Case Study: Community Engagement
Modlin Center for the Arts
Location: Richmond, VA | Client: Modlin Center for the Arts – University of Richmond
University and Modlin Center leadership partnered with AMS to create a phased process. It would start with in-depth market analysis and a thorough listening tour. Then the data would be used to frame a strategic planning process, laying the foundation for the Center’s future.
The Challenge
The Modlin Center for the Arts was known in Richmond for presenting an eclectic, if modest, set of music and dance offerings, nestled in the beautiful University of Richmond campus. As post-shutdown headwinds impacted both higher education and the performing arts, University leadership knew it was important to reimagine the role and impact the Modlin Center played. Hearing from all the stakeholders involved was mission-critical. But how could they ensure that students, the campus community, the arts sector, and the broader Richmond marketplace had a voice?
Modlin Center for the Arts
Location: Richmond, VA | Client: Modlin Center for the Arts – University of Richmond
University and Modlin Center leadership partnered with AMS to create a phased process. It would start with in-depth market analysis and a thorough listening tour. Then the data would be used to frame a strategic planning process, laying the foundation for the Center’s future.
The Challenge
The Modlin Center for the Arts was known in Richmond for presenting an eclectic, if modest, set of music and dance offerings, nestled in the beautiful University of Richmond campus. As post-shutdown headwinds impacted both higher education and the performing arts, University leadership knew it was important to reimagine the role and impact the Modlin Center played. Hearing from all the stakeholders involved was mission-critical. But how could they ensure that students, the campus community, the arts sector, and the broader Richmond marketplace had a voice?
Our Approach
AMS developed and implemented a research process tailored to the many communities the Modlin Center wanted to hear from. In-person and online, individuals and small groups responded to custom prompts. Quantitative assessments of existing patrons and the Richmond marketplace added important context. When it was time to shift gears into strategic planning, the team collaborated closely with Modlin Center and University leadership to link our understanding from the earlier research with future-facing goals and strategies.
Listen and Focus on the Future and Align with University Goals
student roundtable participants
community survey respondents
key stakeholder interviews
comparable cases
workshops on performing arts industry trends
University Pillars
student roundtable participants
community survey respondents
key stakeholder interviews
comparable cases
workshops on performing arts industry trends
University Pillars
Take the wide view and the long view
- 5 years’ operating data analyzed
- 50 years’ company history assessed
- 3+ “deep dives” into national peers
- 450+ local arts nonprofits identified
Take the wide view and the long view
- 5 years’ operating data analyzed
- 50 years’ company history assessed
- 3+ “deep dives” into national peers
- 450+ local arts nonprofits identified
Use the planning process to start building capacity
- >75% staff participation in workshops
- 2 phases recommended for implementation
Use the planning process to start building capacity
- >75% staff participation in workshops
- 2 phases recommended for implementation
It has been a true pleasure and highlight of my year to have worked so effectively with both of you.
Paul Brohan
Executive Director of the Modlin Center for the Arts
Our Solution
AMS worked closely with Modlin Center leadership and the Dean to ensure the strategic plan aligned with University priorities and resources.
The rich foundation of market research established deep insights that informed the strategic planning process from its outset, making the most efficient use of the committee’s time.
AMS worked closely with Modlin Center leadership and the Dean to ensure the strategic plan aligned with University priorities and resources.
The rich foundation of market research established deep insights that informed the strategic planning process from its outset, making the most efficient use of the committee’s time.
University arts centers serve complex needs. Balancing service to their many stakeholders, in the context of rapid changes in the sector and our society, requires thoughtfulness and rigorous data analysis.
Contact AMS today to talk about how we can help your university arts center define, and achieve, success.
Arts, culture and entertainment is our business.
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