Given XYZ’s vision, programming aspirations, and current situation, I was able to provide the organization with a clear understanding of their space needs.
I conducted research into the real estate market, neighborhood development activities, their competitive landscape, and public records data on property developer, managers, and owners in specific target neighborhoods.
I provided a snapshot of their baseline financial needs given current market costs should they decide to pursue a space-growth strategy. I then developed recommendations for four strategies the organization could pursue to develop unconventional partnerships that might off-set some of the costs and risks of a more aggressive growth strategy.
At the end of the project, in addition to strategy recommendations, XYZ had materials they could use to do further organizational planning and fundraising.
They had detailed descriptions of the kinds of spaces they would activate systematically if they were to realize their full growth vision, including space and equipment needs, programmatic usage and timing requirements, as well as potential acquisition paths.
They had a deeper understanding of the peers in their landscape – both competitors as well as non-competitors who might be strong allies. They had a whole new list of potential supporters and strategic partners who shared their commitment to their neighborhood.
They also had a much better understanding of how their neighborhood and those around them were transforming both demographically and economically, as well as how they might be able to take advantage of those changes.