Publications

Case Study: Teple Misto

Teple Misto is a Ukrainian cultural centre whose aim is to provide a meeting point for different stakeholders in the city. Despite the lack of funding and support from the local administration, Teple Misto has demonstrated a successful track record in the delivery of high impact projects. The platform acts as a research and development engine for the city, concentrating on innovation projects. They are primarily funded by local businesses who share their values and vision for the future of the city. The report offers insights into Teple Misto’s business model and its work.

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Case Study: Access All Areas

Access All Areas is a London-based centre that makes urban, disruptive performance by learning disabled and autistic artists. In the following paper, the centre’s unique business model is being analysed and documented. In 2013, the centre’s future was jeopardised as it lost its long-term funding. Since then Access All Areas has developed a diverse revenue model that simultaneously addresses unmet demands and puts an extra emphasis on their strengths and unique expertise.

 

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Case Study: AMBASADA

The following report brings to light the story of AMBASADA, a cultural and resource centre from Romania. AMBASADA serves as a meeting point for NGOs, freelancers, artists, musicians, social and creative entrepreneurs. It originated from a dedicated group of volunteers who were eager to bring positive civic action and social change to the local community. In order to achieve their goals, the centre went on a mission to find a permanent space and gain recognition and support from the community and the city. Today they have managed to become a point of reference on the local and national level, purchase a space in the old hat factory and develop a social enterprise model that secures their financial sustainability.

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Case Study: PPCM

PPCM is a creative initiative from Bagneux, France, that fuses together urban and circus arts with social action. The paper offers a closer look into the development of the centre and the changes it executed in order to become more sustainable and less dependant on external factors. It accurately reflects PPCM’s efforts to retain strong artistic direction and to expand its social impact within the community.

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Case Study: Aalborg Karneval

The report documents the journey of Aalborg Karneval, Northern Europe’s biggest public carnival, which has recently undergone radical transformations in order to overcome challenges it was facing. Despite obvious popularity among the public, the carnival lacked financial sustainability. With the help of external consultants, the organisation managed to reconsider the way they addressed their audience, communicated their values and made decisions, which allowed them to secure revenues and increase public’s loyalty.

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Case Study: L’asilo

The paper follows the story of the Italian group of artists and researchers called L’Asilo who decided to challenge traditional views on culture believing that the language of business cannot be applied to it. They worked hard to persuade the local authorities that the space they occupied does not belong to them, but is rather the property of Commons and benefits primarily the city citizens. With time, they have achieved recognition as a Commons from the local administration allowing them to continue existing on their own terms, creating, experimenting and engaging everyone interested.

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Case Study: Nadacia Cvernovka

The paper offers a closer look at Bratislava-based cultural centre, Nadacia Cvernovka, and the challenges it faced in the past. Being forced to find a new home in 2015, the centre decided to renovate an old industrial school of chemistry, which required a lot of investment. The paper gives insights into the work of the centre, its business model and the strategy employed by its team to secure necessary funding, open a new venue and gain support from the local government. Nowadays, the centre is a point of reference locally and nationally whose way of working inspires many in the sector.

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Risky experiments, mixed returns: recent research on business model innovation in UK performing arts organisations

The report brings together and summarises recent research findings published in the UK relating to the topic of innovative business models in arts organisations, in particular performing arts organisations and venues. This report captures some of the main insights from a range of research reports in the non-academic literature making it more accessible to arts practitioners and cultural producers and managers in Europe.

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Business model profiling of cultural centres and performing arts organisations

This clearly written and illustrated report gives a reader an overview and analysis of the current profiles of arts and cultural centres and performing arts organisations. It looks into their models, structures, activities, management, finances and practices, highlighting major similarities and differences between them. The paper is based on the combination of desktop research, interviews with the Creative Lenses project partners, a survey of the members of Trans Europe Halles network, a 2016 questionnaire designed by TEH and IETM networks and the author’s own experience and knowledge of the sector.

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