Arts and Culture


We’ve completed strategies with BC’s largest and most successful arts and culture organizations and many smaller ones. The combination of reduced government funding, aging supporters, and competition for entertainment dollars and time have presented strategic challenges to many in the arts sector.

Client Organization Scope of Assignment Dates
Arts Umbrella (Children’s Arts) Strategic Plans, Board Retreat 2001-05
Ballet BC Strategic Plan 2001
BC Archives Association Org. Analysis, Strategic Plan 2006, 07
Centre A (Contemporary Asian Art) Mission, Directional Strategies 2008-12
Circus West (training and performance) Vision, Strategic Plan 2005-13
Judith Marcuse Projects (Dance Co.) Business Plans 1998, 04
MSA Museum Society Strategic Focus 2007
Performing Arts BC (Festivals) Strategic Plan, Governance 1999, 04
Presentation House Gallery Strategic Plan 2008-09, 2016
Royal & McPherson Theatres Society Org. Analysis, Governance 2000, 01
Surrey Festival of Dance Business Plans 2000-02
The Dance Centre Business Plans 1999-04
The Laurier Institution Strategic Plan 2007-08
The Alternator (Contemporary Art) Strategic Plan 2012
Touchstone Theatre Society Strategic Plan 1997
Vancouver Art Gallery Strategic Plan 2000-01
Vancouver Chamber Choir Strategic Plan 2004-05
Vancouver International Writers and Readers Festival Strategic Plan 2010
Vancouver Opera Strategic Plans 2000, 03
Vancouver Playhouse Theatre Company Strategic Plan Review 1998
Vancouver Symphony Orchestra Strategic Plans & updates 1996-01
Western Front Strategic Plans and updates 2009-18


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Updated June 15, 2020