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A drat visionor revitalizing the Arica Centre @ 38 King Street by
The Save The Arica Centre Campaign
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Acknowledgements
Introduction
Executive Summary
The Vision: A Living Heritage
Creating a Joint Vision
Programming the Vision: The Challenge
Programming the Vision: Dening the Remit
Establishing a Think Tank
A centre for Youth and Community Education
A Space for Culture: Music, Theatre, Fine Art, Literature, Film
Governance and Membership
Minimum Requirements
Governance Reform Process: ProposalThe Arica Centre as a business
Income Streams
Fundraising Strategy
Summary
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table of contents
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The Save The Arica Centre Campaign
wishes to acknowledge and thank:
Ugo Arinzeh or the nancial prcis
(Arica Centre as a business)
Chipo Chung is the lead author o the
education and cultural programming in thisvision document.
Elizabeth Oritsejolomi Dudleyor
contributing the Executive Summary
Dele Fatunla or the introduction and summary
Dele Fatunla, Boko Inyundo and Onyekachi
Wambu or leading on the governance ideasand proposals within this vision document.
Boko Inyundo or leading on theundraising section
Debbie Simmons and Susana Edjang
or editorial and review
The ollowing people have oered advice
on various aspects o this vision document
in a personal capacity.
Governance ReormEric Galvin, Fellow, Royal Society or theencouragement o Arts, Manuactures and
Commerce (RSA)
Programming(Vision)
Crispin Robinson (Ethnomusicologist)
Programming
(Think Tank)Knox Chitiyo, Arica Fellow, Chatham House
Programming
(Young people and community Advisor)Onyekachi Wambu
Programming (Music)Peter Adjaye, Music Promoter
Programming (Film)
Keith Shire, Festival Juror and Founder oArica at the Pictures
The Education and Cultural Programme
Proposal is actively supported by:
Bonnie Greer OBE, Deputy Chair,
British MuseumKnox Chitiyo, Associate Fellow,Chatham House
Peter Adjaye, Artistic Director, Ari-KokoaRichard Dowden, Director,
Royal Arica SocietyOnyekachi Wambu, AFFORD
Keith Shire, Founder, Arica at the Pictures,Film Festival Programmer & JurorDavid Lan, Artistic Director, Young Vic Theatre
Anna Coombs, Artistic Director,Tangle Theatre Company
Chuck Mike, Artistic Director,Collective Artists Theatre Company
Brian Chikwava, Novelist, Caine Prize WinnerWanja Michuki, Arts EntrepreneurPatrick Neate, Founder, Book Slam
Sokari Douglas-Camp, ArtistYinka Shonibare MBE, Artist
Wala Danga, Founder, The Limpopo ClubRobert Devereux, Founder, The Arican
Arts TrustNicholas Logsdail, Founder, Lisson GalleryLucian Msamati, Artistic Director,
Tiata Fahodzi Theatre CompanySandrine Herbert Razafnjato, Founder,
Open the Gate
A special thanks to Lawton CommunicationsGroup for design of this document and
other marketing support.
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acknowledgements
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The Arica Centre, 38 King Street is as mucha building as it is a charitable organization orthe promotion o Arican culture and a meeting
place or the Arican Diaspora and its riends,as well as the wider British public.
Since 1962, the building has been at the centre
o Arican experience in the United Kingdomand has contributed immensely to British publiclie as well as to deeper understanding between
the various cultures that meet in this most
cosmopolitan city. Even in recent years when ithas aced proound crises, as both a buildingand a charity, it has retained a powerul pull on
the imagination o anyone who has an interest,knowledge or participates in the cultural lie oBritish Arica.
My message to the Trustees would be:
This place is no ordinary building site,
it has wonderful important memories
for very many of us. I appeal to you,
please listen to the appeal from the
very very many who have written to
you to say, Have second thoughts,
look at other options... You dont think
that a building can actually clutch at
your heart in the way that has...it in many ways embodies the spirit
of those who say, your continent is
not just a catalogue of disasters,
your continent is a home, and there
is a great deal of hope for it...
Africa is coming into its own, its one
of the fastest developing parts of the
world, and you want to be able to say
this place was there when we were
down - it must be there when we
soar the heights.
Archbishop Desmond Tutu
In the present day and age, the challenge orevitalizing the Arica Centre is a clarion call tomany in the diaspora to demonstrate not only
the capacity o the diaspora but the changingstatus o Arica in the world. The Arica Centre
we envision would be aligned to, and support,the Arican Unions vision towards an integrated,
prosperous and peaceul Arica, driven by itsown citizens and representing a dynamic orcein the global arena.
This vision and ramework document, and thecampaign rom which it emerges, is an attemptto place the Arica Centre once again at the
heart o Arican Diaspora lie, by acknowledgingthe incredible history and legacy o 38 KingStreet, and the original mission o the Arica
Centre to be a centre or all Aricans and anyonewith a care or the continent, and its people,
as well as their descendants in the UnitedKingdom. It envisions an Arica Centre that is
at heart an open, transparent and accountablemembership body, in a building not weighted byhistory, but inused with it; housing a charity that
delivers vibrant cultural and social programming,inspirational ideas and research, as well as a
hub or social change and development.
We envisage a two step reurbishment andredevelopment o the building, rst to bring38 King Street to a suitable standard to increase
programming in the building and a long-term plan to deliver David Adjayes visionary
redevelopment plans or the building. This visionis underpinned by a rm commitment to good
governance, transparency and accountability.We hope that it creates an Arica Centre that isnot only in the centre o London but also, in the
immortal words o Jazzie B, eels like the
centre o the world.
IntroductIon
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1. The Arica Centre is an iconic landmark orAricans in Britain, a unique cultural institution
with an exceptional heritage in a prime centralLondon location. For 50 years it has beencentral to the Arica experience in the UK and
contributed immensely to British public lie.
2. The importance o the Centre and itslocation to people in the UK should not be
underestimated. Britains global pioneeringrole - specically London and WestminsterCouncil in promoting multiculturalism has
provided a rich and supportive environment orthis institution to exist. This building has thus
provided a unique space or decades wheregenuinely ree speech has been able to take
place. It has nurtured insights and aspirationsacross generations. In 1980, a message rompolitical prisoners on Robben Island, issued in
the name o Nelson Mandela and smuggledout o jail, was released at 38 King Street by the
ANC. And, as recently as last summer, authorNgugi Wa Thiongo echoed the voices o many
supporters o the Centre, including GlenisKinnock, Wole Soyinka and London Mayor BorisJohnson, when he said, in the heart o London
has come history.the centre has captured the
heartbeat o the continent in the world. Londonis the global cultural hub and Arica is rising upthe international agenda: it is the astest growing
region on earth at the moment and investorsare engaged with and in Arican countries asnever beore.
