When COVID-19 closures began back in March, the GLAM community had to quickly evaluate how it approached philanthropy. With Canadians increasing their giving to front-line workers and directing it away from the arts, GLAM institutions had to put serious thought into what their needs were and how to support their donor community. I sat down with AGO Chief Development Officer Kate Halpenny to learn more about how the AGO acted quickly to address our new normal.
 |
| The AGO at dusk. (Source) |
I’d love to hear more about how you’ve tackled the pandemic.
It hasn’t been easy, for sure. I think we all feel like this is the great leadership challenge of our careers. Hopefully we’re rising to it. I don’t know how other organizations are tackling it, but right from the get-go the AGO senior leadership team really shifted gears to work very closely together on a daily basis, to tackle every issue coming our way. It’s a very large organization and museums are very complex environments to work in. It’s been really great that the museum sector has a very strong network between the directors of the museums, and they’ve been on regular calls together to figure out strategy. In Toronto there’s been quite a strong connectivity between all the arts organizations, because we’re all facing similar situations.
How has this impacted development, specifically? I imagine there are opportunities and challenges created by this.
Yet to be determined. It’s an evolving question. What we found in the first months of the severe lockdown of the pandemic was that there was a shift amongst philanthropists to the front-line, with incredibly generous support to hospitals, poverty organizations, etc. It was a wonderful thing, and I think in the arts we all recognized early on that was not the point in time to be asking for gifts. It was the time to be there for our donors, be empathetic to their individual circumstances and what they’re going through, because everyone is going through this in a different way. We focussed on connectivity with our donors, so we were not just communicating with them, but engaging them with all that we are as an institution. Interestingly, our fiscal year ends March 31st, so we were pretty concerned that we weren’t going to be able to achieve our goals. We were very, very pleased and grateful that our donors really stuck with us, and everybody that had an outstanding commitment was able to meet that. We’ve done multiple budgeting scenarios. Things change. We found our major corporate partners have been amazing, really supportive. I think that on the corporate side, people are hanging on right now, but given the length of time this is going on there’s a potential for more job loss, potentially companies going bankrupt, they’re very tenuous in terms of future commitments. I wonder if the reverberations of the pandemic will be felt in the next fiscal, even, and not just this fiscal. Time will tell. The other softness will be in our annual giving. Those are gifts where people might be on a tighter budget, versus a major foundation that has to carry on with their giving. It’s changed our perspective on things. Definitely new strategies, and we have some projections but we don’t have a clear sense of whether it’s going to be possible.
 |
| Interior shot of the AGO. (Source.) |
And the same issues are playing out at every level in the sector.
We have to be really careful in what we’re asking right now and be super sensitive to the situations people are finding themselves in. We can’t assume that just because someone gave over the past few years they can this year, we need to be having those conversations. We’re just now going out to start doing major gifts requests, we’ve put a pause on them for a while, so it’ll be interesting over the next couple of months to see what happens from there.
This is the time to care, then.
I believe, particularly in the arts, the donor community is a real community. The communities that come together around art forms are really passionate. They’re people who are committed over long periods of time. This is a time to say thank you for all of that long-standing commitment.
You’ve touched on how the goal posts and the plans change every day. Seeing all of this play out, has it impacted or changed how you see or understand development in the sector?
It’s been a bit of a shake-up. I think we’ve had a couple of decades now in Canada where we have been very focused and reliant on major gifts, and really reliant on a very small segment of philanthropists in our city to be giving. I feel like right now we really need to have a more robust strategy. It can’t just be focussed on that. The whole fundraising pyramid, the whole goal has always been to bring people in at the bottom and bring them up, and the resources are focussed on major gifts. We need to look at how to expand our donor bases a lot more. The most interesting aspect of the time we’re in right now is that we have the pandemic, but layered on top of that we have this significant social change that’s happening, and the AGO certainly feels quite connected to that change. That’s begging many questions as well around the way we sustain ourselves through philanthropy. I think we’re all going to be reshaping our business. Like glitzy events. The arts are quite famous for incredible events, but maybe we can have another kind of special event.
 |
| Interior shot of the AGO staircase. (Source.) |
The AGO is coming out with endless social media materials, which have been really impressive.
That was a seismic shift, moving online that quickly. We really went for it. We wanted to shower people with content and to carry people through that time when everyone was at home and couldn’t go anywhere. As we look forward to the rest of this fiscal [year], the online piece is going to be much more significant than the in-person piece. I think we will always now have an online component to our work that engages people. We want them to come to the museum, but they can also engage from home.
What’s your favourite thing that has been achieved through your work at the AGO?
The AGO is an incredibly dynamic organization. There’s so much Toronto art history at the AGO, but it’s also so forward-thinking and progressive. We have a vision right now that’s all about opening up our doors and being as relevant to the Toronto that is now and will be in the future and everybody who lives here. Also, trying to lead more global conversations that can happen through art. That’s powerful. For me, as a development person, I’m most attracted to a really strong vision. There are so many brilliant people who are doing fascinating things at the AGO. To have so many voices at the table all the time to figure out what we’re doing is pretty rich. For all the people on our fundraising team, they would probably say the same thing. There’s never a dull moment, and we feel like we’re fundraising for exhibitions, for collections, for programming, but really? We’re fundraising for our art to be the voice of our time and to be this central meeting ground for people to be inspired by the power of art, but also to dialogue with each other and to figure out our world and how we’re going to respond to it. What better case for support can you have as a fundraiser? I get to think about that every day.
No comments:
Post a Comment
Note: only a member of this blog may post a comment.