Touchstone Theatre , Vancouver, 1998
Strategic planning
(with Knowlan Consulting Group Inc)


In early 1998, Touchstone Theatre, in business producing contemporary Canadian Theatre in Vancouver for 22 years, found itself at a crossroads. Within the previous twelve months, the company had acquired a new Artistic Director, a new General Manager and had moved its productions to the Vancouver East Cultural Centre, a larger venue. A few weeks away was a deadline from the Canada Council for a grant application upon which Council's support for the company would be based for the next three years. Touchstone needed to create a plan quickly.

Knowlan Consulting Group and Lamont Management were awarded the assignment to help Touchstone develop their plan. The process was straightforward. Lamont Management undertook an analysis of Touchstone's situation in terms of the theatre business in Vancouver, the company's place in the community, its finances and box office results, and its inner workings. In an intensive two day session the consulting team, led by Rick Knowlan, helped the company's directors and management to affirm Touchstone's mandate and establish a major strategic thrust; Touchstone determined to become "good at the business of theatre" over the next three years. Objectives were set dealing with ticket sales, artistic development, earned and private sector revenue growth, full time employment for management and an annual fundraising event. A sixth objective, to be perceived by the public as Vancouver's third theatre company (after the Playhouse and the Arts Club), would, if achieved, clearly define the company's success.

Plans were established to connect with audiences, conduct marketing and sales campaigns, expand the volunteer resource base, diversify revenue, increase and diversify artistic output and improve administration and accountability. Implementation milestones were set to achieve box office growth and board development in the first year, strengthening of private sector support and volunteer involvement in the second, leading to improved operating results in the third year. Finally, responsibilities were assigned. All participants in the planning session affirmed their agreement with the strategy and committed to undertake their part in implementing it.

Since, the company has told us that the plan has been very useful in helping them to focus on improving their results. They continue to work at improving their business capability. Their marketing and artistic efforts are paying off; their activities are obtaining fine public profile.