As part of PiCL’s go
and see activity I went to see Creative Junction CIC. Founded in 2006/7, they
were one of the first de-merged Creative Partnerships offices, with 12 staff at
its busiest.
After the demise of CP, they were also left having to look at how
to generate all their income and although were successful in securing a
range of funding from different sources it was no where near the same level.
In the last 2/3 years
they have managed to diversify their income stream and receive funding from a
range from Local Authority commissions, small grants and corporate programmes
and they are managing a relatively equal split between these income streams
with commissioning being the slightly larger stream.
The programme I was
most interested in and the reason for the visit was their programme with SEGRO,
who sponsor a Young Artists programme, now in its third year. The relationship
has developed over time and is a large piece of work for the organisation with
showcases and exhibitions as well as the artists and work with young
people. The relationship has been
built with SEGRO’s marketing department, which for me triggered ideas to consider
on how PiCL’s offer to business will support their marketing activity as well
as social responsibility strategies. One of my actions following this visit, is to spend
time developing the approach we take when approaching companies and further
consider how we frame our activity and projects.
I was interested to
know if they would be trying to roll out the model, they were hoping to but had
reservations about the right organisations to approach and that there was still
a large bridge to be built between this type of programme and big corporations,
who, despite having a presence in the area were more difficult to contact and
work with. They feel that that medium sized locally rooted companies were more
likely to engage however there is then the challenge of available funds and
budgets.
One other bit of key
learning for me was how flexible the organisation needs to be and to that they have become very entrepreneurial themselves and trying something new by approaching an ambitious programme with a social enterprise
focus, partnering with organisations to promote and encourage learning and
skills development that will aim to develop relationships with larger
businesses in the area to deliver on these outcomes.
I felt acutely aware
that PiCL have yet to grasp how commissioning could fit into PiCL’s future
funding model and that I need to invest some time in building relationships
with commissioners so they can see how we are able to deliver the projects and
objectives, things like young people led creative
events and consultation. I also need to ensure PICL is in a position to tender
or take up those opportunities as they arise.
My biggest reflection
was that there wasn’t a magic formula and that PiCL are on the right track,
trying to offer a range of ways in which people can engage with, buy from and
support PiCL, but what we need as an organisation is more capacity to build
relationships, get our offers and name out there further and shout about what
we do and then actually ASK for the work and funding.
My next exploration will
be into Arts and Business to see how they have supported organisations to
develop their Arts based training model, see how those organisations are faring
and if that learning can be implemented at PiCL.
Erica Love, Director.
