| Sponsorship / Partnership Strategy |
Role of the Board |
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Build the organisation's business case for a commercial partner
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Familiarise yourself with AbaF's Securing Successful Partnerships: A Guide for Business and the Arts. Contribute to and critique the draft Business Case |
| Identify projects and activities likely to be attractive to commercial sponsors |
Inject objectivity into the evaluation of projects and aspects of the arts organisation's work - the key staff may be too close to the projects to see which might prove attractive to a sponsor or partner |
| Build a business case for individual projects and activities |
Review draft material prepared by the staff, consultants (or other board members) or contribute directly to assembling the case, especially if you have relevant marketing, pr, sponsorship or other experience |
| Research market by industry sectors to identify sectors likely to benefit from your company's assets; and then individual companies likely to be a 'good fit' for your organisation |
Share your knowledge of specific industry sectors, and the reasons why they may or not provide a match for your arts organisation. |
| Identify and agree on a shortlist of potential partners likely to be interested in your organisation and its projects |
Utilise any knowledge you have of the business sector, especially firms in the local area. Feed in news items and industry trends. |
| Allocate team champions to pursue the relationship |
Ensure there are clear roles and responsibilities. Put your hand up for a role, if it is appropriate. |
| Build hypothetical business cases for prospective good fit partners |
Contribute to and critique the drafts |
| Develop general marketing materials directed to business partners - both for the organisation and for each project |
Contribute to and critique the drafts |
| Make the approaches and hold initial discussions with decision makers of prospective business partners |
Effect introductions where possible. Where you have contacts, consider whether it is helpful for you to attend an initial meeting, alongside the staff
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| Formulate customised proposals |
Critique |
| Make formal presentation to potential partners; 'Do the ask' |
Attend the meeting, if it is appropriate - dependent upon your skills, your relationship with the potential partner, and the capabilities of your arts organisation's staff |
| Follow-up and confirm partnership commitment |
Ensure follow up has occurred, either through establishment of procedures and routines, or through judicious questioning at board meetings |
| Negotiate a contract including measurement agreements |
Ensure an adequate contract is in place - if the stakes are high, the board may wish to review the detail of the contract |
| Monitor progress and report regularly on performance |
Require periodic reports to the board on progress, and on the review of progress with partners |
| Nurture the relationship |
At the staff's request, attend meetings, social occasions, previews, first nights, work-in-progress events - any activities where potential or actual partners are being cultivated and board members can help |
