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.

Company Overview (Printable Version)

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.

Client Services

Executive Search

CHIEF EXECUTIVE OFFICER POSITIONS:

Artistic Director, Austin Lyric Opera

Artistic Director, Boston Ballet

Artistic Director, Houston Ballet

Artistic Director, Hubbard Street Dance Chicago

Artistic Director, Joffrey Ballet

Artistic Director, Les Grands Ballets Canadiens

Artistic Director, Oregon Ballet Theatre

Artistic Director, The Washington Ballet

Chief Executive Officer, Houston Arts Alliance

Director, Winnipeg Art Gallery

Director, Frederick Horsman Varley Art Gallery

Executive Director, Boston Ballet

Executive Director, Canadian Association of Professional Dance Organizations

Executive Director, Cultural Careers Council Ontario

Executive Director, Dance Umbrella of Ontario

Executive Director, Des Moines Metro Opera

Executive Director, Nevada Ballet Theatre

Executive Director, Old Town School of Folk Music

Executive Director, Ontario Cultural Human Resources Council

Executive Director, Pittsburgh Ballet Theatre

Executive Director, Portland Center for the Performing Arts

Executive Director, The Power Plant [Toronto]

Executive Director, Sarasota Film Society

Executive Director, Society for the Performing Arts

Executive Director, Summer Music, Inc.

Executive Director, Toledo Cultural Arts Center

Executive Director, Wheeler Opera House

Executive Director, Yukon Arts Centre

General Director, Arizona Opera

General Director, Dayton Opera

General Director, Edmonton Opera

General Director, Florentine Opera of Milwaukee

General Director, Glimmerglass Opera

General Director, Houston Grand Opera

General Director, Nevada Opera

General Director, Syracuse Opera

General Director, Utah Opera Company

General Director, Vancouver Opera

General Manager, EPCOR CENTRE for the Performing Arts

General Manager, Fox Theatre

General Manager, St. Lawrence Centre for the Performing Arts

General Manager, Toronto Dance Theatre

Manager, Markham Museum and Historic Village

Managing Director, Austin Lyric Opera

Managing Director, Danny Grossman Dance Company

Managing Director, Opera Company of Philadelphia

Managing Director, Royal Winnipeg Ballet

Managing Director, San Francisco Opera

Managing Director, Tafelmusik Baroque Orchestra

President & Chief Executive Officer, Ordway Center for the Performing Arts

President & Executive Director, Royal Ontario Museum Foundation

President & Chief Executive Officer, Utah Symphony & Opera

SENIOR ADMINISTRATIVE/ ARTISTIC POSITIONS:

Assistant General Manager, The Fox Theatre

Chief Operating Officer, Utah Symphony & Opera

Director of Programming, Corporation of Massey Hall and Roy Thomson Hall

SENIOR FINANCIAL POSITIONS:

Director of Finance & Administration, Garde Arts Center

Chief Financial Officer, Boston Ballet

Chief Financial Officer, Opera Pacific

Chief Financial Officer, Orange County Performing Arts Center

SENIOR FUND-RAISING POSITIONS:

Director of Development, Boston Ballet

Director of Development, Boston Lyric Opera

Director of Development/Communications, Canadian Film Centre

Director of Development, Dayton Opera

Director of Development, Edmonton Opera

Director of Development, Festival of Festivals

Director of Development, Geffen Playhouse

Director of Development, Houston Grand Opera

Director of Development, Hummingbird Centre

Director of Development, Manitoba Theatre Centre

Director of Development, The National Ballet of Canada

Director of Development, Niagara College

Director of Development, Opera Pacific

Director of Development, Portland Opera

Director of Development, San Diego Opera

Director of Development, San Francisco Opera

Director of Development, Toronto International Film Festival Group

Director of Development, Vancouver Art Gallery

Director of Development, Vancouver Opera

Director of Development and Marketing, Tafelmusik Baroque Orchestra

Executive Director of Development, Branksome Hall

Head of Development, Marketing, and Visitor Services, Art Gallery of Hamilton

Vice-President Conservation Advancement, World Wildlife Fund Canada

MID-LEVEL FUND-RAISING POSITIONS:

