Business Planning

A business plan for a cultural organisation is only worth the paper it is printed on if the people responsible for delivering it believe in it. That is why we work closely with boards and senior teams throughout the process – not handing over a finished document, but developing the plan together. Our team brings over 40 years’ experience in the cultural sector, and we understand that effective business planning for arts organisations means producing something realistic, ambitious and genuinely owned by the organisation – not imposed from outside.

Our approach to Business Planning

Every business plan we develop begins with a thorough understanding of the organisation: its mission, values, artistic ambition and the communities it serves. We take time to understand what has worked, what has not, and where the real opportunities lie.

From there, we carry out a detailed analysis of the current business model and financial position, examining income streams, cost structures and underlying financial trends. This is complemented by market analysis, audience data and benchmarking against comparable organisations – giving the plan a firm evidential foundation.

We then work with the organisation to develop income generation strategies that reflect its specific context. This might include earned income growth, fundraising and development, corporate sponsorship, or public funding from bodies such as Arts Council England, Creative Scotland, the National Lottery Heritage Fund or the Levelling Up Fund. Financial modelling and scenario planning follow, producing projections that are ambitious yet capable of withstanding scrutiny from funders and board members alike.

Risk assessment and mitigation strategies are built in from the outset, ensuring the plan is honest about the challenges ahead. The result is a business plan for the cultural sector that satisfies boards, satisfies funders and – most importantly – gives the organisation itself a clear and credible path forward.

We work with organisations at very different stages of development: from established National Portfolio Organisations reviewing their business model, to brand new cultural buildings that need a compelling opening business plan before they open their doors.

Who is this for?

Business planning in the arts and cultural sector covers a wide range of contexts. We work with:

• Arts organisations preparing for Arts Council National Portfolio funding applications, where a robust arts council business plan is a core requirement
• Cultural venues developing business cases for capital projects
• Theatres, concert halls and arts centres reviewing their financial sustainability
• New cultural buildings needing an opening business plan ahead of launch
• Organisations applying for the Levelling Up Fund, National Lottery Heritage Fund or other capital grants
• Dance companies, orchestras and ensembles planning for growth or change
• Heritage organisations and museums developing income diversification strategies

What you can expect

When we develop a business plan with your organisation, you can expect:

• A document that demonstrates ambition while remaining genuinely deliverable
• A clear, evidence-based business plan owned by your board and senior team, not ghostwritten by consultants
• Realistic financial projections with scenario modelling, tested against best-case and worst-case assumptions
• Income diversification strategies tailored to your organisation’s context and capacity
• A plan that supports funding applications and builds confidence with funders and other stakeholders
• Practical implementation guidance with clear timescales and responsibilities

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Performers from Scottish Dance Theatre Excerpt from Process Day by Sharon Eyal and Gai Behar (2019) Filmmaker: Bonnie Bray