3. The Arica Centre has no debt and its currentrental income provides a break-even income.
However, poor governance has created anorganization without a clear vision and lackingan anity with the community; this has led to
the current crisis and prospective sale othe building.
4.At a meeting on 26 January 2012 a
community vote was taken or a moratoriumon the sale whilst governance issues areclaried and a long-term plan with enhanced
programming to guarantee the Arica Centresuture well into the 21st Century is agreed.
5. The challenge is to have a thriving,
redeveloped Arica Centre that exists orthe benet o its members, underpinnedby transparent accountability and good
governance, a building inused with its historyand heritage that oers vibrant cultural and
social programming.
6. This document is a ramework orcollaboration and oers the Arica Centre a
commercial and cultural renaissance, refectingthe renaissance presently benetting mucho the Arican continent. Through a series
o multi-stakeholder meetings with AricaCentre trustees, STAC and other community
participants, it is envisaged that the Centresgovernance should be based on:
a wide membership body, constitutionallybound to pay dues; democratically elected and accountable
trustees, constitutionally limited to a set numbero 12, refecting the regional diversity o the
continent and various diaspora, also with atleast one member below the age o 25;
a democratically elected Chair, constitutionallybound to be UK resident.
7. It is also envisaged that the trustees receivetheir mandate rom the membership and
that any substantive decision about the lieo the charity would constitutionally trigger a
consultation process. An ecient and salariedexecutive, answerable to the trustees, should berecruited and made responsible or the day-to-
day administration o this vision, based on the
principle o divided responsibility, consultationand trust.
8. The Arica Centre o the uture shouldbe an inclusive cultural, educational and
thought centre articulating issues and ideasdriven by Arica and Aricans, promoting,broadening and strengthening links between
Arican UK diaspora, the UK and othercountries. Partnerships should be developed
between existing Arican/Arica diasporaocused organizations. Values will centre on
good governance, responsibility, diversityand inclusivity. Objectives ocusing onprogramming the vision - the charity a centre
rst and oremost or education and culture -underpinned by educational courses, music,
art, dance and theatre. The plans envisage a barand restaurant, as well as a business club.
9. The Arica Centre should be the place thattakes the lead on all issues that directly impact
on Arica, where diverse talents and skills arerecognized, valued and nurtured: the Arts
Council Englands Black Asian Minority Ethnicsector fagship.
executIve summary
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10. The vision outlined is dependent on astrong executive team with leadership skills,
diverse knowledge in education and cultureand the capacity to undraise. It is essential
the Arica Centre operates as a business andthe economic realities mean an Arica Centrerenaissance must be upheld by a solid business
case. Building on architect David Adjayesvisionary redevelopment plans, a two-step
reurbishment and redevelopment o thebuilding is envisaged. The aim is, rstly, to get
the premises t or purpose in order to exploitundraising and awareness opportunities beore
a second, more expansive redevelopment o thewhole building is undertaken.
11. Finance or the re-development o the AricaCentre can be raised rom a range o sources
including ticketed and sponsored events,venue hire, oce space rentals, philanthropic
partnerships, art promotion, undraising andan expanding and due paying membershipbase (student, basic and associate). STAC also
recommend that programming is underpinnedby a Match-Fund encouraging philanthropy rom
the Arican diaspora alongside support rominstitutional grants. Conservative calculations
assessing income rom such sources suggestan income estimate o some 515,000 per
annum is not unrealistic. It is estimated that atleast 300,000 is required or the immediatecosmetic reurbishment o the building whilst
up to 12 million may be required or a ullscale redevelopment.
12. Priorities include preparing detailed nancialcosting or both the Phase One and Phase
Two redevelopment, obtaining listed buildingclarication rom Westminster Council and
identiying and engaging with potential partners,sponsors, donors and supporters. Developinga marketing plan and media campaign are also
key priorities.
13. The vast potential o the Arica Centre at 38King Street is yet to be ullled. The potential
o re-invention at 38 King Street, together withreormed governance, vibrant programming and
educational activities, in collaboration with theright partners could save the building at 38 KingStreet and deliver the denitive Arica Centre.
executIve summary (cont.)
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In the 21st Century, the Arica Centre is
compelled to redevelop its architecture; to lookorward to an Arica that is vibrant, aspiring and
resilient. In the 21st Century the Arica Centreis compelled to re-dene its philosophy andcontribution to Aricas on-going social change.
The Arica Centre was ounded through a
philanthropic git. It is only tting that it shouldcontinue as a model o philanthropy at the heart
o which sits compassion, social cohesion, andthe upliting o ellow-people. Arican society inBritain is diverse: asylum seekers and bankers,
artists and academics, nurses and billionaires.The Arica Centre needs to speak to the many
interests o the arts, politics and commerce,
and the diversity o age, nationalities andcultures. Like Arica, the Arica Centre must bemany things to many and diverse people.
38 King Street is unique in that it is both a
museum and a working building. Anyonewho has been in a place o worship will
know that architecture is oten more thanjust inrastructure. Its the ramework throughwhich we articulate our humanity. 38 King
Streets unction as a museum and a piece oliving heritage is crucial to the Arica Centres
identity; a museum is a building set apart orstudy and the arts, it originates rom the Greek
term or a temple or the muses: history,poetry, literature, drama, music, dance etc.Most museums exhibit artiacts with which we
refect upon our history, our humanity, and ourmemory. Contemporary museology describes
the museum as the medium, and in the case
o 38 King Street, the building itsel is the vesselo memory. Aricans rom diverse countries arejoined in collective memories that have builtthere over time.
But the Arica Centre is more than a museum
piece. Its existence is one o social change, oa world being reborn, o new ways o thinking,
and the realization o the imagination. Nationswere born out o the work o activists who brokebread at 38 King Street.
Ron Eglash has described how some Arican
communities traditionally arrange their villagesin a series o ractals, with an innite repetitiono patterns that hold within themselves a
repeated existential essence. The spiralling pathis a conscious pattern, which speaks to inter-connectivity, a sel-organizing egalitarianism,
and an order in which everyone has their placein the circle (1). The Ba-ila o southern Zambia
design their villages in such a pattern(see below). Even within the Chies household
(the inner spiral) there is a smaller enclosureor village, an altar in which the ancestralspirits are held.
tHe vIsIon: a lIvIng HerItage
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1 http://www.ted.com/talks/ron_eglash_on_african_fractals.html
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Refecting this idea, The Arica Centre, in itsnext hal-century, should be a spiral ophilanthropy and social change at the heart
o which sits a oundation o memory andhistory, held between within its original walls.
