Arts and Heritage Management in the UK - Term Paper Example

Introduction The foundations that are built with arts and heritage management make a difference in the ultimate success that is a part of each area.The aims and mission of a specific arts arena, as well as the internal and external environment each make a difference in how the art area functions as well as the success that comes from the management of each of the areas. When looking at the Tate Modern in London, it can be seen that the foundational building of the internal and external environment makes a difference in the success that is a part of the building. The result is the ability to attract specific types of people toward the Tate Modern while providing a specific level of success that is a part of the arts and heritage building. The arts collection that is in this, as well as the structure and the focus of the building has all led to the attractions that are able to provide success within the building. Foundation of Tate Modern in London The main aim of Tate Modern in London is to be a source for contemporary and international art. There are several sections to the Tate Modern, each which are focused on an exploration of different types of art. Four galleries are available in the museum, with the main gallery being the Tate Collection, which was built in the early 1900s in Britain. Other galleries focus on paintings that are specific to Britain from the 1500s. There are also contemporary pieces that have been added into the gallery from the 1900s. The contemporary and modern looks that have been added have an international focus, as opposed to a national ideology. The purpose of the different collections is to provide a different understanding of both past and present collections as well as artistic movements that helped to shape the artistic world and the displays that are a part of the visual arts (Tate Modern, 2010). The internal structure of Tate Modern is one that is monitored by a hierarchy of individuals that are a part of the gallery. The top level of this is initiated by 16 board members. Each of the members is responsible for the functions and events of Tate Modern and is responsible for supervising the displays that are in each section. Each of the individuals is also managers of the different sectors of employees, combined with event management in the building. Development, collection care, accounting, human resources, visitor services and estates and artistic direction are some of the main roles and functions that the board looks over and which provides a foundation for the center. There are also curators that are responsible for different departments. Since Tate Modern is based on newer works, many of the curators are responsible for multimedia, such as film, performance or modern art, as opposed to historical development. The third branch consists of several conservators, which is divided by the genre of art. For instance, different conservators will be designated to technical aspects of the museum, while others will specialize in the paintings of the different galleries (Tate Modern, 2010). There are several activities that are a part of Tate Modern and which individuals can explore. The main galleries are opened for public display on a continuous basis and to provide exploration to those that are interested in international and modern art. There are also special exhibitions that are a part of the gallery to provide different perspectives to visual arts and what is occurring with international art. The gallery also has educational events that are incorporated into the museum. Children’s tours as well as basic tours are offered on a continuous basis. Free lectures, seminars, seminars, courses and workshops are all available to the community. Each of the special events is based on a deeper understanding of visual arts and the displays that are included in this. The gallery has also expanded into special performances that include music and theatrical events. Most of these are developed with a focus on family and community programmes that are intertwined with the area. Tate Modern has also recently developed a section for online events for those that are interested in learning more about modern art movements and the British history visual art movements (Tate Modern, 2010). The main aims, mission and the structure that the Tate Modern has uses the traditional options for management. The aims and mission of the museum are focused and are able to reach to other areas of management, specifically because of the focus of dates, modern approaches and the international definitions that are a part of the museum. However, the management that is used is limited. One of the problems with arts and heritage organizations is based on the amount of resources that can be used as well as the specialization that is needed within the area. The board of directors have several different roles, instead of a focused role for the organization. However, the curators and the conservators have specialized areas that they are responsible for. Between the two groups of individuals is a gap of management, which leaves the board of directors with more responsibilities and roles for the museum. Board relations are then responsible for government, labor and fiscal management instead of having a specific focus for the museum. The planning and development that is initiated by the museum is limited to the management and relations that are held by the several levels that the board of directors are required to take (Byrnes, 2003). Funding The main funding of Tate Modern is from a non – departmental public body, also known as NDPB. The funding that is available for the arts and heritage division comes from the Department of Culture, Media and Sports, or DCMS. This means that the funding that is available can come from the government; however, there are also initiatives that can be done outside of the government for extra funding or needs. To compliment this, Tate Modern is able to receive funds from outside resources. Several donations and grants are given to the gallery to provide extra support. Tate Modern has also led several initiatives through sponsorship and trading. Since there is the ability to move outside of the government for funding, there are also possibilities and initiatives with temporary exhibitions that will provide extra monetary value. The admissions that are a part of the museum are also able to give funds that contribute to the collections of Tate Modern. Using a combination of sources as a part of the initiatives has allowed Tate Modern to receive over 60% of funding outside of government sources, which allows them to not rely on one component for continuous functioning of the museum (Tate Modern, 2010). The approach that Tate Modern is using to assist with the growth and support of the museum is providing advantages in several ways. Using outside funding sources immediately provides the gallery with several alternatives for funding while building public support. More importantly, public funding is allowing government advocates to step in and to provide extra support and advertising. When the Tate Modern is able to ask for funding outside of the traditional governmental means, it immediately begins to stimulate the economy and helps with substantial growth in the community. The economic impact of the arts then becomes a primary component of how the museum functions. However, for this to work correctly there is also the need to create temporary and modern displays that will attract more visitors and which will stimulate the way that individuals work with the museum. Public funding also leads to expectations with artistic achievements in the museum, as opposed to