ADDITIONAL CLIENTS

New England Center for the Performing Arts

Franklin, Massachusetts, 1999              

The New England Center for the Performing Arts is a concept originally developed in consultation with the Franklin School for the Performing Arts, Dean College and the Franklin Performing Arts Association.

The project incorporates multiple performing arts venues (including an 800 seat main stage), music and dance studios, classrooms and retail space.  Under the direction of study director, Dulcie Gilmore and in partnership with architect Killis Almond, Janis Barlow has provided consultation on a number of feasibility studies, building programs, site analyses and project development studies since 1999-2000.

Alumni House, University of Guelph

Guelph, Ontario, 1993

In the context of a strategic planning process for the University of Guelph and its Alumni association, J.Barlow was commissioned to provide a design strategy for renovations and redecoration of the University’s Alumni House.  A design strategy was developed which was sympathetic to the historic site and appreciative of the client’s desire to redefine the building’s purpose and presentation from a cold administrative office to a warm place of public assembly.

Rail's End Gallery

Haliburton, Ontario, 2005

This project included strategic planning facilitation, a business operating plan including governance-management options, marketing and development facilitation, program development, and resource management development for the proposed relocation and rehabilitation of the Rails End Gallery.  Janis A. Barlow & Associates and Jennifer Ginder facilitated the strategic and business planning process. 

The League of Historic American Theatres

Janis Barlow assisted with the development of the League's business plan in 1994 and facilitated a strategic planning process for the League in 1995.   Since then, Ms. Barlow has provided consultation on strategic planning process to help the leadership of the League explore and determine new opportunities for the organization.

DuPage Theatre

Lombard, Illinois, 2005

The DuPage Theatre and Shops were built in 1928 and used originally for movies and the occasional live events.  The building is currently owned by the Village of Lombard.  An Ad Hoc Committee of prominent citizens was struck in 2000 to oversee the development of the theatre.  They retained Dulcie Gilmore to undertake a feasibility and business planning process.

As a subcontractor to Ms. Gilmore, Janis Barlow provided consultation on strategic planning, primary and supporting program options, target audiences, organizational structures, operating budgets and physical plant issues for the 750 seat theatre.

Janis Barlow also has provided consulting services to Ms. Gilmore on feasibility study projects in Amherst and Franklin, Massachusetts and Naperville, Illinois.

Washington Theatre

Quincy, Illinois, 2006

One of the best little art towns in America, Quincy lies on the banks of the Mississippi in West Central Illinois and is known for its historic residential architecture.  The City currently owns the historic Washington Theater which served as a vaudeville and movie house until its closure about twenty years ago.

The Washington Theater Redevelopment Commission, a special ad-hoc committee of the city of Quincy, retained Janis Barlow and Dulcie Gilmore in 2005 at the suggestion of theatre preservation architect Killis Almond, FAIA, to undertake the market, needs and business planning phase of a feasibility study for the historic Washington Theater (circa 1927; seating approximately 1,200). 

Although Quincy is well served by a contemporary community theatre seating 500 and an historic high school auditorium seating 2,000, the team discovered that the Washington Theater could serve a previously unidentified need for a regional presenting facility, a mid-sized place of public assembly and downtown historic interpretive centre.

State Theatre

Sioux Falls, South Dakota, 2003

The Sioux Falls Film Society is a non-profit organization that holds title to the State Theatre in Sioux Falls, South Dakota.  The historic theatre has been closed for a number of years and was in a deteriorating condition until being stabilized.  It is the intent of the Film Society to rehabilitate the theatre into a center for film and performing arts. 

A Needs, Market and Program Analysis was undertaken as the first part of a feasibility study for the State Theatre.  The study was intended to provide an objective analysis of the feasibility of the project, identify the program options, determine the architectural implications of the program and specify the resources required to deliver a viable program of services to the residents of Sioux Falls. 

The process determined that the State Theatre, at 1,200 seats, was too large a venue to sustain an independent film series and a number of options for a varied program, critical mass of facilities and phased development was presented. 

Wayne Theatre

Waynesboro, Virginia, 2002

The purpose of the study was to determine the suitability of adapting the historic Wayne Theatre for performing arts uses.  The theatre was originally built and developed for film exhibition and had been closed for some years.

Janis Barlow provided the Wayne Theatre Alliance with a market and needs assessment, strategic planning and program options.  A concept for an Arts in Education centre was proposed, discussed and warmly received through a town hall consultation process.

The Tivoli Centre

Downers' Grove, Illinois, 1991

Janis Barlow completed a Preliminary Feasibility Assessment for the owner of an existing multipurpose entertainment/hotel complex in a suburban Chicago city.  Consideration was given to the upgrade of a 1,000 seat performing arts theatre and the addition of five cinemas, parking, food service and convention facilities.

The Savoy Theatre

Glace Bay, Nova Scotia, 1992

Retrofit: $1,000,000

Prospective Expansion: $2,000,000

For the Town of Glace Bay, Nova Scotia, Janis Barlow completed a Market and Economic Impact Study for the renewal and expansion of the Savoy Theatre, a 750 seat multipurpose theatre.  Needs were assessed, markets identified, programs recommended and financial selectivity analyses conducted for program options over five years.  Standard multipliers were applied to various options to demonstrate economic impact.