Corporate Development & Foundations Manager, Art Gallery of Ontario

Individual Giving Manager, Art Gallery of Ontario

Membership Manager, Art Gallery of Ontario

Director of Annual Giving, Austin Lyric Opera

Major Gifts Officer, Banff Centre

Major Gifts Officer, Gardiner Museum

Capital Campaign Manager, Canadian Film Centre

Associate Director, Capital/Endowment Campaign, Havergal College

Manager, Patrons Council, The National Ballet of Canada

Development Manager, Opera Hamilton

Associate Director of Development, San Francisco Opera

Associate Director of Development/Individual Giving, San Francisco Opera

Associate Director of Development/Institutional Giving, San Francisco Opera

Associate Director- Capital Campaign, The Shaw Festival

Director of Individual Giving, Seattle Symphony

SENIOR MARKETING POSITIONS:

Director of Marketing, Artsmarketing Services, Inc.

Director of Marketing, Atlanta Opera

Director of Marketing, Edmonton Opera

Director of Marketing, Garde Arts Center

Director of Marketing, Kentucky Opera

Director of Marketing, Toronto Symphony Orchestra

Director of Marketing, Opera Hamilton

Director of Marketing, The Royal Conservatory of Music

Director of Marketing, San Francisco Opera

Director of Marketing, San Diego Opera

Director of Marketing, Seattle Symphony Orchestra

Director of Marketing, Vancouver Opera

Director of Marketing & Communications, Harbourfront Centre

Director of Marketing & Public Relations, San Diego Opera

Tour Marketing Manager, For Dance and Opera (a consortium of

Danny Grossman Dance Company, Dancemakers, Toronto Dance

Theatre, Peggy Baker, and Opera Atelier)

Vice-President, Marketing, The Living Arts Centre of Mississauga

Vice-President, Marketing and Communications, Orange County Performing Arts Center

MID-LEVEL MARKETING POSITIONS:

Director of Marketing, Orange County Performing Arts Center

Director of Ticketing & Customer Services, Orange County Performing Arts Center

Marketing Manager, Cleveland Orchestra

Marketing Manager, Kitchener-Waterloo Symphony Orchestra

Publicity Manager, Tafelmusik Baroque Orchestra

SEARCH ASSISTANCE:

Architectural Conservancy of Ontario

Archives Association of Ontario

Hawaii Opera Theatre

League of Historic American Theatres

Opera Canada Publications

Executive Director

McMichael Canadian Art Collection:

Manager, Corporate Development

Corporate Development Associate

Museum for Textiles

Executive Director

Curator

Development Manager

The National Ballet of Canada

Assistant Director of Development

Architectural Conservancy of Ontario

Manager

Opera Lyra Ottawa

Pacific Opera Victoria

Director of Marketing & Development

Royal Ontario Museum

Director, Marketing

Canadian Film Centre

McMichael Canadian Art Collection

Opera Pacific

Prospect Researcher

Science Alberta Foundation

Director of Development

Studio Arena Theatre

Director of Development

Director of Marketing

The Royal Conservatory of Music

Prospect Researcher

Tafelmusik Baroque Orchestra

Director of Development

Operations Manager

Windsor Symphony

Director of Operations

MAJOR STUDIES/REPORTS

Arts & Science Council of Charlotte-Mecklenburg, Charlotte, North Carolina. (2001). Geo-demographic marketing research study of council & its 28 funded affiliates.

Metropolitan Theatre Preservation Foundation, Morgantown, West Virginia. (1998) Market analysis, operational and capital campaign feasibility plan.

Archives Association of Ontario. (1998) Revenue Generation Feasibility Study.