providing independent terms that are a part of the museum (Chong, 2010). For Tate Modern to work effectively, there is the need to balance funding between different sources, without considering the pressures that are associated with the expectations of the government or from the public. Education, Events and Outreach An important component of Tate Modern is based on the education and outreach that is connected to the gallery. The basic education and outreach that is a part of the gallery is from the different tours that are available. These provide visitors with information about modern movements, international components of art and the contemporary concepts that are a part of the visual arts. Children programs are also available with this to provide more support of the arts. Tate Modern has also initiated a reading room which provides more information on the contemporary movements that are in art. Other education and outreach programs include seminars, workshops and smaller courses that are sponsored by the museum. This is able to draw in a different group of individuals who are interested in learning more about modern art and the associations that it has with the museum (Tate Modern, 2010). The education and outreach that is a part of Tate Modern is combined with several events that are a part of the center. There are several performing companies and musicians that help with special events to attract individuals to the museum. Since the area is based on contemporary and modern works, there is the ability to bring in diversity for specialized events throughout the year, all which are associated with the fine arts that are in the area. Film, music and performance are all included and focus on the contemporary thoughts that are now being developed. For the future, Tate Modern is planning on a transformation of the area. By 2015, there will be a regeneration of the building into a more modern set of features. The additional features will regenerate the building into a modern piece of architecture that will expand the area into one that introduces more galleries and displays. More importantly, the growth of this building will create an artistic landmark for Britain. There are also focuses for the building to offer more entrepreneurial events and to create a more open area that introduces a stronger diversity of displays (Tate Modern, 2010). There are several strengths that are used with the events and outreach that Tate Modern is focusing on. The expansion into film, music and performance, as well as specialized events are all helping to draw individuals to the space that is used and to peak interest in the ideas of contemporary art. More importantly, there is the ability to reach to a diverse group of individuals, as opposed to those who are more interested in the visual arts. Expanding the market group into a diverse set of people as one of the focuses will help Tate Modern to continue to expand and develop in what is needed for the future and will help with the expansion, funding and interest in the arts and heritage that is in London. Marketing The different ideas that Tate Modern is using for the arts and heritage development of London is another strength of the building. The regeneration of the building, for instance, will instantly provide Tate Modern with more attention as a heritage building. The events and outreach programs to the community are combined with this for visitors. Tate Modern also has a strong presence within the community, specifically because it is one of four branches of museums that are within Britain, which provides more opportunities for the expansion of the gallery. Tate Modern has ensured that it will be able to take a space within the community and initiates various programs that draw a diverse group of people and which allows individuals with different interests to find the artistic works that interest them most in the building. There are several strengths that Tate Modern is using with the building. The first is the availability of the arts and the ability to reach out to the community. The promotion that is used is to incorporate into the community and to create a landmark space that the entire community can enjoy. The focus on contemporary and international art is able to focus on the markets that are interested in expanding knowledge on art. However, the incorporation of film, music and extra programs alters the limitations that are a part of contemporary art. While these are effective with Tate Modern, there is a division with generating income from products and market research. Tate Modern focuses specifically on the galleries that are a part of the area, as well as services, such as events. To increase the income, different products and advertising would need to be provided with the community, as well as a different focus on market segmentation that would be interested in alternative parts of art that are a part of the products that could be offered (Hill, O’ Sullivan, 2003). Visitor and Facilities Management The management of visitors and facilities with Tate Modern is another aspect that should be looked closely into. The strengths with this are from the specific board of directors branch that handles the visitor relations and incorporates different needs for visitors. The facilities are handled by another board of directors and include a division into each of the branches in the Tate Modern. Each of the branches focus on building and developing one of the galleries, combined with maintenance of the gallery areas. The facilities management is further divided by the events and special performances which are looked at by a different board of director. Incorporating the different events and associations with the specific management would work more effectively to provide a stronger basis for the arts and heritage organization. While there is effectiveness in the several areas that are managed with visitors and facilities, there are some limitations in this method. The first is that most of the board of director members is in charge of one of the galleries and the maintenance as well as other roles and jobs. This limits the amount of work that can be done within each field. The second limitation is that there isn’t an incorporation of the different galleries for public display. To enhance the experience as well as the public interest, there needs to be more marketing and management that entices visitors to each of the galleries. Highlighting the different parts of the building and working on managing more creatively with a more open space would provide a stronger basis for Tate Modern and the way that it functions (Pick Anderton, 1996). Conclusion The arts and heritage management that is a part of Tate Modern is able to create a different development of modern and international visual arts. The growth of the building as well as the associations with art is creating an open and diverse environment while providing different aspects of management that are inviting the public to show an interest in contemporary art. The various areas of management are providing strong maintenance and more possibilities for growth with Tate Modern. At the same time, there are several areas of growth that can be incorporated into the building, all which will provide a stronger and more effective display of the arts and heritage building. References Byrnes W.J. (2003) Management and the arts (3rd edition) Focal Press Chong D (2002) Arts management, London: Routledge Hill E., O’Sullivan C. & O’Sullivan T. (2003) Creative arts marketing, Butterworth-Heinemann Pick J. & Anderton J. (1996) Arts administration E & F N Spon Tate Modern. (2010). About Tate Modern. Retrieved from: http://www.tate.org.uk/modern/about.htm. Read More