At the most open level it would house:
a Restaurant in which society, Arican and
otherwise, meet and exchange. a Business Club, in which intimateconversations are had between those who have,
while they are encouraged to give to thosewho have not
a Thought Centre: a Think Tank on Arica,rom an Arican perspective, and an Education
Centre, that delivers research papers on Aricandevelopment to Western decision-makers,and cultural heritage classes to children rom
across London, the UK and beyond a Hub or Social Change and Development,
both in Arica and its diaspora, where socialentrepreneurs are supported to create
projects that directly impact on Arica anda peer-learning group encourages the nextgeneration o Arican leaders
a Cultural Centre or artists, musicians,actors, writers, lm-makers and other creative
that increases the visibility o Arican culturewhile generating income or emerging artists
a Public Space in which the community
gathers to celebrate itsel, and show theworld what Arica has become.
The programming vision includes themes o:
Community Social Change
Education Philanthropy
Culture
This vision o the Arica Centre is under-pinned by a wide membership base, which isinclusive o all those who come rom Arica or
are interested in Arica, (2) as was originallyenvisioned by its ounders. The democracy
invested in a membership-based organizationwill allow the Arican diaspora to create a model
through which to practice good governance andteach it to the next generation o young Aricandiasporans. And good governance is the key
that will see Arica soar to its heights in the21st Century. The essential vision o Arica is as
diverse, cooperative and successul. We believethe original Arica Centre building can maintain
and support this vision within its our walls andproject it out to the world rom its home, thebeacon at 38 King Street, Covent Garden.
tHe vIsIon: a lIvIng HerItage (cont.)
2 Minutes from the 1958 meeting which founded the Africa Centre
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Through a series o multi-stakeholder meetingswith members o the Arica Centre and the
Campaign to Save the Arica Centre, and othercommunity participants, this vision will be
urther developed. The Save the Arica Centre
Campaign believes that through the diversepassions, talents and skills o the Arican
diaspora community, a collective and robustvision can be ormed or the Arica Centre.
This document is a ramework or collaboration.Below are starting points or the potential
Values, Outputs and Outcomes o the Centre.
Diversity
Inclusivity
Democracy Good governance
Social responsibility
Solidarity
Philanthropy
Thought leadership on African issues by
Aricans
Educational programmes Development in Africa
Heritage and history for young diasporans
Business modelling for social entrepreneurs
Leadership courses
Cultural programmes
Art exhibits
Music concerts
Book readings
Theatre performance
Film screenings
Community events
Symposiums and memorials on conict
Special meetings for communities in need
Conferences on business and commerce
Mentorship and support of emerging artists,activists and entrepreneurs
A sophisticated model that is income-
generating both or emerging artists and or
charities that promote social change in Arica
Financial viability of the Africa Centre
Greater respect for the African community in
Britain Stronger synergy, cross-pollination and
networks within the Arican diaspora community
Cultural exchange and stronger integration
within multi-cultural Britain
Social cohesion and stronger dialogue
between diverse Arican diaspora communities
The promotion of a positive vision of Africa
A new generation of leaders who will
contribute positively to Arica
creatIng a JoInt vIsIon
Values Output Outcomes
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The challenge o the Arica Centre is to create
programmes that speak at all levels, maintaininginterest or the cultured and moneyed, while
encouraging aspiring young people whoare the next generation o leaders; bringingthinkers together on hard policies which will
eect change in Arica while maintainingthe sot impact o keeping the community
together through cultural gatherings; beingthe central hub or Aricans in central London,
while maintaining relations with Aro-centricprogramming taking place in other venues,and in schools which have a strong interest.
The diverse talents o Arican diasporans isobvious in the wealth o Arican businesspeople,
musicians, arts promoters, and academicsmaking waves in London and globally.
But programming must be developed withawareness that many Aricans still struggle asasylum seekers and reugees, and must be
delivered in humanist solidarity with communityactivists who support the upliting o the
community, both in Britain and in Arica.
Perhaps especially in turbulent economic
and social times we must remember that wehave much to learn together. The sharing o
experiences between the older and youngergenerations is o mutual benet whilst thesharing o knowledge between the dierent
communities within Arica and its Diaspora, oracross the arts, can contribute to, and shape,
the Arica and the Arica Centre o the uture.Furthermore, an Arica Centre that works as
a hub or the diaporas diverse talents willpositively aect social change in Britain.
Within a three-month time-line, a consultative
orum should be held through which the Aricancommunity in Britain will contribute to and
mandate this vision
ProgrammIng tHe vIsIon: tHe cHallenge
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ProgrammIng tHe vIsIon: defInIng tHe remIt
The Arica Centre charity needs to clearly deneand claim its remit as a Centre or Educationand Culture. The diversity o programmes and
constituents (marketing to policy-makers as wellas to young people) will make its programme
vibrant and creative. Resources already exist inthe community to act as Advisors and Partners.
The Programming Vision outlined here isdependent on a strong executive team
with leadership skills, diverse knowledge ineducation and culture, particularly with regards
to Arica and its diaspora and the capacityto undraise.
The vision is underpinned by the ollowingobjectives or the centre:
1. To be a leading centre or thought on Arica
by Aricans2. To support young Arican diasporans to
become leaders and contribute to socialchange in Arica
3. To encourage humanism, social cohesion andsocial responsibility in the diaspora community4. To promote and celebrate a vision o Arica as
creative, positive, and ull o potential throughvibrant cultural programming
The programming vision will be developed inpartnership with already existing Arican and
Arica diaspora ocused organizations, and
bring them home to 38 King Street.
It envisages the ollowing:
1. The establishment o a think-tank within theArica Centre
2. Placing educational courses at the core o theArica Centres activities with an emphasis onyoung people and community at the heart o the
Arica Centres activities3. Creating a hub or entrepreneurs and social
activists within the Arica Centre4. Establishing a strong activity o cultural
programing underpinned by dynamicpartnerships5. Re-establishing the Arica Centres role as a
place or great Arican music6.A physical space/s which is adaptable as a
cinema, theatre, gallery and public space
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ProgrammIng tHe vIsIon: defInIng tHe remIt (cont.)
1. Establishing a Think Tank
The Centre will become a key orum or analysis,
discussion and practical policy inputs on Ar icaand Arican diaspora development issues. TheResearch and Education ocus o the Centre
could be on
1. Peace and Security2. Social Enterprise and Commerce
3. Poverty, Gender and Development4. Education, Health and Technology5. Energy and Climate Change
6. History, Heritage and Culture
Why an Arican think thank? There are numerousUK think tanks which cover Arican issues: butoten as a subsidiary to European issues. These
organisations are British owned and led, withlimited participation rom Aricans. There is gap
or a think tank, driven by Aricans, which placesan emphasis on articulating Arican ideas on
Arican and Arican diaspora issues.
