The role of boards in this mess/opportunity?....

[Emma Courtney]

Hi all - I know we're all sick of hearing the ubiquitous US model but seriously - http://foundationcenter.org/pnd/news/story.jhtml?id=289800010 / http://www.nytimes.com/2010/03/27/arts/music/27gift.html

 

From where I'm sitting I can't see many UK board members getting up and putting their money where their mouth is and this is where the 'philanthropy culture' must surely start - we simply can't ask anyone else to invest money if we're not prepared to ourselves - don't get me wrong - I know board members give up valuable voluntary time and contribute strategic expertise etc I also know the majority of people on culture boards don't have much money but my experience is that in general most arts boards are horrified at the thought of having to sully themselves asking for money from individuals and most UK arts organisations either don't know where to find them or simply don't want the wealthy indviduals involved - what are we afraid of?

 

I also don't see why every UK arts board member shouldn't donate something to the organisation (anonymously if more appropriate and certainly within their means) so they are in a viable position to ask other people to do the same - this might be £30, £300 or $30,000,000 (can you hear us Ann Ziff?!) - it's commitment that counts.

 

Show me the money!

 

Would love to know your views/experiences..

 

Emma (Board member of Border Crossings)

 

PS - some further reading...

http://www.zimmerman-lehman.com/fundplan.htm

http://www.axi.ca/tca/mar2003/toolshed_1.shtml

http://www.fundraisingsuccessmag.com/article/success-fundraising-starts-with-board-directors-408423/1

http://www.grassrootsfundraising.org/magazine/bod_boardandfr.html

http://www.profitquests.com/ArticlesBoardFundraising.html

http://www.hurwitassociates.com/l_fundraising_trustees.php

 

[Sarah Kennedy]

I think this is a good point, a great way to engage as you make a financial investment as well as a social or an emotional one. This could be the way forward for Public Engagement (I see the national campaign has been postponed by the Arts Council after the cuts) but the public would need to a) be led by example, not a 'do as I say not as I do' approach, and b) given a clear and transparent offer so they could see a return on their 'investment', i.e. valuable work experience/reference, career-change, self-improvement, empowerment, pay-it-forward etc. Also by levelling the status of people involved in this way as everyone has made an investment, would this foster a collaborative feeling and shared desire to become ambassadors and fundraise without feeling like you're shaking a bucket or charity tin?? Or have I just got some rose tinted specs on?! It's all new territory for the reserved Brits I think...

[Roger Tomlinson]

From working in the US I would worry considerably about switching quickly to arts organisations being reliant on philanthropy. "Reliant" is the key word here, since it means engaging with a wide range of the public either as individuals or people making corporate decisions, and getting them to value what the specific arts organisation does and getting them involved in planned giving.
However, I do think arts organisations need to be in a stronger relationship with the public as their champions and fans, remembering there are some people who will support them who may not be core attenders.
But that relationship with the public is necessary. And as a start Boards need to lead by example, and in an un-British way, wear their heart on their sleeve and boast about their commitment to supporting "their" arts organisation.

Roger

[jessica stockford]

Good thread Emma.
Recent research in the Arts & Business Private Investment in Culture Survey 2008/9 showed that organisations whose boards 'gave' were twice as likely to be successful in raising funds from other individuals- reflecting how the act of giving compels others.
Trusts and foundations are also becoming interested in the level of board engagement - notably the Kresge Foundation who asks for full board giving from any organsation it makes a grant to.

Board and board members assume 'giving' to involve serious sums, but it should be proportionate and thoughtful... an annual £50 gift from a board member who is on the mimimum wage is incredibly generous, for a hedge fund manager this should look more like £5000.
'Giving' might also include refusing comps for shows, regularly buying merchandise or work from your organisation, buying someone you know a friends subscription as a gift, not claiming expenses and, importantly, being generous with contacts and opening doors to others.

One small national organisation with a turnover of just over £250K recently told me their Board claimed nearly £7k expenses each year.

The most important thing for a board before any of this can happen is for a board to be engaged, inspired and stimulated by the work of the organisation. It will need access to the right tools to be able to advocate effectively to others. This includes being properly plugged into the fundraising strategy!

This is a place where those working with a board can make a difference - making it as easy as possible for board members to get, retain and use this information with impact and to the right audience.

I'd also love to hear more about what has worked well as Arts & Business is building up case studies on board engagement.

Jessica Stockford, Head of Board Development, Arts & Business

[Roger Tomlinson]

I agree with where you want to go Jessica, but for many arts organisations, especially those formed as "Trusts" to "arm's length" them from local authorities and other funders, this is a complete change in philosophy for the Board. If the Board was formed to be accountable to others for the public funding, to help the staff with advice and consideration of policy and strategic options, it was quite possibly not recruited to be supporters or even "friends" of the organisations. I have seen local authority councillors in their role as Board members seek to make decisions not in the best interests of the organisation.

The whole issue of expenses is an interesting one for many Boards, since the Charity Commission seems to accept payment of expenses and in some cases fees for Board roles. Board members don't seem to recognise that they are taking from their charity.

To go down the Jeremy Hunt route to US style philanthropy requires some very big changes in thinking amongst Board members about their role and purpose.

Roger

jessica stockford said:

Good thread Emma.
Recent research in the Arts & Business Private Investment in Culture Survey 2008/9 showed that organisations whose boards 'gave' were twice as likely to be successful in raising funds from other individuals- reflecting how the act of giving compels others.
Trusts and foundations are also becoming interested in the level of board engagement - notably the Kresge Foundation who asks for full board giving from any organsation it makes a grant to.

Board and board members assume 'giving' to involve serious sums, but it should be proportionate and thoughtful... an annual £50 gift from a board member who is on the mimimum wage is incredibly generous, for a hedge fund manager this should look more like £5000.
'Giving' might also include refusing comps for shows, regularly buying merchandise or work from your organisation, buying someone you know a friends subscription as a gift, not claiming expenses and, importantly, being generous with contacts and opening doors to others.

One small national organisation with a turnover of just over £250K recently told me their Board claimed nearly £7k expenses each year.

The most important thing for a board before any of this can happen is for a board to be engaged, inspired and stimulated by the work of the organisation. It will need access to the right tools to be able to advocate effectively to others. This includes being properly plugged into the fundraising strategy!

This is a place where those working with a board can make a difference - making it as easy as possible for board members to get, retain and use this information with impact and to the right audience.

I'd also love to hear more about what has worked well as Arts & Business is building up case studies on board engagement.

Jessica Stockford, Head of Board Development, Arts & Business