By Steven Wolff

As we look forward, we must reimagine how we connect with people (artists, employees, board members, partners, audiences and communities), redesign programs and services, and reinvent business models. Along the way we must also reframe our place in community, serve as anchor institutions, and shift perspectives from beneficiary of recovery to partner in recovery.

In just a few short weeks, the COVID-19 health crisis has had an unprecedented impact on our world-wide economy and social environment. In this paper, we describe a five-stage framework: focusing on resilience, readiness, reimagination, recapitalization, and return.

Because arts venues were the first to close and may be among the last to re-open, a myriad of issues may emerge; from the time and conditions required to restart ‘the art’ to customer willingness to be in large venues; from the economic impact of closure to the necessary resources (leadership, human and financial) to return.

There will be much change in the arts and culture space in the coming months. It is a real opportunity for anchor cultural institutions to evolve and step into more significant community development and public value roles.

Over the next weeks and months, AMS will continue to document and share examples of this evolution. We welcome your stories about innovative and creative examples of the public value of our sector and look forward to continuing the conversation. Look for future updates.

Steven Wolff is a Principal with AMS Planning & Research.

By R.V. Baugus

The Berry Center in Cypress, Texas, under the leadership of Beth Wade, CVE, transformed into a neighborhood super site food distribution location to get more food into the local community. The venue began in the role on April 29 under the auspices of the Houston Food Bank.

Two previous distribution efforts in the area were held at Cypress Premium Outlets with a goal of serving 5,000

vehicles, while more than 7,000 has been distributed at the Berry Center. Items included approximately 100 pounds of food per car, with a mixture of fresh produce, frozen meat, dairy, and non-perishables.

As cars lined up to receive food, volunteers helped load the car trunks with food while National Guard volunteers assisted with food distribution.

The effort is also just one of many for the Houston Food Bank, whose mission is to provide food for better lives. Last year the food bank we provided access to 104 million nutritious meals in 18 counties in southeast Texas through its 1,500 community partners which includes food pantries, soup kitchens, social service providers, and schools, with an emphasis on healthy foods and fresh produce.

In addition to distributing food, the food bank provides services and connections to programs that address the root causes of hunger and are aimed at helping families achieve long-term stability, including nutrition education, job training, health management, and help with securing state-funded assistance.

The food bank is also a resource for individuals and families in times of hardship and a solution to food waste, working with grocery stores and growers to rescue food before it reaches landfills. In collaboration with the community, the food bank advocates for policy change and promote dialogue on ways to increase access to food and to improve the lives of those we serve. Houston Food Bank works alongside partner food banks in Montgomery County, Galveston Country, and Brazos Valley, and is a certified member of Feeding America, the nation’s food bank network, with a four-star rating from Charity Navigator.

By Charzie Abendanio

Maple Leaf Sports & Entertainment’s meal donation program will reach 100,000 meals produced later this week, and to accommodate the overwhelming support and donations to date, the program has been expanded to include the use of BMO Field, and the addition of BMO as a lead partner, to maximize its impact in the community. With the additional resources, the “Bringing Toronto Back To Its Feet” program, designed to thank and support Toronto’s front-line health workers, their families, and local community agencies, will be able to expand beyond their original production goal of 10,000 meals per day to now produce up to 13,000 meals per day.

“MLSE and our teams are always proud to represent Toronto, inspire our citizens, and serve our community, but that is especially true in challenging times,” said Larry Tanenbaum, Chairman of MLSE. “We are extremely proud of our organization and our employees who had a hand in bringing this program to life and grateful to the many partners who were so quick to lend their support. We all look forward to the day when we can return to hosting and entertaining our fans, but until then, we are focused on doing everything we can to help our community recover from this difficult period.”

MLSE will use BMO Field’s numerous food preparation facilities to prepare and assemble the additional meal packages. MLSE’s chefs and food and beverage staff, along with employees from different departments within the company, have been working together on this program as the company’s sports and entertainment operations are halted due to the pandemic.

“We’re extremely proud to help expand this successful program to support front-line health workers and Second Harvest, who provide meals to the most vulnerable members of our community,” said Darryl White, CEO, BMO Financial Group. “BMO is here to boldly grow the good in business and life, and that inspires the actions we’re taking to fight this pandemic. We’ll continue to look for opportunities like this with our partners to grow the good in our communities.”

BMO Field’s facilities are a valuable addition to the program and its aim to reach a new goal of producing up to 13,000 meals per day. BMO joins the previously announced founding partners of the community outreach effort in MLSE, Scotiabank, Tangerine Bank, Bell Canada, and Rogers Communications.