The relationship between Arica and the wider
Arican diaspora is evolving and will be keyto Aricas development. There is a pressing
need or a ocal point that can contribute to thiscommunal benet.
The 2011 riots demonstrated the need or
broader and deeper links and discussionsbetween the Arican UK diaspora and the
Caribbean and Aro- American diaspora inthe UK and elsewhere. Issues regarding gangculture, amilial challenges, education etc are
not simply black issues, but they struck withparticular resonance in black communities.
The Centre could be an important crossroadand ocal point or multicultural/ ethnic/
aith dynamics and support long over-duediscussions between the various Aricancommunities.
The Arica Centre could be a major orum orinteraction between the UK Arican diaspora andstate and non-state actors in the UK. Currently,decisions are made by the UK government on
issues such as immigration, education, aid anddevelopment, and security - all issues which
impact on Arican communities in the UK as wellas in Arica - without much policy input rom the
wider Arican community in the UK.
2. Educational courses ocused on young
people and community
Educational courses will underpin all aspects
o the Centres programme delivery. This couldbe designed in partnership with already existingorganizations or independently.
Music, Dance and Theatre: classes would
be open to community members. Potentialgrassroots partners include the K Boateng
Academy o Perorming Arts which providesacting, dancing and Arican drumming classesor various age-groups rom juniors (8 years +)
to aspiring young proessionals.
All musicians, artists and perormers promotedby the Arica Centre would be encouraged to
lead master classes or the community.
Heritage and History: a course on the Arican
diaspora in Britain would be developed anddelivered or sale to schools during Black
History Month. The most encouraging learningsite would be the Auction Hall at 38 King Street.
Summer Courses: week-long courses in Radio,Music, Theatre, and Art will be developed or
sale during the school holidays.
The Education Ocer will apply or grants orspecic projects, with some courses paid or by
individuals or schools, and with some partnerorganizations bringing their own unding (TheArica Centre would contribute to the budget in
kind through the provision o space).
3. A hub or business and social change
The Arica Hub/collective work place could
provide oce support to social entrepreneursor minimal rent, and would include a peer-led education programme. I work-space is
not permitted, group interaction could bemaintained by workshops and conerences,
and through a social media site.
Participants would be given rst oer onleadership and business development courses,and a programme o seminars would be
organized through which the various activists/
entrepreneurs share their work, ask keyquestions, exchange ideas and cross-pollinate.This programme will encourage sel-organizationand be acilitated by an appropriate Arica
Centre Fellow. The Hub would be a orum orArica Centre Fellows (3) to get practical about
how they will make their contribution tothe community.
Supported ellows will have opportunity toaccess the Think Tank, bring issues to the table,
and contribute to debates, panels and papers.The objective o the collective work-space is to
support young diaspora leaders and encouragestronger networks or the uture.
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3 See Governance p16
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ProgrammIng tHe vIsIon: defInIng tHe remIt
4. Cultural Programming
The Arica Centre would deliver acomprehensive programme o cultural events inpartnership with already existing organisations.
The key areas are Music, Theatre, Fine Art, Filmand Literature, with room or development o
other areas, such as Dance and Fashion.The Arica Centre has an already existing
relationship with the Top Secret Comedy.
The Programming could be designed in
partnership with existing organisations, suchas, Open the Gate (4), a cultural organisation
promoting Arican and Diaspora arts, crats,music, design and culture. Open the Gate has
recently moved out o its site in Dalston ater asuccessul rst year. The organisation alreadyhas capacity to deliver high-quality cultural
programming but does not have a space.
The Arica Centres responsibility would be tooversee undraising and provide a space or
cultural programming, however the partnerorganisations could bring a percentage o theirown unding to the table. The Arica Centre
would provide key support to attached ar tistsby acting as an umbrella organisation to large
unding bodies and providing administrativesupport to creatives or example, by providing
marketing, box oce and rehearsal space.
Music
The Arica Centre has a proud history as anight-club and music venue. Since the closing
o the Limpopo Club in 2003, the Arican musicscene has roamed through London rom the
Bernie Grant Arts Centre (Tottenham) to PassingClouds (Dalston) to the Hootananny (Brixton)and Rich Mix (Shoreditch). Promoters such as
Dudu Saar already support emerging Aricanmusicians through talent agencies such as
Motherland Music. At various venues, creativedirectors, such as DJ AJ Kwame o Ari-Kokoa,
are already promoting the best o Aricancontemporary music, ranging rom Ghanaianhip-hop, to multi-cultural London jazz, to
Gambian electric chora, reaching diverse newmarkets. Each band brings their own ollowers
and would introduce new audiences to theArica Centre.
The Limpopo Club started at 38 King Street andmusic promoter Wala Danga introduced Arican
greats, such as the Bhundu Boys, AngeliqueKidjo and Oliver Mtukudzi to the London scene.
Jazzie Bs Funkin Pussy and Soul II Soulclub nights had lines winding outside Covent
Garden. There is a niche, and a clear demand,or a central London venue which prominentlyeatures Arican music and artists; 38 King
Street is ideally placed to ull this unction,competing with venues such as the Jazz Ca
in Camden and Ronnie Scotts in Soho.Jazzie Bs album Soul II Soul at the Arica
Centre is a model o how music promotioncould become an income generator, not onlythrough ticket sales but through the production
o compilation albums.
Theatre
The Arica Centre has a rich history o theatreperormance: The Trial o Dedan Kimathi by
Ngugi Wa Thiongo was amously perormedin the Auction Hall, Wole Soyinka read extracts
rom his plays, and a number o young artists,like Bonnie Greer, had their early work read therein the 80s. There is a critical and commercial
gap or venues that eature the work o blackand Arican theatre practitioners.
The Sustained Theatre Initiative has been
lobbying the Arts Council or many yearsto provide such a space. The Arica Centrecan successully ll this gap by providing a
perormance space or Arican and relatedtheatre. The Arica Centre would provide a small
intimate space ideal or chamber perormances,and partnerships between companies could lead
to Arican theatre estivals. The National Theatrestudio recently delivered an Arican Writingproject in partnership with the international
ARTerial Network (5) promoting emergingArican playwrights. The Arica Centre can
create partnerships both nationally andinternationally, which will create a stronger
platorm or Arican stories to be told.
