Neil Anderson Consulting brings global experience in creating popular and sustainable cultural facilities.
We endeavour to apply a plain English approach in working with clients.
We strongly understand the agency and intelligence of all people. Accordingly, we recognise that cultural facilities are competing within a very busy leisure environment.
Our clients note the strong competition that they facing, for both real time visitation, and for engagement online. Our professional services are designed with this competitive environment strongly in mind.
1. Interpretive Master Planning - A clear brief for project development
We work with clients to fully understand their key goals for the project. The Interpretive Master Planning work fleshes out answers to the fundamental questions; the project objectives, its measures, its target audiences/online interest groups and existing data, and the conceptual structure. Benchmarking the performance of comparative organisations assists clients to understand the opportunities for their work and helps to clarify their project objectives.
This work is then translated into describing the key issues and the ramifications for future visitor experiences and online experiences, and for back-of-house facilities.
For the physical aspects of the project, this results in a spatial analysis which marries functional requirements with physical spaces and circulation. Relevant processes and policies are integrated into the process.
Capital cost estimates, phasing of works, and analysis of risks associated with the project are completed.
Depending on the nature of the project the process may extend to a deeper analysis, providing prudent visitor projections and profit and loss options.
2. Project Direction - Effective direction and delivery of cultural projects
- Project Planning - This is not an ‘off the shelf’ generic project management process. Development of an effective project plan requires the involvement of the key people who will drive and govern the project. Project Planning is a lot more successful if it effectively integrates fit out, and visitor experience/digital experience, with construction, from the very beginning. We also note that an effective project plan will include policy and process, and preparations for operations, service delivery, and public programming.
- Content Direction – Assistance may be required for projects where the conceptual or narrative structure is unclear. There may also be a situation where the project has access to excellent subject matter expertise but needs assistance with broader concept development. And in some instances projects need assistance with developing the content hooks that will attract and engage people. We can provide content direction for your project within your Project Control Group structure.
- Finding the best architects, designers and developers for projects – One of the most challenging aspects of cultural projects. This is in part due to the greater range of choices available. We work with clients to understand their internal staff capabilities and scope their needs for external contractors and companies, through to turn-key solutions. We collaborate with clients to produce tender documentation designed to select the best suppliers and to ensure the delivery of the best results.
- Overall Project Direction – For some projects the client organisation is more comfortable in a governance role. In these cases we can provide complete turn-key project direction services reporting to the client’s Project Control Group.
3. Feasibility – Testing the proposal
For clients we provide a detailed review of the project and create a summary of this analysis for future use. We analyse the environment, looking critically at; market demand, existing user/visitor behavior and future behavior trends. We investigate alternative options for governance, management, operations, and implementation of the project.
This work is supported by a comprehensive financial analysis of the project. The analysis explores differing models, and their performance and economic impacts.
The total feasibility analysis allows the project’s owners to make a decision whether or not to proceed.
4. Organisational and business review
- Change management
We have particular expertise in organisational change for museums, galleries and cultural centres.
When clients are considering their needs for change we usually work alongside existing human resources professionals, or with freelance HR specialists. We bring international experience in the structure, roles, and skills for a modern museological workforce.
The scale of work ranges from the redesign of existing teams through to full organisational restructure.
Major organisational processes such as integrated public programming and exhibition development may also be considered as part of the scope for change management.
- Organisational review and strategic planning
Clients may require an independent review of their organisation’s performance. This may be within one aspect of the business, or it may be the total performance.
We typically clarify with the client their intentions for the review, and agree a methodology to suit. To the process we bring extensive consultation and market research analysis experience within the cultural sector.
Reviews for the total organisational performance may extend to a full reconsideration of the strategic framework.