Save the Africa Centre Campaign VISION DOCUMENT BRING WHAT YOU LOVE

7/29/2019 Save the Africa Centre Campaign VISION DOCUMENT BRING WHAT YOU LOVE

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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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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.



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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.



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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.


23/23

23

www.savethearicacentre.com

www.acebook.com/savethearicacentre

www.twitter.com/SaveAricaCtr / @SaveAricaCtr

tHank you

Documents

Save the Africa Centre Campaign VISION DOCUMENT BRING WHAT YOU LOVE