In the past teen years, Black British/ Arican
diaspora theatre makers have come in to theirown with Oladipo Agboluaje, Bola Agbaje,
Kwame Kwei-Amah, and Roy Williams eithernominated or winning Olivier awards, and actorssuch as David Harewood recently awarded
an MBE. There is a growing understandingo diverse work as central to the creative
excellence o British theatre, with Aricantheatre companies Tiata Fahodzi and Collective
Artists co-producing at major theatres, suchas, the Royal Court and the Barbican, andemerging companies, such as Tangle, creating
spaces in which young talents are nurtured
and encouraged. Arts Council grants supportcompanies to tour regionally;a central space in London or short-term theatre
programming, would allow their work to be seenby a loyal and consistent base audience.
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4 http://openthegate.org.uk/welcome/5 The vision of Arterial Network is of a vibrant, dynamic and sustainable African creative civil
society sector engaged in qualitative practice in the arts in their own right, as well as in a mannerthat contributes to development, to human rights and democracy, and to the eradication ofpoverty on the African continent. http://www.arterialnetwork.org/about/vision
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Fine Art
In 1987 sculptor Sokari Douglas-Camp became
the rst Artist in Residence at the Arica Centre.
This launched her internationally acclaimedcareer. Since then, the Fine Art market hasbecome a major enterprise. Works by major
Arican artists, such as Chris Oli and YinkaShonibare, sell or hundreds o thousands opounds. Philanthropist Robert Devereux
(ormer Virgin partner) has recently oundedthe Arican Arts Trust, in recognition o the
importance o emerging Arican artists.A wealth o emerging artists rom among the
Arican diaspora are graduating rom the majorUK arts schools, such as, Chelsea, CentralSaint Martins and Goldsmiths.
However, nding a platorm or young Arican
artists is dicult. Saatchi proved his business
acumen in his promotion o Young BritishArtists (YBAs) in the 1990s. The Arica Centrehas the opportunity to support Young AricanArtists (YAAs) in the 21st Century and bring a
return o investment to the charity. A Curatorwould be appointed to identiy emerging Arican
artists, graduating rom London arts schools orrom abroad, and promote their work throughexhibitions and agency. The Curator would
also identiy collectors and galleries to urthersupport the artists. The Art Gallery will become
an important launch pad or young artists.
David Adjayes redesign o 38 King Street wouldopen with an art exhibit eaturing works by
Chris Oli, Sokari Douglas-Camp and YinkaShonibare, in support o a range o works by asyet unknown emerging artists. Robert Devereux
has already oered a loan programme rom hiscollection, which includes important works by
Arican artists.
Literature
Arican writers would be supported with salon
sessions in which writers share their work and
get eedback in an intimate setting.Book Slam (6) is a potential partner or hostinglarger scale book readings/ cabaret nights,
and the ounders are willing to share theirmodel. Writing Competitions could be launchedboth or young people and or adults, along
with the potential to develop book airs. Alreadyexisting competitions, such as the Caine Prize,
would be invited to host their awards nights atthe Arica Centre.
Film
With the advances in digital lm, Arican lm is
in a major renaissance and there is a growing
middle class Arican audience that needs to becatered to as well as increasing internationalinterest in Arican lm. Although the international
lm industry is paying attention, Arican lmhas always been marginalized in Britain.The Arica Centre can showcase the increased
output o Arican lms and become an importantmeeting place or development, investment and
distribution. It can provide a space that is ullycommitted to consistently programming new
Arican lms, alongside special screenings ogreat Arican classics. The Arica Centre has theopportunity to become an international hub or
the growing number o Arican lm-makers andtheir audiences.
A small cinema would be ideal or:
The promotion o the best o new
Arican cinema
Educational talks on developments inthe industry, both in terms o digital andcommunications technology e.g. how lm will
move orward in Arica with mobile technology Platorm discussions and networking sessionswith international industry proessionals
Screenings that pitch to the industry orpotential investors
Laboratory screenings in which proessionalsshare work, or tutor and train young lmmakers
in the industry Partnerships with other international lmestivals, or the London Film Festival, which will
want to access Arican audiences and screen atan Arica-appropriate cinema.
ProgrammIng tHe vIsIon: defInIng tHe remIt (cont.)
6 http://www.bookslam.com/
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Public support, vision and good governance are
the cornerstone o every successul institution;the ability to take eective decisions whilst
providing as many people as possible theopportunity to contribute to that process is the
benchmark o the most successul institutions.Democracy, diversity and inclusiveness arewatchwords o the 21st century, yet they are
also rooted rmly in Arican, as well as Britishcultures and traditions.
The aspiration or the Arica Centresgovernance is one based on a wide
membership body, an accountable anddemocratically elected and appointed body
o trustees, and a robust, ecient executiveto implement the vision o the charity.
The proposed reorm o the Arica Centresgovernance is based on the principle o dividedresponsibility and oversight. It envisages the
Arica Centre as a membership body rom whichthe trustees and ellows receive their mandate
and are empowered to seek an executive bodythat understands and is able to articulate the
vision o the Arica Centre. The trustees willemerge out o the charitys body o members,whose role is to support and, in a sense, be the
charity in the eyes o the trustees whose rolewould be to guide and ensure the vision
is eectively delivered by the executive armo the charity.
In the 21st century, the principle o democracy
is increasingly important in Britain and amongstAricans, and this should be refected in our
institutions; dividing the responsibility omaintaining the Arica Centre ensures that all
parties have a clear sense o what their roleis; more importantly, the existence o equallyempowered parties within a membership
body like the Arica Centre will ensure that thewhole is greater than its parts and particularly
or those in authority there is a clear sense oaccountability. It will be important to oster aculture o trust and consultation, and to the
extent that this is possible it will be built intothe governing documents o the charity;
most importantly, the governing documentwould have to be developed in a
consultative ashion.
