ENTERPRISING ARTS - Opportunities for Tasmanian Regional Arts Inc.
by Kylie Eastley March 2010
The aim of this paper is not to detract from the valuable work undertake by TRA or other Tasmanian arts organisations, but, based on our research into Social Enterprise, discuss possible enterprise opportunities for TRA that could position it and the many regional community arts branches well for the future.
Research into the Social Enterprise (SE) industry and work with the 2 pilot groups has identified that Social Enterprises work best when:
· Undertaken by ‘healthy’ companies/organisations with a clear social goal (they need to be in a good position to begin with and they need to have a clear mandate)
· when the project has strong support and involvement from the client group (there is an identified need, connection and commitment) (‘Don’t go if you are not invited’, Ripples in the Zambezi , Ernesto Sirolli)
· the organisation has the capacity to support a SE with access to a team of skilled individuals working together (Sirolli refers to the trinity of management; the product or service + marketing + financial management www.sirolli.com.au)
· When there is a range of revenue raising opportunities to the venture. (not all eggs in one basket) (for example; look at www.ceres.org.au which has an education program, workshops, cafe, market garden, nursery & more)
IMPORTANT Questions TO ASK?
· Do Community Regional Arts branches have the capacity/resources/interest to develop and establish social enterprises?
· Is the social enterprise model a good fit with TRA and its clients?
· What other opportunities may be available to TRA, branches and affiliates?
· How do we create an enabling environment to respond to good ideas and who is part of this?
The Branching Out project has:
· Provided the avenue to talk with TRA Regional Arts Development Officers, Branches, affiliates, artists and other community arts groups sustainability and planning for the future.
· Encouraged approaches to RADO’s and BOP Manager from branches & individuals who have ideas for enterprise projects.
· Identified the needs within regional arts communities in regard to project development & planning
· Determined that this is a more hands-on role, as opposed to the generalist information, support and referral role of the Regional Arts Development Officer.
· Attracted attention from other arts, community development & training organisations, the Tasmanian Government (social inclusions unit) & others in the SE sector. There is an interest in what we are doing & what we are finding.
· Connected us to other stakeholders who play a role in community development, training, artist support, skill development and business. These stakeholders have become key mentors and advisers in the project and include Business and Employment, AbaF, arts@work , UTAS, Westpac, Women Tasmania, Social Inclusions Unit, TasCOSS and Department of Economic Development Tourism and the Arts.
Exploring SE has identified the need for improved:
· Information and referral to relevant organisations to assist regional artists, arts organisations, branches & affiliates, both within and outside the arts sector
· Marketing of regional artists, events, exhibitions and activities, locally, statewide and nationally and
· Access to resources and skills to work ‘hands on’ with these groups to develop ideas/projects. Enabling the environment to support great arts and cultural ideas in regional communities.
Perhaps the most realistic approach for branches, affiliates and not for profits is to develop enterprising strategies to support and build on their existing activities. The opportunity for TRA is to take on a leadership role that explores and develops Social Enterprise
In Conclusion
TRA currently relies on a range of funding avenues to deliver its services and projects. Extending its role as a social entrepreneur TRA has the opportunity to build its profile, deliver much needed services and further promote regional artists and projects. Embracing enterprising ideas could also introduce funds to the organisation to sustain core operating costs and/or support specific projects. There are some exciting possibilities that could be explored through Branching Out and implemented with future funding.
Whilst the Social Enterprise model may not be a comfortable fit with creative industries, it does present learning opportunities that could easily be incorporated into Tasmanian Regional Arts and other organisations.
