In 1992, Michael Halberstam and Marilyn Campbell founded Writers' Theatre, using a newly opened bookstore in Glencoe, Illinois as its first performance space. This limited space gave way to a new aesthetic that has been a company hallmark ever since --- intimacy.  Since then, Writers' Theatre has produced in a second space in Glencoe and has become one of the most prominent theatre companies in the Chicago area.
Writers' Theatre hired AMS Planning & Research in March 2008 as its consultants to conduct a feasibility study.  Subsequent to that work, Writers' retained AMS again in September 2008 to evaluate two potential facility sites and to develop a transition plan for the organization.

Writers' Theatre assessed two possible scenarios.  The first was to renovate the Highland Park movie theatre, located in downtown Highland Park, Illinois.  The second was to demolish its current facility, the Women's Library Club in Glencoe, Illinois, and build a new facility.  AMS assisted Writers' Theatre with its proposal to the City of Highland Park, prepared materials for Writers' Theatre building committee meetings, and provided counsel on a process to evaluate the two scenarios.  At the end of the process, Writers' Theatre decided to remain in Glencoe and build a new facility.

AMS also guided Writers' Theatre in developing a transition plan from its current operations to expanded operations in a new facility.  AMS led a workshop with Writers' Theatre staff and board members to identify objectives to be accomplished before a new facility was accomplished.  Then, AMS led a workshop with staff members to compare its envisioned operations with its current one and develop the necessary strategies and tactics for Writers' Theatre to reach its objectives.  Finally, AMS developed performance measures based on Writers' Theatre's goals and objectives and wrote a transition plan narrative.

Photo:  The Puppetmaster of Lodz at Writers' Theatre.  Photo Credit:  Michael Brosilow

Our approach included the following key elements:

A Situation Analysis of existing programs, audience attendance, organizational finances and operations, in order to establish an accurate and commonly agreed baseline from which to consider future options

An Environmental Survey to identify and understand applicable developments and trends in both the symphony orchestra field and the local and national economic and social environment, to provide context and direction for planning efforts

A Success Workshop to establish the barometer by which objectives and actions can be adopted, prioritized and evaluated in the context of the Charleston Symphony Orchestra's vision and mission

A Customer File Analysis to enhance the fundamental set of information as it relates to the current and potential audience for the orchestra

An Artistic Vision Workshop to articulate the artistic "brand" of the organization in order to develop appropriate strategic objectives, actions and milestones as it relates to the artistic voice of the orchestra in its community

The Plan, which will serve as a roadmap to guide all constituent groups within the organization as they move forward with shared understanding and aspirations for the future.

AMS Planning & Research consulted for the Warren County Port Authority, the economic development arm of a fast-growing suburban county between Dayton and Cincinnati. Whereas both Dayton and Cincinnati have major performing arts centers with extensive programming, there was a general sense among civic and community leaders in Warren County that creating a performance venue might result in run-out performances by the major performing arts groups from the two large cities. Concurrently, a local community theater company expressed interest in developing a new cultural arts center and was granted a gift of land as part of a major retirement community development. Other county-based arts groups urged a comprehensive analysis of performing arts facility needs, resulting in a study that explored 1,200-, 800- and 350-seat options for performance venues.

Research included leadership interviews, a random sample public telephone survey (analyzed by geography, lifecycle, and past arts attendance patterns), model case studies with arts centers in similarly-sized and situated communities, market analysis, development of a building program, capital and operating cost estimates and management and governance recommendations. The final report recommended a 350-seat cultural arts center with the option of expanding to a mid-sized hall at some point in the future.

Extensive public input for the plan focused on ways the city could spearhead more collaboration among arts groups and other sectors, linking arts and culture with downtown revitalization. The plan benefited from the involvement of dozens of young volunteers with the city's two community radio stations who proposed utilizing the broadcast media as ways to encourage a "new localism." Other aspects of the plan emphasized employing the arts as a tool in community building efforts, and to aid in the city's gang prevention and youth-at-risk strategies. Community access to city-owned performance and conference facilities, as well as co-promotions between non-profits and local government, are also focal areas of the plan. Another major priority of the plan is the development of cultural and heritage tourism programs capitalizing on the community's location and eco-tourism infrastructure (e.g., free shuttles to National Parks).

El Museo del Barrio was founded in 1969 by a group of Puerto Rican educators, artists, parents and community activists in East Harlem's Spanish-speaking El Barrio. Since then, El Museo del Barrio has evolved into New York's leading Latino cultural institution, having expanded its mission to represent the diversity of art and culture in all of the Caribbean and Latin America. El Museo engaged Audience Insight (AMS's market research division) to undertake market research to enhance understanding of existing and potential audiences, increase visitation, clarify the museum's market potential and audience-development goals, and to create a consistent marketing and branding campaign.

Our work plan included a data file analysis of El Museo del Barrio members, donors and visitors, providing detailed demographic and lifestyle information about current attendees and analyzing current market penetration and potential. Individual customer records were analyzed, using the Nielsen Claritas household segmentation system. In addition, intercept surveys were conducted with visitors at gallery exhibitions and El Museo programs. The intercept survey covered topics such as history of visitation, usage of the museum's web site, program and exhibition satisfaction, fulfillment of visit expectations, attendance factors and decision making, and respondent demographics. Among the survey's key findings was that "Interest in Latino Art/Culture/Heritage" was among the most important attendance factors

AMS undertook a vast research effort to identify the needs of the County's arts and cultural sector, interviewing over 200 community and cultural leaders and surveying over 130 organizations.  We inventoried over 125 facilities to determine gaps and redundancies in the current supply of cultural spaces. Surveys responses from more than  1,600 local residents were collected, and more 100,000 patron records from participating arts organizations were analyzed.

This wealth of data was synthesized into a comprehensive Needs Assessment of the community's short- and long-term facility requirements.  Master Plan Projects throughout the region were identified and a support program designed to enable the County to evaluate cultural facility projects for public funding.

Image courtesy of Skidmore, Owings, and Merrill