Job Ladder – Doreen Foster

ArtsProfessional reveals the career paths of the sectors senior managers.
Doreen Foster

Clore Fellow 2005/06
Chief Executive, Bernie Grant Arts Centre 2005-to date
I started as Chief Executive in October 2005 at an exciting and challenging time, because we had to take the capital project through extensive cost cutting. Bernie Grant Arts Centre (BGAC) will open to the public in September this year, more than 15 years since Bernie Grant, the late MP for Tottenham, started campaigning for the development of a centre that would nurture creative talent and be a platform for artists from around the world. BGAC will offer programmes across the performing arts, new media and education and creative development. I feel very lucky to have been given the opportunity to lead the development of a project dedicated to the development of culturally diverse artists and audiences.

Head of Chief Executives unit, Arts Council England 2003-2005
This job gave me the opportunity to reconnect with the sector and to play a small part in supporting Chief Executive Peter Hewitt to improve planning across the organisation. Much as I enjoyed my time at the Arts Council I dont think that I am a large organisation beast, so it did not get the best out of me nor me it. Kim Evans, previously Executive Director, Arts, encouraged me to apply to the Clore Leadership Programme. I did and was accepted.

Programme Director, West Midlands Social Economy Partnership
2001-2003
Id started to get more involved in the regeneration programmes in Birmingham as Vice Chair of a voluntary sector-led programme, Birmingham CAN, and Chair of a Council-led programme, addressing social exclusion. When the chance came up to lead a regeneration programme which was trying to do something a little bit different, I saw it as a good opportunity to put some of my experience and knowledge to the test.

Chief Executive, Birmingham Partnership for Change 1998-2003
I joined as Operations Manager in 1998 and was appointed Chief Executive in 2000. I enjoy a challenge but I also enjoy helping individuals and organisations to understand and manage the bureaucracy that used to be prevalent in the voluntary sector, whether by helping artists to find their way around the funding system or supporting small organisations to avoid strategic drift.

Divisional Co-ordinator, Prince’s Trust Volunteers 1996-1998
After leaving West Midlands Arts to study full-time, I joined the Prince’s Trust, initially on a temporary basis, but they asked me to stay after my contract ended.

Dance Officer, West Midlands Arts Board 1989-1994
I really enjoyed my time at West Midlands Arts Board. Whilst there wasnt very much money around, I had greater flexibility with what there was. I really felt as though I was making a difference, working in partnership with artists and arts organisations to develop and implement strategies across the region.

Company Manager, Kokuma Dance Company 1987-1989
My first proper job in the arts. African-Caribbean dance was incredibly popular back then. Not only were there a number of established companies, Adzido always being the largest, but there were also many dancers and musicians from Africa and the Caribbean working in community dance.