Chatham-Kent Business & Community Development Corporation (Chatham Capitol Theatre Association). (1998) Theatre operational business plan.

Hamilton Music Research Taskforce Report. (1996) Sub-contractee of Ernst & Young, Hamilton, Ontario. Study on the future of symphonic music in Hamilton.

Income Managers Program, Association of Canadian Orchestras,

Centre for Cultural Management. (1995). "Revenue and Performance Activity of the Not-for-Profit Performing Arts Industry in Comparable Markets in the United States and Canada."

Les Grands Ballets Canadiens, The National Ballet of Canada,

Royal Winnipeg Ballet. (1995) A Comparison of American and Canadian Ballet Companies.

Canadian Association of Professional Dance Companies, Professional Association of Canadian Theatres, Association of Canadian Orchestras, Professional Opera Companies of Canada. (1994) "Request to the Government of Canada from the Not-for-Profit Performing Arts Industry.

Architectural Conservancy of Ontario, Toronto, Ontario. (1994)

Fiscal Development Study.

United Arts Fund of Central Florida--Study Commission on Symphonic Music,

Orlando, Florida. (1994) Assessment of options for the reinstatement of symphonic music in the Central Florida region

Royal Winnipeg Ballet, Winnipeg, Manitoba. (1993)

Plan for $20 Million Capital Campaign for New Dormitory and Endowment

Artpark, Lewiston, New York. (1993) "Artpark Tomorrow": Assessment of options for the future.

Association of Canadian Orchestras/Professional Association of Canadian

Theatres/Canadian Association of Professional Dance Organizations/Professional Opera Companies of Canada (1993) Study on the Economic Impact of Federal Budget Reductions to the Canada Council.

The National Ballet of Canada, Toronto, Ontario. (1992)

Marketing Development Study.

The Royal Conservatory of Music, Toronto, Ontario. (1991-92)

Income Development Assessment.

Ontario Choral Federation, Toronto, Ontario. (1991)

Marketing and Fiscal Development Study.

Skylight Opera Theatre, Milwaukee, Wisconsin. (1991)

Capital Campaign Readiness Audit Report.

Manhattan School of Music, New York City, New York. (1990)

Preliminary Campaign Plan for $20 Million Capital Campaign and Audit of Current Fund-Raising Capability.

McMichael Canadian Art Collection, Kleinburg, Ontario. (1989)

Preliminary Campaign Plan for $54 Million Capital Campaign and Audit of Current Fund-Raising Capability.

Toronto International Festival, Toronto, Ontario. (1988)

Marketing portion of Project Feasibility Study.

CAPITAL/ENDOWMENT CAMPAIGNS
Project Consulting

New York City Opera: (in progress)

Toronto International Film Festival Group: (in progress) $190 million building/endowment campaign

San Francisco Opera: $100 million Opera House renovation and operating campaign (completed).

Centre for Addition and Mental Health: (in progress) $100 million capital campaign

Houston Grand Opera: (in progress)

Utah Symphony and Opera: (in progress)

Sarasota Opera: (in progress) $60 million capital/endowment campaign.

The Royal Conservatory of Music: (planning) $50 million building campaign.

Annenberg Cultural Center, Beverley Hills: (in progress) $45 million building campaign.

The Shaw Festival: $30 million capital/endowment campaign. (completed 2005)

Havergal College: $18 million building campaign. (completed 1997)

Canadian Film Centre: $15 million building and endowment campaign. (completed 2001)

Royal Winnipeg Ballet: $8 million building and endowment campaign. (completed 1996)

Skylight Opera Theatre: (completed 1995) $6 million theatre building campaign.

