Organizations

New or Expanding Infrastructure Projects

Investment in a new performing arts center or cultural institution, or a significant renovation or expansion of an existing facility, creates the opportunity to transform an existing arts organization or introduce a new entity to the world. There is great excitement and opportunity in creating a new civic landmark that transforms the architectural and cultural landscape of a town or city for decades to come. However, the processes of master planning, design, capital fundraising and construction must be managed with great care, to ensure that the reach of an operating entity does not exceed its grasp. The DeVos Institute’s Cultural Infrastructure Advisory practice was established for the purpose of offering a trusted partner presence in discussions with architects, theatre and venue planners, costing consultants and general contractors, to ensure that what gets built or renovated is aligned with sound financial projections.

WHAT WE BRING TO THE TABLE

We provide our clients with a unique mix of attributes born of practical experience.

1) We have consulted thousands of organizations on six continents, from major performing arts centers to commercial and non-profit art galleries, arts education programs, ballets, opera companies, orchestras, and museums.

2) Our team possesses firsthand operating experience—both as consultants and interim executives—in the planning, commissioning and operation of new cultural buildings both in the U.S. and abroad.

3) We work with organizations at all stages of development in the areas of capital fundraising, business planning, organizational development and inaugural season management, to “right-sizing” and programming realignment with mission and market opportunity.

UNDERSTANDING AUDIENCES AND OWNERS

UNDERSTANDING AUDIENCES

As experienced arts managers, we understand the importance of calibrating a new cultural facility to the audiences it is being built (or renovated) to serve. We seek to understand, at a granular level, the types of programming that will be offered within its performance and public spaces. Recognizing the seismic shifts that have taken place in how entertainment and culture are consumed—mainly as a function of changing demographics, smartphones, streaming and video-sharing platforms—we look for opportunities to integrate immersive media technology, to augment artistic performance and deliver experiences that cannot be replicated at home. Perhaps most critically, we work with clients to assemble a balanced portfolio of revenue-generating activities—including ticketed performances and events, outside rentals, food & beverage and parking revenue—that will be needed to chart a path to financial sustainability.

REPRESENTING THE OWNER’S INTERESTS

Our services complement the work of theater and museum planners and architects, ensuring that a client’s investment in a new cultural landmark is matched by a thorough, balanced, and realistic plan for financial sustainability, artistic excellence, and human resource development.

While a theatre or museum planner works with the project developer to design performance and exhibition spaces, our role is to help clients envision and plan for what will take place inside the building. As such, we are accustomed to working alongside architects, venue planners, costing consultants and owner’s representatives to rigorously manage project hard costs and soft costs, develop a comprehensive plan and timeline from commencement of design through opening, maximize revenue from programming and rentals, and minimize recurring operations & maintenance costs.

AWARENESS OF THE IMPORTANCE OF SOUND ORGANIZATIONAL PLANNING

When cultural organizations, arts exploratory committees and cultural entrepreneurs go astray in new infrastructure development, inevitably it’s because of a lack of attention to three crucial areas: Human Resources, Business Planning and Artistic Planning. These components fall outside of the remit of most theatre consultants and venue planners and are difficult to envision and quantify in advance. When they are not heeded the potential for design overreach increases, ultimately leaving the building operator saddled with underutilized square footage that needs to be heated, cooled, maintained and accounted for in tax liability.

A strong business plan has several key ingredients. First, Artistic and Event Programming premised around a “model season” that lays the groundwork for financially sustainable operations and staffing requirements. Second, a diversified Marketing Strategy focused on Individual, Institutional and Corporate supporters. Third, an Operational Budget that projects a realistic path for earned and contributed revenue generation and expense-side growth, makes necessary allocations for working capital and maintenance reserves, and charts a path to financial sustainability.

ABOUT OUR PROCESS

Our phased services include:

Pre-development studies (feasibility assessments, stakeholder outreach and engagement, and pro forma business plan development)
Capital fundraising campaign structuring, planning, and implementation
Project management during the master planning, schematic, design development and construction phases
Pre-opening organizational development, including Executive Search and Human Resources capacity building
Year 1 oversight and post-opening occupancy and operations support as required

To request information or schedule an informational call, please contact Sam Speedie, Senior Consultant, at [email protected].

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