To that eect, we envision the Arica Centres
renewed governing document, having theollowing characteristics at a minimum to
ensure that the charity unctions accountably,transparently and in a ashion that maximises
engagement and participation o itsmembership, stakeholders and beneciaries:
The Arica Centre unctions as and isconstitutionally dened as a membership body;
Members will be constitutionally bound to paydues to maintain their membership; to ensureinclusiveness and diversity, dues would be set
with air consideration or aordability; and apercentage o membership would granted or
ree on the basis o economic need; particulargroups would discounted membership
e.g. students, pensioners, unemployed; The Arica Centre is recognized as a charitythat exists or the benet o its members and
the wider Arican Diaspora community.The oundation o the governing document
will be to enshrine the strong role o themembership body as the supreme body o
the Arica Centre, to whom ultimately thetrustees and executive are accountable; The trustees will be in the majority,
democratically elected rom the membershipbody o the charity, and no person who is not
an appointed trustee may chair the board otrustees; chairs will have to be long standing
members o the charity with at least 3-5 yearsmembership; The number o trustees on the board would be
constitutionally limited to a set number,no greater than 12;
The eective administration and working o
the charity is devolved to an executive, who areresponsible or the day to day activities o the
charity as well as maintaining and enlargingthe membership and the trustee role is primarily
one o oversight and outlining strategic visionand goals in line with the charitys objects,identity, community, membership and
best interests; The aim will be to have a board that has broad
diversity o skills, experience and identity;in particular, the board would be constitutionallyencouraged to aim or a 50-50% gender split
and constitutionally bound to have a 70% - 30%gender split; the board will be constitutionally
encouraged to refect the regional diversity othe continent, as well as the diversity o the
various Arican Diasporas; the board wouldconstitutionally bound to have at least onemember below the age o 25;
The chair o the board and the majority otrustees would be constitutionally bound to be
resident in the United Kingdom; The executive will be responsible to trustees
and membership or ensuring there is anup-to-date register o members as well asensuring a growing membership and ensuring
that in particular the Arican and Arica aliatedcharacter o the membership is maintained;
The Executive o the Charity would beanswerable to the board o trustees and the
membership, who will have some say onaspects o the (Executives) salary and rewards; Any substantive decision about the lie o the
charity will constitutionally trigger a consultationprocess; members would have a right to initiate
a grievance process i the consultation processis not ollowed. There will be a relatively high
threshold or this to ensure resources are notexpended unnecessarily; members would havea right to elect one o their number to be present
at all trustee meetings.
governance and membersHIP
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governance and membersHIP (cont.)
Fellowship
The constitution will make provision or anhonorary category o membership to which
people o outstanding or signicant achievementcan be elected by the membership, and thiswould be limited to a maximum o 50 ellows
elected a year.
The Executive
The ultimate role and numbers o peoplethat would constitute the executive o the
Arica Centre would be dependent on theprogramming and operational needs othe charity, as well as dened by nancial
constraints; however, we envisage that recruitingan executive in line with the proposals in this
document could include (with approximateindications o costs / salaries in brackets):
Chie Executive (40,000) to whom the ollowingwould report:
Research Director, attached to the think-tank
(30,000) Membership & Administrative Ocer(25,000)
Marketing and Communications Executive
(25,000) Programmes, Education & Events Executive(25,000)
Finance Ocer (30,000) Oce Manager (25,000)
Total cost: 200,000
It is possible that such roles may be split out asresponsibilities grow or wane according to the
Arica Centres strategic priorities.
Governance Reorm
The process o reorming the charitysgovernance will require both collaboration
between the various parties concerned with theuture o the Arica Centre, as well as concretecommitment to particular objectives by
all parties in a time limited process.We envisage that this process would be
subject to discussion; however we suggesta commitment by all parties to creating and
adopting a reormed governing document overa six week to 3 month process, which wouldbe led by a committee empowered to work on
creating a drat governing document ollowingan open and consultative orum. The committee
could be made up o:
A chair
A Governance expert/s
Two Arica Centre trustees Two Save The Arica Centre Campaign members
This committee would submit a drat governingdocument or public consultation at a secondopen orum; ollowing amendments and
revisions, carried out within an agreed time limit,we suggest the adoption o the new governing
document at an event that is both a legal andcelebratory event at 38 King Street.
It will be crucial beore the process ogovernance reorm begins to hold a series
o preliminary discussions to build trust andidentiy clearly what we, as a collective group
wish to achieve. It will be constructive toestablish principles o operation as well as who
will ormally represent interested parties.It will be crucial to involve and engage as manystakeholders in as constructive a ashion as
possible.
Outline or Governance Reorm Process
1. Establish members o committee
empowered to negotiate2. Preliminary meetings to agree objectives
3. Convene a consultative orum orstakeholders, beneciaries ongovernance reorm
4. Governance committee empowered towork with governance expert to drat
new governing document5. Convene second consultative orum to
discuss, consult and amend dratgoverning document6. Adopt new governing document in a
ormal and celebratory ceremony
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tHe afrIca centre as busIness
We envisage an Arica Centre at 38 King Streetthat unctions as a vibrant space and a vibrantgoing concern. The aim would be to obtain
income rom a diversity o sources, including theollowing: a strong and continuously expanding
due paying membership base, ticketed as wellas sponsored events, work hubs, ar t promotion
and venue hire. Further down the line, weenvisage a unctioning bar and restaurant at38 King Street, as well as strategic eorts to
leverage the heritage brand o 38 King Street.Lastly, ongoing and ambitious undraising
activities will be essential to the lie othe charity with the view to building up a
ormidable endowment und over the long term.
Income streams
Membership
EventsWork Hubs
Art PromotionVenue Hire
Restaurant and BarLeveraging the BrandFundraising and Investments
Membership
500 Student Members @ 10 a year
5,000
500 Basic Members @ 50 a year25,000 (5 a month)
50 Associate Members at 300 a year15,000
STAC would encourage their members to
become Basic Members o the Arica Centre,and continue marketing or the Arica Centrethrough the Arican embassies, diaspora
groups, schools and universities. A low estimateo 45,000 a year could be earned i successul
Educational and Cultural Programmes were apositive incentive or subscription.
Events
Quality cultural events can be unded throughapplication or grants rom institutions such as
the Arts Council. A low estimate o 4,000 users
(100 users a week over 40 weeks) at 10 a ticketwould provide prots o 40,000 a year.
Collective work place/The Arica Hub
One foor o the building could be maintained
or this activity. The model would ollow that oThe Hub in Islington (7), which is an open plan
space with diverse options to work, includinghot-desking and a meeting room, and oce
services, such as internet and printing.The Hub supports social entrepreneurs whocannot aord or commit to hiring ull-time
oce space. A model would be designedthat encourages Arican diaspora social
entrepreneurs to rent desks and share spacewith like-minded and diverse colleagues. This
would be income-generating but would alsoprovide users with services, such as, networkingand social events, access to leadership and
business courses etc. A low-estimate oincome-generated by this one space is
20,000 a year.
Art Promotion
Fine Art has emerged as a sector with great
capacity or commercial return. Works by ChrisOli and Yinka Shonibare sell or hundreds
o thousands o pounds. There is also newinterest in art rom Arica, as noted by the Tates
new Arican Acquisitions Committee, andthe recent launch o The Arican Arts Trust bybusinessman/ philanthropist Robert Devereux.
The Arican Arts Trust promotes and supportsArican artists in Arica. Devereux is a supporter
o the campaign and has oered a loan
programme rom his collection, which includesworks by important Arican artists. This is asignicant donation in kind. Initial partnershipswith organizations such as this would allow The
Arica Centre to support and promote emergingdiaspora artists.
