When "No" Is the Right Answer
by Arthur Greenberg

We are often asked by prospective clients if AMS ever recommends against building an arts venue. Do we ever say “no”? Our recent experience in Hamilton, Ohio is a clear example of how a recommendation and decision to not pursue the construction of a new facility led to what has now been recognized as a successful community arts program, capitalizing on the City’s unique assets, with ample room for growth in the future.

The City of Hamilton, Ohio (pop. 60,000) sits on the banks of the Great Miami River in the northern fringe of the Cincinnati metropolitan area and nearly halfway to Dayton. Its chamber of commerce markets the City as “a safe harbor to raise a family, worship as you choose and build a 21st century business,” and recently, the National Association of Homebuilders voted Hamilton as one of the 25 best places to buy and own a home in the entire U.S.A.

In arts and cultural circles, Hamilton is most likely best known as the home of the Fitton Center for Creative Arts, a community arts center housing studios, galleries, and a small performance space. The Fitton is also recognized nationally for its groundbreaking research in arts education. The City is locally designated as “The City of Sculpture” due to its array of public sculpture decorating downtown, highlighting its commitment to arts in the community.

AMS was retained by Hamilton to undertake a feasibility study for a new performing arts center. For some years prior, several cultural organizations, led by the regional Hamilton-Fairfield Symphony, had advocated for a new large-scale PAC (of some 1,800 seats). AMS’s engagement was premised on our interest in advising the City on how it might capitalize on its existing cultural assets in the case that a large PAC was deemed not viable.

Our initial work consisted of a market and user analysis, resulting in a recommendation that a large-scale performance venue did not make sense in Hamilton given the city’s proximity to existing venues in both Cincinnati and Dayton, and based on the lack of identified users for a large hall. Following acceptance of this finding by the City Council, we were able to work with the project stakeholders to define the City’s strengths and cultural opportunities.

[ back to top ]

We returned to what we had learned about the community. The strengths we highlighted were defined as the Fitton Center, the City’s own “City of Sculpture” brand, an historic and pedestrian-friendly downtown, and the Great Miami River. Our research delved into model projects relating to these areas, ranging from international sculpture festivals to river-based performances such as the successful Waterfire event in Providence, Rhode Island. Working with a volunteer Task Force consisting of arts and community leaders, we focused on ways Hamilton could build on its successes and extend its brand.

A series of recommendations included a modest riverfront amphitheater, formation of a cultural district, and a series of special events targeting different audience segments. The first of these events to be implemented was “Fitton After Five,” a rooftop patio party featuring live music and “adult beverages,” targeted at young professionals. The event was deemed an overwhelming success, both in bringing new visitors to downtown and exposing them to Fitton’s range of cultural offerings. Future “After Five” events will feature hands-on arts activities, while similar programs are planned targeting young families through programming outdoor movies and concerts.

AMS’s approach to the project in Hamilton embodies what Roberta Gratz, author of The Living City, refers to as “copy the process, not the product.” Whereas some community leaders felt a large PAC “would put Hamilton on the regional cultural map,” there were many reasons why the scale of such a project was not a good fit for this City. Rather, taking the time to analyze indigenous assets and capitalize on these programs and venues proved worthwhile, resulting in marketing and programming strategies that have already proven to attract new visitors to historic downtown Hamilton.

Although many may feel that saying “no” closes the door on arts and cultural opportunity, we feel that sometimes “no” actually opens the doors to possibilities for new and effective cultural programming that engages the community at its own level, and allows for effective implementation and success in the long-term.

We're interested in your insights and perspective! Click here to share your thoughts on these and other industry issues with our clients and colleagues.

Back to Insights