Assisting Organizations To Become the Best That They Can Be

Over the past twenty years, Senior Partners Margaret Genovese and Dory Vanderhoof have built one of North America’s leading arts/cultural management consulting firms. GV&A has an unparalleled record of success in assisting their clients in executive search, effective planning, capital campaigns, successful facility development, and dramatic improvement to contributed and earned revenue.

The firm’s clients range from the continent’s largest ballet and opera companies, theaters, museums, art galleries and orchestras, to highly specialized cultural organizations such as modern dance companies, folk festivals, theaters for young audiences, science museums, performing arts facilities, historic theaters, living history museums, arts service organizations and government agencies.

All partners and associates have been on the front lines and have impressive personal track records managing cultural institutions, bringing to clients an invaluable breadth and depth of practical experience with strong strategic focus.

The firm has a comprehensive knowledge of the North American cultural industry’s best practices, balanced by practical understanding of what is realistically achievable for each unique client institution in its specific operating environment.

Here’s how GV&A can help your organization:


EXECUTIVE SEARCH

GV&A has an outstanding record in the placement of artistic and administrative leadership based on a thorough understanding of how cultural institutions function and of the relationship between artists, management and trustees. Searches include:

• Executive Directors/Managing Directors

• Artistic Directors/General Directors

• Museum/Gallery Directors

• Directors of Finance/Chief Financial Officers

• Directors of Development/Campaign Directors

• Directors of Marketing

PLANNING AND ORGANIZATIONAL DEVELOPMENT

Experience demonstrates that the organizations that achieve the greatest success, artistically and financially, are those with the most effective planning functions. Services in this area include:

• Strategic and long term operational plans

• Organizational review and program evaluation

• Business and operational plans and financial analysis

• Project, program and new business feasibility studies

• Management and governance structure, planning and design

• Governance issues and Board/Trustee development.

FACILITY DEVELOPMENT AND HISTORIC PROPERTY/THEATER RESTORATIONS

Extensive knowledge and understanding of the dynamics and nuances of the industry and the intricacies of organizations have provided a sound and practical understanding of the outcomes that can realistically be anticipated. Facility-related work includes:

• Feasibility studies for performing arts organizations, museums, heritage and historic restorations, attractions and mixed-use cultural developments

• Operating financial models and pro-forma business plan development

• Site evaluation and space programming

• Capital cost estimates

• Funding strategies and capital campaign plans

• Project development/administration

• Facilitation of architect selection

• Economic impact studies

MARKETING AND AUDIENCE/MEMBERSHIP DEVELOPMENT

GV&A has helped maximize earned revenue for clients with programs ranging from $100,000 to $28 million. Clients interested in increasing their earned revenue call on GV&A for marketing assistance in the form of:

• Marketing audits

• Market research

• Market demand analysis and audience/visitor potential

• Membership & audience analysis

• Geo-demographic market segmentation research

• Marketing plan development, execution and monitoring

  • Marketing, attendance and revenue generation strategies

  • Marketing program development: subscription, membership and single ticket

  • Staff training and organizational development

• Predictive marketing systems and techniques

• Ticketing system analysis and recommendations.
  

FUND RAISING AND CONTRIBUTED INCOME DEVELOPMENT

GV&A has assisted organizations with fund raising programs and campaigns ranging from $125,000 to $250 million to develop strategically focused, comprehensive, integrated approaches to maximizing contributed income. Development services include:

• Development audits

• Annual, capital and endowment campaign planning

• Staff training and organizational development

• Capital and endowment campaign feasibility studies

• Periodic counsel.

BIOGRAPHICAL INFORMATION

MARGARET GENOVESE

A graduate of Brown University, she holds MBA and MFA degrees from Southern Methodist University and a Certificate in Canadian Studies from Ryerson Polytechnic University. As a graduate student, she was awarded a Fellowship to the Theatre Program of the National Endowment of the Arts in Washington, D.C.

Prior to coming to Canada, Margaret worked for the Trinity Square Repertory Company, the Theatre Company of Boston, Houston’s Alley Theatre, the Association of American Dance Companies, and was Marketing Director for the Houston Grand Opera. For ten years she was Director of Planning & Community Relations for the Canadian Opera Company, prior to starting her own consulting firm. She has also been Acting Marketing Director on three separate occasions for the San Francisco Opera.

She is the author of HOW TO GET THE BOARD YOU NEED (Association of Canadian Orchestras, 1997) and THE ART OF THE VOLUNTEER (The Council for Business and the Arts in Canada, 1993), as well as a number of articles. She serves on the Editorial Board of the International Journal of Arts Management.

Well-known as a teacher and trainer in the cultural sector, Margaret has been an adjunct faculty member at Confederation College in Thunder Bay, Ontario and has served on the advisory board for the Centre for Cultural Management at the University of Waterloo, Confederation College, and Sir Sandford Fleming College. She has taught at the University of Toronto/Scarborough, the University of Waterloo, Simon Fraser University, and the Banff Centre School of Management.

With Dory Vanderhoof, Margaret has introduced the concept that multi-year strategic and operational planning is the most important ingredient for institutional success, development and growth. To this end, he has assisted numerous clients to fulfil their mission, stabilize and grow their institutions through the introduction of a planning process that combines dynamic income maximization programs with considered artistic vision and achievement.

Margaret is proud of being part of the senior management team that introduced “Surtitles” to opera, a process that is currently embraced by every major opera company throughout the world and is credited for opera’s ever expanding audience reach.

She has served on the boards of the League of Historic American Theatres, Toronto Theatre Alliance, the Performing Arts Development Fund of Toronto, OPERA CANADA Publications, and the Association of Cultural Executives, and participated on juries for the Toronto Arts Awards, the Toronto Arts Council, Canada Council, and the National Society of Fund-Raising Executives (Toronto Chapter).

