This article is related to a recently completed custom research project ABA conducted on behalf of two members. Our research team is always delighted to speak with members about tailoring research projects to your organization. To learn more or submit a custom research request, simply contact your member advisor or email us at info@advisoryarts.com.

While corporate membership has been a mainstay of fundraising strategy at U.S. arts institutions, many organizations across the world are now exploring opportunities to partner with businesses for philanthropic income.

Two ABA members — one in Spain and one in China — approached our team with the question of how best to establish a corporate fundraising strategy. Through field research and interviews with 9 performing and visual arts organizations, we developed two reports that capture tried and true practices of institutions who have creatively engaged companies in fundraising, each with a specific geographic or genre focus. 

ABA members can download our full reports here. For non-members, preview our research with a set of 5 key considerations to take when first building a corporate fundraising strategy:

1. Co-created projects have high impact — and are in demand.

Particularly in our conversations with European arts institutions, we heard many stories of corporate partners wanting to have a deeper, more customized collaboration with an organization they are sponsoring. This is especially true for the arts & culture sector, where impact has been historically more difficult to demonstrate than sectors such as healthcare and social services.

While membership is an important component of any corporate fundraising strategy, it is not always where this particular type of deep value comes through. Instead, some arts organizations have prioritized resources for co-created projects with corporate sponsors. Institutions have developed creative ways of partnering with companies, from business training courses to special exhibits. The investment can be more costly, both in terms of time and resources, but the impact of these types of partnerships is often well worth it.

2. Your board meetings can help bring corporate partners closer to your organization.

Looking for a low-resource, high-impact way to turn corporate members into true organizational partners? Board meetings are a powerful lever. 

In our research, we spoke with arts organizations who invited the CEOs of their corporate members to sit in on board meetings — or even to become members of special corporate advisory councils. This created an even deeper connection to the institution for these corporate leaders, and was a great way to understand their strategic priorities to identify potential co-creation opportunities.

3. Connect CEOs not only to your organization, but to each other as well.

While it is important that leaders at your partner companies connect to your organization, a key opportunity to attract new corporate members and partners is creating a space for networking. Many organizations whom we interviewed shared that this was one of the most important benefits they offered.

These networking opportunities can take a variety of forms. Most popular is the corporate partner gala or thank you dinner, a chance for leaders of your business partners to mingle in a more social setting. Some institutions, however, have created unique leadership councils for their corporate partner CEOs. These enable business leaders to share their creativity and create impact as part of their involvement with an arts organization.

4. Employee engagement is a major opportunity for corporate benefits.

When designing a benefits package for corporate members — or brainstorming potential co-creation projects — look to initiatives that will provide value for employees. Many companies look to arts organizations as ways to provide their staff with engaging, exciting employment perks. 

Offering tours, discounts, and lectures to your corporate partners can help them see a clear value in supporting your institution philanthropically. And there are opportunities to go one step further by partnering with companies to develop unique employee experiences, such as a creativity workshop (that can then be replicated as a corporate member benefit for others).

5. Corporate funders do not come without risk.

In recent years, arts institutions around the world have come under increased scrutiny for their perceived role in allowing corporations to repair damaged reputations through philanthropy.

At times, these have led to high-profile protests. Arts institutions considering corporate support have an impetus to conduct thorough research into the potential “baggage” sponsors may bring with them.

As one arts development professional in our interviews stated: “We have a rigorous research policy — we look for examples of greenwashing and scandal before engaging a potential new corporate partner.” As arts institutions become an increasingly prevalent arena for protest and conversations around the climate crisis, scrutiny in partnership will be more important than ever.