Theatre Design & Technology - Winter 2020 - 50

help to clarify what you are about, who
you serve, what you want to do, how you
might do it, and how you are motivated.
Confirming, refining, or developing a new
mission should be part of this discussion.
Any theatre operation should be run
like a business, although motivations,
particularly for not-for-profits, can vary
and include economic factors such as the
desire to create jobs and support local
businesses; social and cultural interests
that support the arts and education; and,
in the case of historic venues, the preservation and celebration of a building's architecture and history. All of these factors
can intermingle and create a rich tapestry
that will help tell your story to potential
funders, your constituents, and the consultants you will ultimately need to assist
you in this process.

Consider Your Resources

In the course of your organization's introspective journey, it will become necessary to identify the opportunities that
currently exist in your theatre's orbit, and
to decide which ones might be cultivated
to produce a strong network of leaders
and doers. Whether or not you have been
through a capital campaign and building project before, you will need to identify and acknowledge if the experience
and expertise required to proceed exists
within your organization. Who are the experts on your board or staff? Do you need
help with development, design, or project
management?
* Leadership. Capital projects require dynamic leadership that may or may not be
on your board or already working within
your staff management team. Strong
board leadership and active board participation provide crucial support. You
might find that your board needs a boost,
which could come organically through
board engagement and the excitement
(and fear) generated by considering bigpicture steps toward development, or
through the recruitment of additional
board members with special expertise,
skills, or relationships within the community. Volunteers, in addition to board
members, might also supplement facilities, development, accessibility, and
other committees that might be needed,
either on a short- or long-term basis.
* Partnerships. Look outside your organization at existing and potential partnerships that could help strengthen your

case for a capital campaign or be conduits for future funding. These strategic
partnerships might include other arts
organizations; local business leaders; or
local, county, and state government representatives. Widen your circle as much
as possible.
* Opportunities. Opportunities also lie
within the physical walls of each building. Understanding the qualities and
challenges of your building will help
answer questions about what works
well and what improvements might be
needed. If you operate a historic venue,
you may be able to capitalize on what the
League of Historic American Theatres
(www.lhat.org), a not-for-profit organization dedicated to championing historic
theatres, calls the "historic theatre advantage." There can be great value in
understanding and celebrating the history of your building, the stories that surround its long life, and the architecture
of the place. Historic theatres, once the
living rooms of small-town America,
and newer theatres possess the ability to captivate the public and transport
patrons outside of their normal daily
routine, and this should be part of your
narrative whenever possible.

Conduct a Market Analysis

Performing a market analysis to determine the profile, operational aspects, and
performance types offered by surrounding venues, concentration of population,
ticket sales, and other related factors that
could impact your operations is key to
identifying how your organization might
reach patrons, and what part of the market your building might serve best. Arts
consulting firms provide research, planning, and management services that
specifically deal with theatres and the
challenges they face. In order to determine the magnitude of a potential project
to inform the business plan, a conceptual
building program and cost estimating
process can be included, either under
the wing of the arts consultant or directly
with an architect. Cost estimates generated at this stage are generally broad-brush
(based on cost-per-square-foot estimates
and/or allowances for systems and finishes), intended to provide an informed idea
about what your project might cost.
Small organizations with limited
resources might find it challenging to
undertake a full market and feasibility

50 | THEATRE DESIGN & TECHNOLOGY | WINTER 2020

Lobby before renovation - Civic Theatre, Allentown, PA. | Photo
courtesy Mills + Schnoering Architects.

Case Study:
Civic Theatre of
Allentown
Civic Theatre of Allentown's historic
Nineteenth Street Theatre building
was constructed in 1928 as a 1,000seat silent movie house. Now a
484-seat venue and centerpiece of
Allentown's West End Theatre District,
it screens first-run films, hosts locally
produced live theatrical productions,
and runs a robust education program.
One of only two historic theatres operating in Allentown, Civic Theatre is a
neighborhood landmark and important
cultural and educational facility.
The comprehensive renovation of
the Nineteenth Street Theatre building
was designed to increase production

http://www.lhat.org

Theatre Design & Technology - Winter 2020

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