Margaret chaired the Marketing Committee for the International Society for the Performing Arts planning group for ISPA’s 1995 conference in Toronto. Margaret has served on the board of the Textile Museum of Canada and has recently been elected Honorary Trustee.

DORY VANDERHOOF

A Senior Partner for Genovese, Vanderhoof & Associates since 1989, Dory Vanderhoof has assisted more than 200 arts, culture and heritage institutions throughout North America.

As a management consultant to San Francisco Opera, working for General Director Lotfi Mansouri from 1988 to 2001, Dory Vanderhoof, in partnership with Margaret Genovese, introduced a multi-year strategic and operational planning process, recruited members of the senior management team, served as interim development director, developed operating strategies for the integration of the income functions and developed the organization and growth plan for the development program, that facilitated the growth of the opera company’s contributed revenue from $11 million to $28 million and the organization’s growth from a $24 million to a $58 million operation.

In order to increase individual philanthropy in Canada, Mr. Vanderhoof introduced reforms to the Government of Canada for the tax treatment of gifts of appreciable property. This tax reform legislation has stimulated hundreds of millions of dollars for Canadian charities and become a permanent part of the Canadian Tax code.

Considered a leading executive recruiter of Ballet Artistic Directors, Opera General Directors, Museum Directors, Cultural Institution Executive Directors, Chief Financial Officers and Development and Marketing Directors, he has influenced the success of the arts through the placement of talented professionals who are capable of developing and fulfilling the organization’s mission in partnership with their respective communities.

With Margaret Genovese, Mr. Vanderhoof has introduced the concept that multi-year strategic and operational planning is the most important ingredient for institutional success, development and growth. To this end, he has assisted numerous clients to fulfil their mission, stabilize and grow their institutions through the introduction of a planning process that combines dynamic income maximization programs with considered artistic vision and achievement.

As a recognized leading professional in the field of philanthropy, he has served as a campaign planner and periodic fundraising counsel for clients’ capital, endowment and operating campaigns up to $250 million. His work has earned for Genovese, Vanderhoof an international reputation for its consistent track record of greatly increasing the level of client’s contributed support.

Prior to forming Genovese Vanderhoof & Associates, Dory Vanderhoof served as Director of Development for the Canadian Opera Company (1978-1989) where he was instrumental in the growth of the company from $2.4 to $15 million. During that period, the COC’s Development Department was considered the model for the Canadian Cultural Sector, introducing new techniques and programs to Canada, which lead to the development of the largest corporate sponsorship program, individual patron and major gifts programs in the country.

Dory is proud of being part of the senior management team that introduced “Surtitles” to opera, a process that is currently embraced by every major opera company throughout the world and is credited for opera’s ever expanding audience reach.

After receiving his BA in Music from Bucknell University and his MBA from the special arts management institute of the State University of New York, Dory worked as a Music Program Analyst Intern for the New York State Council on the Arts.

Dory has served as the Director of the Professional Opera Companies of Canada (now Opera.ca), and as a board member of Opera Atelier, the Danny Grossman Dance Company, the National Society of Fund-Raising Executives (Association of Fund Raising Professionals), the Association of Cultural Executives, League of Historic American Theatres and as a member of Canada Council’s National Tax Task Force. He has been a panellist for the Ohio State Arts Council and the Canada Council and a faculty member of Confederation College and the University of Waterloo. He is proud of having trained more than 200 arts professionals through the University of Waterloo and Cultural Careers Council Ontario “Income Managers Program” which he founded with partner Margaret Genovese.

Trained as a saxophonist, music director and arranger, Dory has played back-up for many artists including, Bobby Rydell, the Coasters, the Drifters, the Platters and Little Anthony and the Imperials. He fondly recalls his time spent as music director of BJRE (Bucknell Jazz and Rock Ensemble) on the bus touring Europe and North America.

Eric Ojala has 27 years of experience in accounting management. After graduating from Cornell University majoring in Business and Marketing, Mr. Ojala was employed by Sears Canada as an internal auditor traveling extensively through Ontario and Quebec.  Mr. Ojala’s career at Sears Canada culminated with the position of Assistant Manager of Accounting responsible for internal control of financial systems and a staff of 30.  Mr. Ojala has worked for the Canadian Opera Company as Accounting Manager and during his 11 years with the COC was involved in a remarkable experience that transformed a homeless arts organization into one of the most respectable and innovative opera operations in North America.

Rosalind Bell

An Associate with Genovese Vanderhoof & Associates since 2004, Rosalind Bell has assisted GV&A with many of its executive searches including Ballet Artistic Directors, Opera General Directors, CEOs, and Marketing and Development staff for such organizations as The Joffrey Ballet, Ballet West, Utah Symphony & Opera, the Houston Arts Alliance, Houston Grand Opera, Houston Ballet, the Canadian Opera Company and The Cleveland Orchestra.

Prior to working with GV&A, Rosalind was Director of Marketing and Membership for The National Ballet of Canada for over 14 years where she managed a staff of 25 and was responsible for $ 8 million in earned revenues.  During her tenure, Rosalind oversaw the growth of the Company’s subscriber base from 2,000 to over 20,000 and achieved the highest market penetration of any ballet company in North America.

Rosalind holds a B.A.Hons. and M.P.A. from Queen’s University and a Diplome Universitaire from the University of Paris-Sorbonne.

Clients

For a full Client Listing please see Printable version

Full Client List (Printable Version)

For any additional information and inquiries please contact us at:

Genovese Vanderhoof & Associates
77 Carlton Street, Suite 1103
Toronto, Ontario
Canada M5B 2J7