Tafelmusik Baroque Orchestra: (in progress)

CAPITAL/ENDOWMENT CAMPAIGNS
Feasibility Studies

Centre for Addition and Mental Health Foundation, Toronto, Ontario. (2002-03)

Metropolitan Theatre Preservation Foundation, Morgantown, West Virginia. (98-99)

The National Ballet of Canada, Toronto, Ontario. (1997)

New York City Opera, New York (2007)

Sandusky State Theatre, Sandusky, Ohio. (1999-2000)

San Francisco Opera, Endowment Campaign Plan (2001)

Shaw Festival, Niagara-on-the-Lake, Ontario. (2000)

Toronto International Film Festival Group, Toronto, Ontario. (2002-03)

STRATEGIC PLANNING PROCESSES

Atlanta Opera, Georgia. (2007)

Arizona Opera, Phoenix, Arizona. (1999-00)

Cincinnati Opera, Cincinnati, Ohio. (1999-00)

Connecticut Opera, Hartford, Connecticut. (2000)

Florentine Opera of Milwaukee, Milwaukee, Wisconsin. (1991)

(Plan Through the Year 2000)

Fulton Opera House, Lancaster, Pennsylvania. (2001-2002)

Kansas City Ballet, Kansas City, Missouri. (2004)

Kentucky Opera, Louisville, Kentucky. (1999-00)

The National Ballet of Canada, Toronto, Ontario. (1996-97)

Ontario Crafts Council, Toronto, Ontario. (2005)

Opera Hamilton, Hamilton, Ontario. (1992-93)

Opera Ontario, Hamilton, Ontario. (2004)

State Ballet of Missouri, Kansas City, Missouri. (1996-97)

Tulsa Opera, Tulsa, Oklahoma. (2000)

FUND-RAISING AUDITS

Alberta Theatre Projects, Calgary, Alberta. (1999)

The Banff Centre, Banff, Alberta (2003)

Branksome Hall, Toronto, Ontario. (1999)

Calgary Opera Association, Calgary, Alberta. (1993)

Canadian Centre for Architecture, Montreal, Quebec. (1993)

Canadian Stage Company, Toronto, Ontario. (1994)

Central City Opera, Denver, Colorado. (2004)

Confederation Centre of the Arts, Charlottetown, Prince Edward Island. (1999, 2000)

Edmonton Opera, Edmonton, Alberta. (1992)

Gardiner Museum, Toronto, Ontario (2005)

Hamilton Philharmonic Orchestra, Hamilton, Ontario. (1990)

Kitchener-Waterloo Symphony, Kitchener, Ontario. (1991)

Manitoba Theatre Centre, Winnipeg, Manitoba. (1990)

National Ballet of Canada, Toronto, Ontario. (2000)

New York City Opera, New York. (2007)

Ontario Science Centre, Toronto, Ontario. (1999, 2000)

L'Opéra de Montréal, Montréal, Québec. (2001)

San Diego Opera, California. (2007)

Studio Arena Theatre, Buffalo, New York. (2001)

Toronto Dance Theatre, Toronto, Ontario. (1993)

TVOntario, Toronto, Ontario. (2000)

Young People's Theatre, Toronto, Ontario. (1991)

MARKETING AUDITS

Atlanta Opera, Georgia. (2007)

Centaur Theatre Company, Montreal, Quebec. (1995)

Children's Theatre of Charlotte, Charlotte, North Carolina. (1994)

Cleveland Orchestra, Cleveland, Ohio. (1998)

Discovery Place, Charlotte, North Carolina. (1993-94)

Festival of Festivals, Toronto, Ontario. (1993)

The Grand Theatre, London, Ontario. (1995)

Houston Grand Opera, Houston, Texas. (1996, 2007)

Kitchener-Waterloo Symphony Orchestra, Kitchener, Ontario. (1998)

Lyric Opera of Kansas City, Kansas City, Missouri. (1996)

National Arts Centre, Ottawa, Ontario. (1998)

New York City Opera, New York. (2007)

Opera Carolina, Charlotte, North Carolina. (1998)

San Diego Opera, California. (2007)

The Shaw Festival, Niagara-on-the-Lake, Ontario. (2001)

