals in the cultural sector with high potential to move into a chief executive (or equivalent) role.

Wally Hurst

For businesses not supporting the arts, the survey revealed another truth: that businesses give where they have an existing relationship. These businesses have a relationship with another charity that has their attention – and their funds. How does an arts organization break into that circle? By doing what you’re already doing – and by doing it well, and by making sure the decision-makers at that company know about it. Keep asking nicely, and show them what they can achieve by supporting your program(s), and see where it goes. We asked one company for years to support us, and after a while a new management person with an interest in the arts convinced his boss to listen to us – and we now have a relationship with that company and its support. It’s a process of education and tenacity.

For businesses with limited resources, suggest smaller ways to help, such as a partial sponsorship. And for those with talents or materials that you need, suggest an in-kind gift. For instance, we have a local sandwich shop that we give a full-page ad in our program to every year. In return, they feed our actors for our school-day matinee days, about 4-5 times a year. We all win.