FROM GOVERNMENT TO GOVERNANCE - Engaging funding stakeholders through collaborative governance

This chapter investigates whether collaborative governance can be a useful analytical lens for understanding (and strengthening) the management of relationships with funding stakeholders—i.e., donors and funders conceived not only as sources of capital but also as carriers of values—within arts and cultural initiatives. It focuses on the underexplored nexus between governance architecture and the capacity to mobilise private resources in the cultural sector. Empirically, the authors adopt an exploratory, qualitative single embedded case study of Parma 2020+21 – Italian Capital of Culture, triangulating documentary sources, semi-structured interviews with key “orchestrators”, and participant observation. The chapter shows how Parma’s model translated early informal collaboration into a formalised but agile system centred on a public–private Committee and the weekly “Tavolo 2020” working table, enabling coordination, problem-solving, and trust-building without excessive bureaucracy. Findings suggest a tight link between participation in decision-making and private funding, with substantial investments and a strong local sponsorship base. Theoretically, the chapter extends the Ansell & Gash framework by positioning fundraising as a central, cross-cutting element that sustains leadership, reinforces trust through transparent financial processes, and underpins collaborative outcomes.