A low-estimate o initial prots rom thisprogramme is 10,000 but with an inspiredcurator, this programme has the potential to
become a major contributor o income throughthe representation o successul artists.
A Visionary Executive would be able to
deliver a minimum o 115,000 a year romthe above marketing, oce rental andprogramming model.
Match Fund
STACs recommendation would be that The
Arica Centres Programming is underpinnedby a Match-Fund that encourages philanthropyrom the Arican diaspora, while challenging
the charitys administration to ull itsresponsibility to win institutional grants.
With quality programmes, The Arica Centrehas the potential to be a fagship o the Arts
Councils remit to support the BAME (BlackAsian Minority Ethnic) Sector. High qualityprogramming will ensure that the ootall is in
excess o this gure. A world-class buildingand restaurant will encourage oot-all in the
community space and vice-versa.
7http://islington.the-hub.net/public/spaces.html
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Running costs o the Arica Centre
The table below refects conservative estimates
o 515,000 based on the sources identiedabove (please note that this does not include
prots rom the restaurant/bar space whichwould be analyzed separately).
We believe an immediate cosmeticreurbishment o approximately 300,000 to
address the most glaring problems (lighting,walls, etc.) would provide immediate benet
by creating an auction hall space that couldaccommodate more programming.
S.W.O.T. AnalysisMembership
Student (10/yr.) 5,000
Basic (50/yr.) 25,000Associate (300/yr.) 15,000
Sub-total membership 45,000
Events 40,000(4,000 users - 100 users a
week over 40 weeks -@10/ticket)
Restaurant & Bar TBDCollective workplace 20,000
/the Arica Hub
Art promotion 10,000
Total AC generated income 115,000
Institutional Grants 200,000
Match Fund 200,000
Total annual sources 515,000
of income
Strengths
Arica Centre is a unique cultural institution that provides a venue or the promotion Arican and
black arts culture in London and the UK; Central London location provides prime access to the community;
Strong heritage value; The asset has no debt and its current rental income provides the building with break-even income.
Weaknesses
Poor governance has created a poorly run organization without clear vision. The current state o the building makes attracting high end events dicult due to poor lighting,
heating, etc; Without reurbishment, cost o maintenance will continue to increase as equipment and
inrastructure reach end o lie.
Opportunities
Central London location gives access to many people across London and allows more people to
be reached than a less central alternative; The proposed enhanced programming will enable AC to reach members o the Arican Diaspora
who have historically not ully engaged in cultural programmes (particularly youth); Strong heritage value creates opportunities to partner with world-renowned artists and cultural icons; The widely acknowledged commercial and cultural renaissance o Arica oers tremendous
potential or programming and attracting relevant events; The growing numbers o people o Arican descent in the UK and particularly in cosmopolitan London.
Threats
With modern day technology, people are receiving cultural exposure via sources such as theinternet and social media, creating competitive alternatives to live events;
Other more modern spaces provide competition as exhibitors will opt or a space that has betterlighting, power capacity, etc;
Lack o proper sustainable/recurring unding will make it dicult to provide a consistent calendaro events.
tHe afrIca centre as busIness (cont.)
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tHe afrIca centre as busIness (cont.)
FUNDRAISING STRATEGY:
The Save the Arica Centre (STAC)
campaign - the Arica Centre
An eective means o delivering theredevelopment o 38 King Street is to plan or it
to occur over two phases. The rst phase wouldocus on getting the premises t-or-purpose or
an initial rereshed programming; events suchas the London 2012 Olympics represent an
excellent opportunity to exploit or undraisingand awareness purposes. It will be necessary
to identiy similar high-prole events that wouldbe o benet to undraising initiatives or theArica Centre. The second phase would be
geared towards achieving the more expansiveredevelopment o the building.
Phase One will enable the Arica Centre to:
Improve its oer to potential promoters,
artists and other hirers by essentialimprovements to public areas (Auction Hall,restaurant, bars and to address any urgent
public Health & Saety matters, e.g. toilets,and execute a basic upgrade o equipment,
e.g. sound system). This will enable the AricaCentre to open up to a greater number o hirers
and enhance the potential earned income thatcan be used as matched unding or
urther development.
Phase Two will include:
Reurbishment o public areas such as
the restaurant and bars and major servicesimprovements and replace outdated equipment.This will allow a higher quality oer o acilities
or perorming and hiring and charges willincrease accordingly thus increasing the
organizations income. It will also be able toattract higher prole events, exhibitions, ashion
shows, concerts, literature launches and bigscreen events; Major renovations o the listed building
externally (e.g. roo) as well as reurbishmento non public areas and the creation o new
acilities such as a Private Members Cluband a Cinema. Improvements to the oce
areas will also enable higher rental incomesto be negotiated.
The ollowing document lists the actionsrequired to successully execute the required
undraising campaign. This assumes that STACand the Arica Centre trustees will work together,
to time bound terms o engagement, in order tomost eectively deliver on the demands o this
undraising eort.
Schedule o Actions
Articulate Vision, primarily the artistic vision
or the Arica Centre; With Arica Centre trustees, ormally agree
rst principles and a time bound action planor progressively and substantively resolvinggovernance issues besetting the charity;
Secure ocial alignment within Council oManagement and the current membership (o
circa 30 persons?) as well as an initial agreedbroad group o Arica-interested practitioners,
infuencers and prospective partnerorganisations that have already oered supportthroughout STAC campaign.
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Ambassador Contact
Jazzie B Peter Adjaye
David Lan Chipo Chung
Youssou NDour Boko Inyundo
via Dudu Sarr
Ngugi wa Thiongo Dele Fatunla
/ Boko Inyundo
Dr. Titilola Banjoko STAC
Bonnie Greer Chipo Chung
Ola Shobowale Elizabeth Dudley
Elsie McCabe Elizabeth Dudley
Thompson
Abdilati Abdalla Dele Fatunla
Arican Premier STAC
League ootballers
Yinka Shonibare Chipo ChungSokari Dele Fatunla
Douglas-Camp
Wole Soyinka Chipo Chung
Pro Femi Ososan Elizabeth Dudley
Establish leadership team or
undraising campaign
Establish high prole ambassadors willing topublicly declare support rom the beginning or
the renaissance o the Arica Centre i.e. obtainagreement that they can be named as activelysupporting undraising eort. This reinorces
credibility o campaign e.g:
Recruit (incl. advertising or position in openmarket) and appoint undraising director ring
ence 2 year salary commitment rom the AricaCentre out o the tranche o 654,000 providedin 2009/2010 by Arts Council England,
whose endorsement or this spend shouldbe ormally obtained;
Author detailed outline o nancial costsor Phase One (interim) and Phase Two
(long term) redevelopment plus orecast income& expenditure (to provide prospective underswith estimated undraising targets, both in total
and or specic aspects o redevelopment n.b. some donors will only see relevance /
return in sponsoring specic items); Develop and ormally agree initial tari o
benets to be oered to any potential donors
e.g. title sponsor (The *** Arica Centre,like The Emirates Stadium or Arsenal); room or
event sponsor; opportunity to become patronor Friend o the Arica Centre etc
Re-engage with Westminster City Councilto process any building redevelopment
pre-application requirements or Phase One(minimal requirements, i any) and Phase Two(relatively exhaustive demands due to listed
building status o 38 King Street). Send call to action to STAC petitioners as well
as Arica Centre database calling or anyoneinterested in active involvement in undraising
campaign to come orward; Form team o programming catalysts -
outline interim programming plan (e.g. or Year1) this will provide prospective unders withconviction that lie and dynamism is returning
to 38 King Street and thereore worth supportwith nancial contributions.