Spirit Square, Charlotte, North Carolina. (1993-94)

Studio Arena Theatre, Buffalo, New York. (2001)

Symphony Nova Scotia, Halifax, Nova Scotia. (1996)

Toronto Symphony Orchestra, Toronto, Ontario. (1996)

BOARD WORKSHOPS/RETREATS

Architectural Conservancy of Ontario, Toronto, Ontario. (2003)

Artpark, Lewiston, New York. (1992)

Austin Lyric Opera, Austin, Texas. (1990)

Ballet British Columbia, Vancouver, British Columbia. (1993)

Binghamton Summer Music Festival, Binghamton, New York. (1994)

Calgary Opera Association, Calgary, Alberta. (1993)

Centre in the Square, Kitchener, Ontario. (1995)

Children's Theatre of Charlotte, Charlotte, North Carolina. (1994)

Cincinnati Opera, Cincinnati, Ohio. (1999)

Clemens Center, Elmira, New York. (2007)

Contemporary Dancers of Winnipeg, Winnipeg, Manitoba. (1992)

Dayton Opera, Dayton, Ohio. (1991, 1994)

Edmonton Opera, Edmonton, Alberta. (1993)

Georgian Bay Folk Society, Owen Sound, Ontario. (1995, 1997)

Glimmerglass Opera, Cooperstown, New York. (1998)

Kentucky Opera, Louisville, Kentucky. (2000)

Lake George Opera Festival, Glens Falls, New York. (1994)

Lynnwood Arts Centre, Simcoe, Ontario. (1997)

Manitoba Theatre Centre, Winnipeg, Manitoba. (1995)

Markham Museum & Historic Village, Markham, Ontario. (2002)

Mariposa Folk Foundation, Toronto, Ontario. (1991)

Museum for Textiles, Toronto, Ontario. (1999)

Nashville Opera, Nashville, Tennessee. (1999)

Ocean State Lyric Opera, Providence, Rhode Island. (2001)

Ontario Crafts Council, Toronto, Ontario. (2001)

Opera Atelier, Toronto, Ontario. (1989)

Opera Hamilton, Hamilton, Ontario. (1993)

Opera Lyra Ottawa, Ottawa, Ontario. (1993, 1994)

Orlando Opera Company, Orlando, Florida. (1991, 1998)

San Francisco Opera, San Francisco, California. (1990)

Sarasota Opera, Sarasota, Florida. (2000)

Science Alberta Foundation, Calgary, Alberta. (2003)

Syracuse Opera, Syracuse, New York. (1992, 1994)

Tafelmusik Baroque Orchestra, Toronto, Ontario. (2001)

Toronto Dance Theatre, Toronto, Ontario. (1994)

Utah Opera Company, Salt Lake City, Utah. (1990)

Winnipeg Symphony Orchestra, Winnipeg, Manitoba. (1998)

MEMBERSHIP PROGRAM DEVELOPMENT

Harbourfront Centre, Toronto, Ontario. (1996-97)

National Gallery of Canada, Ottawa, Ontario. (1997-98)

Ontario Science Centre, Toronto, Ontario. (1996-97)

TRAINING PROGRAMS:

Program Directors, INCOME MANAGERS PROGRAM, in partnership with the Association of Canadian Orchestras and Centre for Cultural Management,

University of Waterloo, Waterloo, Ontario. (1993-98.) This is a 54-week training program that includes seven weeks of classroom instruction, as well as on-site work modules.

In March 1997 a two-week version of the summer course was held in Halifax, in conjunction with Aucoin/Wellard Associates.

A new Income Managers Program was launched in August of 2001, under the auspices of the Cultural Careers Council of Ontario, funded by The Ontario Trillium Foundation and Human Resource Development Canada.

OTHER:

Genovese, Vanderhoof & Associates was cited as a consultant "recommended by arts organizations" in the Summer 1991 Arts Bulletin of the Canadian Conference of the Arts.

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.

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