Executive summary of CLP commissioned research into governance in the cultural sector, focusing on Boards, their development and relationship with artistic mission and executive.
Leadership - a-n The Artists Information Company
Explores the various approaches, impacts and outcomes of art and engagement found across the CPP programme.
Very interesting essay by Robert Hewison and John Holden on ten years of the Clore Leadership Programme, and how it might focus itself in the future.
As the Clore Leadership Programme’s first dedicated Artist Fellow, Joshua Sofaer explores what ’Artist as Leader’ might mean. Overview of what his research revealed.
Reyahn King explores the role of galleries as providers of professional development for visual artists.
Six months on from the ‘Ladders for development’ report, Dany Louise revisits ladders organisations and reports on how they fared after the first round of coalition government cuts in 2011.
Part of a Culture 2020 project intended to assist arts organisations to engage with donors. Updated findings April 2010 – June 2011 by consultancy Arts Quarter.
Excellent paper that articulates the value of and challenges facing small visual arts organisations. Essential reading.
Legacy 10 publication in support of Coalition Government encouragement of private funding of the arts, coinciding with changes to Inheritance Tax.
Although now out of date, this report is an interesting analysis by a Clore Fellow of financial data collected by ACE.
Second of two documents detailing a case study of how 11 organisations worked together for mutual financial benefit.
First of two papers providing case studies of how organisations can pool resources for mutual benefit.
Detailed academic report demonstrating empirical research and methodology used to research the notion of the artist as leader. Provides the evidential background to the “Leading through Practice” papers.
Commissioned by ACE, the Tom Fleming Creative Consultancy researched how well the Grants for the Arts programme was meeting its stated objectives in 2010.
Executive summary of Work Foundation two year qualitiative study on exceptional leadership.
Guide for public and private funders to support best practice in collaborative working amongst creative practitioners and organisations.
Thoughtful nuanced paper discussing the under-capitalisation of medium-sized arts and cultural organisations, and the “radical” changes required to address this situation.
Published by the Local Government Association in 2008, this is an official strategy document commissioned by the DCMS under the New Labour administration. It encourages local government working with local partners to improve quality of life, and improve delivery of cultural and sport services to local people.
John Holden, writing in 2008, asks what ‘cultural democracy’ might look like, if we had it, and begins by addressing what ‘culture’ means today.
Written by the author of ‘Size Matters’, this essay indicates some useful routes for a progression from creative to commercial value, using examples to illustrate some practical methods and outcomes.
Summary of the Mission, Models, Money action research project findings.
Provocation published by Mission, Models, Money in 2007. Discusses six practical propositions to support the arts and cultural sector’s leadership role.
Published by long established studio providers ACME in 2006, offers information on affordable studio providers in London, and their contribution to cultural and economic life.
Analyses issues of crisis management in arts organisations and discusses alternative approaches to income generation.
Report on coaching and mentoring in the cultural sector.