Identiy and start dialogue with
potential unders and partners
(i.e. other Arica-interest groups)
With major donors lead discussion with
Phase Two costs, whilst also communicatingPhase One aspirations to get the Centre vibrantagain now / or London 2012;
With smaller-scale donors - lead discussionwith Phase One costs to highlight urgency
behind generating relatively small sums toget the Centre vibrant again now / or London
2012, whilst also communicating Phase Twoaspirations to showcase enduring intent; Form partnerships with promoters and arts
organizations as such partners bring their ownresources which, through cross subsidy with
the Arica Centres own resources and earnedincome streams, enables the Arica Centre to
maximise the potential upside rom aundraising campaign:
Actions
i. Establish contact with prospective donors withwhom Arica Centre had dialogue in 2009 / 2010or already engaged;
ii. Re-establish contact with prospective partnerorganizations / endorsers with whom trustees
had dialogue in 2009 / 2010;iii. Approach Capital & Counties as good
neighbours o the Arica Centre with an interestin corporate responsibility or the diversecommunity it serves in Covent Garden;
iv. STAC to re-establish contact with potentialdonors with whom it connected with during
2011 / 2012;v. STAC to re-establish contact with prospective
partner organizations / endorsers with whom it
had dialogue in 2011 / 2012.
tHe afrIca centre as busIness (cont.)
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Identiy potential greenfeld (i.e. new)
sources o unds and map out time bound
plan to engage each o them:
i. Individuals (starting with potential major
donors such as high net worth individuals);ii. Founding Patrons scheme (annual gits o
000s possible source is ex-members o theArica Centre) ;iii. Trusts and oundation grants (e.g. those
identied by the Arica Centre during 2009/2010redevelopment plans included: The Allen
Foundation; The Anglo American Foundation;The Baring Foundation; Comic Relie; Deutsche
Bank Small Grants Scheme; The KresgeFoundation; The Esmee Fairbairn Foundation;Atlantic Philanthropies; Jerwood Trust; Bridge
House Trust; The City Worshipul Companies,including those with sizeable property portolios
in Covent Garden such as the Mercers,Goldsmiths, Drapers, Fishmongers);iv.Corporates (either charitable gits or
sponsorship agreements);v. Governments (e.g. Arican Embassies; DFID;
DCMS; ACE; HLF; LDA / Mayor WestminsterCity Council; Lottery; Comic Relie; DTI; FCO;
British Council; EU etc);
vi. Membership ees crowd source undingrom expanded membership agreed in rereshed
governance agreements (e.g. AssociateMembership at higher subscription);
vii.Fundraising galas / events at the AricaCentre (e.g. during London 2012 Olympics).
Develop marketing plan and collateral:
i. Build digital ootprint through PR/digital PR;ii. Above the line media opportunities;
(TV; press; radio; point o sale/poster etc);iii. PowerPoint presentation;iv.Film o new architectural vision
(using CAD drawings) or web distribution;v. Create brochure, fyers, business cards etc;
vi. Exploit existing ootage rom This is MyArica lm commissioned by the Arica Centre
in 2009 rom producer Zina Saro-Wiwa;vii. Execute tactical opportunities to leveragemilestone events or purpose o raising prole
o the Arica Centres renaissance e.g. AricaCentre stage with DJ Edu at the Notting
Hill Carnival;viii. Attend high prole Arica-ocused events
as speakers/panelists/delegates in order toevangelize about undraising eorts and, whereappropriate, communicate involvement to
a wider audience to raise awareness o thisactivity in the fow o Arica-UK matters;
ix. On an ongoing basis build and cleansedonor lists/identiy specic, bespoke unding
opportunities that arise during course ocampaign.
Develop media campaign
to support undraising
i.e. specically targeting infuencers in themedia industry (Arica and the Arts editors,
anchors, personalities etc) that connect thenarrative about the Arica Centres renaissance
to dierent audiences in the UK and globally; e.g. STAC to reconnect with all mediachannels that supported campaign as well
as approaching other outlets.
tHe afrIca centre as busIness (cont.)
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summary
The aim has been to outline within these ew
pages a vision or the Arica Centre at 38 KingStreet which establishes it as the premier
organization or Arica in Britain and beyondin the 21st Century.
We envision an Arica Centre that is not only a
living, breathing building but a vibrant institutionthat is vital to the public lie o the United
Kingdom. Its clear that the vast potential othe Arica Centre at 38 King Street is yet tobe ullled; the rising prospects o the Arican
continent and its people is surely reason enoughto acknowledge the necessity o a place that
refects this renaissance vibrantly. Yet, therealities o economics mean this vision must
be underpinned by a strong business case.We believe it is made. In the short term, thecontinued reurbishment o the building and
ocus on delivering vibrant programming andeducational activities in collaboration with
various partners will bring lie to the AricaCentre again. In the long-term delivering on
David Adjayes re-invention o the building willmake it o inestimable value.
With inspiration rom the wider community,
we have authored this vision o a sustainableuture or the Arica Centre. We hope that this
promotes the commissioning o a businessplan which envisions the Arica Centre as amodel social enterprise, with mixed investment
rom the private and public sector as well asphilanthropy. Successully implementing this
vision is an iterative process, and part o thisprocess is the commissioning o a business plan
as well as dialogue with the community aboutthat plan thereby inviting valuable participationby the organizations ultimate beneciaries.
A revitalized Arica Centre at 38 King Street is
a tantalizing proposition as both a businessand cultural opportunity.
We must not let it go, bring what you love.
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www.savethearicacentre.com
www.acebook.com/savethearicacentre
www.twitter.com/SaveAricaCtr / @SaveAricaCtr
tHank you
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