Fondazione Santagata, as strategic advisor supporting Cripta747 / Associazione T.A.A.C. ETS within the framework of the Next Generation You programme – Guidelines for the organisational development of the third sector promoted by Fondazione Compagnia di San Paolo, accompanied the organisation in the development of an organisational strengthening pathway. The work included organisational analysis, the definition of a multi-year strategic plan and the development of an operational proposal aimed at consolidating governance, internal processes, digital tools, economic sustainability, communication, and relationships with audiences, communities and stakeholders.
CONTEXT
Cripta747 / Associazione T.A.A.C. ETS is a non-profit organisation founded in Turin in 2008, dedicated to the research, production and dissemination of contemporary art. It operates through exhibitions, residencies, educational programmes, public programmes and activities focused on contemporary and time-based artistic languages. In recent years, the organisation has undergone a phase of growth and institutional consolidation, strengthening its role within the local and international cultural scene and acquiring a new venue in Via Giolitti 32/C. This growth made it necessary to rethink operational methods, governance structures, technological infrastructures, communication strategies and approaches to economic sustainability.
OBJECTIVES
The project aims to strengthen Cripta747 as an independent cultural organisation capable of sustainably supporting artistic research, cultural production and project autonomy over time.
The main objectives are:
- to clarify internal roles, responsibilities, workflows and decision-making processes;
- to strengthen technological capacity and digitalise processes, including through CRM systems, management tools and greater attention to data use;
- to consolidate the organisation’s cultural and relational positioning at local, national and international level;
- to develop more continuous relationships with audiences, artistic communities, local stakeholders and cultural networks;
- to strengthen public identity, multichannel communication and recognition of the impact generated by the organisation;
- to diversify funding sources, increase independent revenues and experiment with more sustainable economic models, including through memberships, bar services, editions and related activities.
EXPECTED RESULTS/ IMPACT
The pathway resulted in a strategic and operational roadmap designed to support the organisation’s growth while preserving its artistic mission. The implementation plan is structured around five Work Packages: coordination, organisational strengthening, technological innovation, development of cultural activities and enhancement of services, strategic communication and visual identity.
The main expected results include:
- increased operational efficiency through the formalisation of roles, responsibilities and workflows;
- reduction of team workload and improvement of working conditions;
- introduction of digital tools for administrative management, CRM, membership management, data management and GDPR compliance;
- greater technical autonomy in the production and exhibition of time-based artworks;
- increased opening days and stronger recognition of Cripta747 as a vibrant and accessible cultural space;
- development of tools to engage with audiences, artistic communities and stakeholders;
- strengthening of membership programmes and activities capable of generating independent revenues;
- development of a new visual identity, communication strategy and updated materials for memberships, services and artist editions;
- enhanced capacity to formalise networks, collaborations and the national/international circulation of artistic productions.
PARTNERS
- Cripta747 / Associazione T.A.A.C. ETS – beneficiary organisation
- Fondazione Santagata per l’Economia della Cultura – strategic advisor / methodological support
- Fondazione Compagnia di San Paolo – promoter of the Guidelines / Next Generation You programme