Thinking rich

Manchester Art Gallery has always compared itself, rightly or wrongly, to the nationals. It punches above its weight, it delivers world-class temporary exhibitions, it has a world-renowned collection of fine and decorative art and its work with education is nationally recognised and groundbreaking. But all this success comes at a price. Through its shop, café and fundraising activities the Gallery raises over 40% of its operating budget. In today’s worrying financial climate this is no easy achievement. No department at the Gallery know this more than the Development Division. Responsible for fundraising, the Development team has a varied income-generating portfolio, which ranges from an individual giving programme to a corporate membership scheme. In most cases, the Gallery’s fundraising offers are developed in collaboration with those for whom they are intended. Revamping the Corporate Membership scheme is a case in point.

I decided to approach this task in three ways. Consultants Burnett Works were brought in to interview those who had once supported the Gallery but whose membership had lapsed, and those who were current patrons. I also carried out my own research, analysing regional and national competitors and interviewing current supporters of the Gallery. Additionally, I created a ‘thought leadership programme’, which engaged senior executives from across the Manchester business community with the development of the new scheme, while, it was hoped, encouraging stewardship for our new corporate offers.

Heads together

I remember the first session I organised. I bought together these ‘thought leaders’ with the hope that new ideas would flow and the beginnings of a new corporate members scheme would be realised. One of the executives was a member of the exclusive St James’ private members’ club in Manchester, so we used their meeting room. I was quite anxious about the first session. Sat at the head of the table, I asked them what they would want from a corporate partnership with the Gallery. The ideas that came back from this session ranged from developing an acquisitions scheme for the Gallery’s collection, to opening a private members club at the Gallery. In the end, the session worked better than anticipated, with everyone contributing their thoughts and ideas.

The second session was more challenging. Prior to the follow-up session I decided with colleagues which of the ideas presented at the first meeting would be developed and which would not. It was a considerable challenge to pacify and keep on board those senior executives whose professional pride had been dented by the decision not to pursue their ideas. I believe it is the role of a professional fundraiser to be aware of the boundaries that exist when working with high-profile volunteers, and to manage this dynamic in a way that shows good practice.

Considering the quality of the executives in the room, unsurprisingly, the programme of ‘thought leadership’ worked remarkably well for the Gallery. From these sessions the Development team created a new Corporate Membership scheme, and a corporate social responsibility sponsorship offer aimed at limited companies. Reassuringly, most of the contributors to the sessions later went on to join the new corporate member’s scheme and continue to be ambassadors for the Gallery.

Stewards and hosts

The Gallery’s Development team uses stewardship in other ways too. The legal firm Cobden House Chambers has supported the Gallery for over ten years as a patron, but wanted to help further. As part of its fundraising plan, the Development team began work on an event to cultivate corporate support for the Gallery. Cobden House Chambers was approached to see if it would work in partnership on the event by hosting a wine-tasting reception at their building. Moreover, in a stewardship role for the Gallery, the company was asked to welcome guests formally to the event and present a case for supporting the Gallery, illustrating why they support the Gallery and the mutual benefits it brings. Stuart Neale, a barrister at Cobden House Chambers, said, “I was delighted to support the Gallery by hosting the cultivation event. We’re lucky to have cultural institutions in Manchester of which we can be proud.”

Respect and gratitude

As with all relationships with volunteers, the Development team recognised the importance of thanking their stewards. That’s why when the Gallery hosted a royal visit the team invited local business leaders and supporters of the Gallery to meet HRH The Earl of Wessex in recognition of their support. The motivational needs of a volunteer are very different from those of a colleague: the volunteer’s only reward is respect and thanks. Participation in a royal visit was an excellent way of conveying that.

It’s not surprising that in recent years the Gallery has had many successful relationships with companies and developed a strong sense of stewardship from its supporters. Despite the financial measures now put in place by the US to help the global housing market, times are still difficult for those fundraising for arts organisations. Even Tate Modern recently announced that its fundraising was facing set-backs due the economic climate. Now more than ever arts organisations should develop their products based on the interests of businesses, and not just their own objectives. Stewardship should drive this.