Beacon Theatre

Hopewell, Virginia, 1997

The Beacon Theatre is a 750 seat historic theatre with a storefront property.  It has been closed for almost two decades.

Together with Killis Almond, Jr., AIA Architect, Janis A. Barlow undertook a preliminary feasibility study in 1997 of market conditions, potential program options and an operating business plan.  Designs and cost estimates were provided for front-of-house, backstage and lobby renovations and additions to be developed on a phased basis. 

Retained by a preservation rather than an arts group, the consultants orchestrated site visits to the Barter, the Paramount and the Lincoln theatres in Virginia to educate the client group with respect to programming choices, project development options, operational issues and the need for a professional executive director to execute the business plan.

Killis Almond is currently completing an architectural master plan based on schematics developed in the feasibility study phase. 

The Strand Theatre

Ithica, New York, 1991

Budget: $500,000

In the heart of the Finger Lakes area of upstate New York, the Strand is a 1,000 seat, beaux arts historic theatre.  With the ownership of the building in question, former management and arts and heritage group representatives formed a corporation to bid to purchase the property.  J. Barlow provided a project and management plan assessment and made a presentation to Ithaca Town Council.

Monument National

Montreal, Quebec, 1989-91

Budget: $18,000,000

Home to the National Theatre School of Canada, the Monument National originally opened in 1893 as a centre for educational, nationalist and theatrical activities, and was the headquarters of the Societe St-Jean Baptiste.  It is a mixed use building undergoing a renovation to enhance its educational facilities and restore its historic theatre.  J. Barlow provided project planning and management advice to the School Chairman and Director through design development.

Provincetown Repertory Theatre

Provincetown, Massachusetts, 1998

The Provincetown Repertory Theatre is a professional theatre company at the tip of Cape Cod that has been in operation since 1994.  In 1998 the company was fast out-growing their 100-seat home and sought a planning process that would facilitate the development of a new purpose-built theatre facility.

Janis Barlow and Rebecca Cann provided the company with strategic planning services, a review of current operations, a program and operating plan for a new facility, a market and needs analysis, an assessment of potential sites for a planned new theatre facility, and a business plan based on the company’s vision of their future.

In addition Rebecca Cann provided the company with an Administrative and Financial Systems Review and Development Plan, to expedite their internal tracking and reporting systems.

The Lucas Theatre for the Arts, Inc.

Savannah, Georgia, 1993

Closed for over a dozen years, this 1921 beaux arts theatre was purchased by a local Foundation which is developing an $8 million rehabilitation plan.  On referral by the League of Historic American Theatres’ Consulting Program, J. Barlow undertook a site survey and status report with specific reference to project management, organization, team structure, phasing issues, functional priorities and theatre equipment cost estimates.  The immediate objective was to get the theatre reopened for an expenditure of no more than $3.3 million.

Alexander Street Theatre

Toronto, Ontario, 1997

Janis Barlow and Rebecca Cann were hired by the Toronto Arts Council, the Ontario Arts Council and Canada Council in 1997 to review management and facility operations and provide recommendations for the Alexander Street Theatre in Toronto. Located in the downtown core, the facility has two performing spaces, a mainstage of 240 seats and a cabaret space of 100.  It is the oldest alternative theatre venue in the city, is currently owned by the City of Toronto and is managed by Buddies in Bad Times Theatre Co.

Facility infrastructure issues had to be addressed within the context of the study.  Governance and management structure, operating costs, funding and community use and needs were all issues that impacted on the management of the facility. 

With associates Rebecca Cann and Jennifer Walker, J. Barlow undertook an extensive survey of performing arts users and key performing arts facilities in Toronto that were comparable to the Alexander Street Theatre.  The analysis of this research provided the Alexander Street Theatre’s operating company with a new and informed perspective on their facility and its operations while providing the Arts Councils with contextual and statistical information with which future policies and programs can be implemented.

The Factory Theatre

Toronto, Ontario, 1996

In 1996 Janis Barlow was Interim General Manager for the Factory Theatre, a 28-year old resident company whose mandate is to produce new Canadian plays.  Plagued by years of annual deficits, the company was struggling under a debt-load of almost half its annual operating budget.  The Factory Theatre's facility was a rented Victorian mansion that had been converted in 1984 to house two performance facilities, a 230-seat mainstage and a 100-seat cabaret space.

J. Barlow undertook extensive organizational assessments and strategic planning sessions with the staff and board, and developed a five-year business plan to stabilize the company.  With the assistance of Interim Administrator/Associate Director Rebecca Cann, J. Barlow guided the company through a critical period of artistic, financial and organizational instability, solidified relations with key stakeholders, and provided a critical assessment of facility and infrastructure issues.

As a final solution, the company unanimously approved the re-appointment of the founding artistic director, Ken Gass, who is shepherding a remarkable artistic and financial recovery.

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