Andrea Angelini

From enthusiasm to enterprise: how associationism has changed with the reform of the Third Sector

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When I was elected president of AERCO in 2015, associationism was still moving along simple lines, supported by enthusiasm, trust, and a sense of belonging. It didn’t take much: a few basic rules, a good dose of passion, and a willingness to work for the common good.

Meetings were held in rehearsal rooms or parish halls, and budgets were drawn up with pen and paper and common sense. The president was often the most motivated, not necessarily the most experienced.

With the entry into force of Legislative Decree 117/2017, the so-called Third Sector Reform, all this has changed.

The new legislation has profoundly reshaped the face of non-profit organizations, imposing requirements that are increasingly similar to those of a business. There are more bureaucratic obligations, tax duties, controls, the need for timely reporting, transparency, and planning skills. And so, what was once an activity ‘from the heart’ now requires technical, managerial, and administrative skills. Being president today means knowing the Third Sector Code, being able to read a balance sheet from a civil law perspective, responding to complex calls for proposals, managing collaborators, liaising with public bodies, filling out digital platforms, and meeting deadlines and protocols. All while keeping the original mission alive: promoting culture, community, and participation.

But in addition to this growing complexity, there are two decisive challenges for the future of the choral world: the training of motivated replacements and conscious membership of a structured network of associations.

In the new regulatory context, improvisation is no longer possible. A volunteer with good intentions is no longer enough. We need people who can combine idealism and pragmatism, vision and management skills. We need a conscious, trained, and supported generational change. Those who lead an association today must also take on the responsibility of passing on knowledge, tools, and motivation to those who will come after them.

This is perhaps the most delicate challenge: transforming association leadership into a sustainable legacy. Investing in the training of young people, supporting them in decision-making processes, involving them not only in operational activities but also in planning, communication, and governance. Creating spaces where they can experiment, make mistakes, and grow. Alongside this responsibility, there is an increasingly clear awareness: belonging to a collective network is no longer an option, but a right—which also entails duties.

Being part of an association such as AERCO, and consequently of the national federation FENIARCO, means having access to tools, services, representation, training, and visibility. But it also means contributing, actively participating, and taking on a share of collective responsibility. Each choir is no longer an isolated entity, but a node in a living, supportive network in constant dialogue with institutions and the cultural fabric of the country. This new pact between choirs and associations is fundamental: only by joining forces can we face current challenges, gain public recognition, access resources, and ensure the continuity of the artistic and social work that each choir carries out.

The associations of the future will inevitably be more technical. But this does not mean that they should be less human. Our task is precisely this: to cultivate a new generation of association leaders capable of bringing together heart and head, passion and competence, idealism and practicality. And to do so in the knowledge that only together, only as a network, can we continue to sing and build culture in a truly sustainable way.

About Post Author

Andrea Angelini

mail@andrea-angelini.eu

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