“There has been an outpouring of support in response to this initiative and it has further demonstrated the united and generous spirit of Toronto,” said Michael Friisdahl, President and CEO of MLSE. “The addition of the facilities at BMO Field, and the support of BMO as a partner, will help us grow this program beyond what we had first envisioned and provide even more support to the community where and when it is needed most. We are very appreciative to everyone who has played a role in making this program possible, but we are especially grateful for the generosity of MLSE’s ownership, the commitment of our employees, and the support of our corporate and community partners. This is an example of Toronto at its best.”

“I want to thank BMO for joining MLSE’s food donation program, which will help feed families across our city. The
expansion of this program to include BMO Field shows this truly is a growing team effort to support people during the COVID-19 pandemic,” said Mayor John Tory. “Businesses in Toronto have stepped up throughout this crisis to help the community – it’s the Toronto way – and I want to thank MLSE, and all of its corporate partners for demonstrating that Toronto spirit through their involvement in this impactful initiative.”

Since the announcement of the program, MLSE has also received more donations than anticipated from the community
to support with logistics, including delivery, food or financial donations, and assistance from volunteers. MLSE and all of the partners involved with the program are thankful to Mackie Movers, Pinnacle Caterers, Nestlé Canada, McCormick Canada, Smucker’s, Pizza Pizza and Diageo Canada for providing extra support and welcome the generosity of the many others inquiring about how they can assist the program.

In the first two weeks of operation, the MLSE culinary team’s meal production has included almost 25,000 pounds of chicken, 15,000 pounds of potatoes, 10,000 pounds of mixed vegetables and 8,000 pounds of pasta.

Second Harvest, the largest food rescue organization in Canada, along with a network of local suppliers and sponsors, are supplying fresh ingredients daily to the MLSE team. The chefs are then turning those food supplies, along with other food purchased or donated to the program, into fresh, nutritious, ready-to-heat single-serving meals suitable for a variety of dietary needs. Meals are then labelled before being readied for delivery five days a week. The program is expected to prepare and deliver hundreds of thousands of meals over the coming weeks for a growing network of hospitals and community agencies.

“To limit the spread of COVID-19 while maintaining social distancing, it’s essential that community food programs now provide takeaway meals to an increasing number of people in need. Unfortunately, many of the organizations Second Harvest supports do not have the kitchens or money necessary to do that– and that gap puts thousands of vulnerable people at risk,” said Lori Nikkel, CEO of Second Harvest. “We are incredibly grateful to MLSE and its partners for helping us close that gap by mobilizing its world-class venue and chefs, and for the generosity of so many food donors that are enabling us to provide thousands of meals every week. We are determined that no one be left behind.”

MLSE worked with food hygiene experts and Toronto Public Health during the development of the program to ensure the safety of the meals and of the people who are working to prepare them.

Charzie Abendanio is Manager, Corporate Communications for Maple Leaf Sports & Entertainment in Toronto.

By R.V. Baugus

Many venues — let’s say most — are and have been working diligently to balance the need to assist in their communities with the need to plan for the many steps necessary in reopening, whenever that may be.

An article written by Aaron Wilson in the Houston Chronicle caught our eye about how the NFL Houston Texans plan to become what is thought to be the first professional sports team looking to hire a full-time hygiene coordinator to oversee that aspect of operations at the team’s practice facility and NRG Stadium. The obvious goal is to provide and protect sanitary conditions at the 72,220-seat venue to keep players, workers, and fans safe.

The venue is owned by Harris County and as a result such a hire would also handle the myriad of other major events at the stadium including the Texas Bowl and the Houston Livestock Show and Rodeo, among others. The hire will oversee the team’s custodial staff provided by F&B provider Aramark and work in tandem with Harris County infrastructures to coordinate the cleanliness of NRG Stadium as well.

We will be reporting more on this particular situation as well as if this will become a hiring trend as more venues return to normal operations.

Photo by Visit Houston.

By McQ Olsen

ExtraMile Arena, located in the heart of Boise State University’s campus and Idaho’s capital city of Boise, is yet another venue that has stayed busy during the COVID-19 pandemic.

“At ExtraMile Arena, hundreds of staff members work tirelessly to support the Arena’s mission of bringing world class creativity, competition and celebration to life,” said Lisa Cochran, executive director of the venue. “For the moment, our hallowed halls of celebration sit empty, waiting patiently as our community bands together to flatten the curve. As a way of thanking our staff and supporting community businesses, ExtraMile Arena has teamed up with ExtraMile/Jacksons, Bronco Sports Properties, Chicago Connection, Tropical Smoothie, and Dutch Bros to distribute gift cards to our staff. As these cards are used throughout the community, may our staff and businesses alike take pride in knowing that their efforts are instrumental in making Boise, and the greater Treasure Valley, a truly wonderful place to live.

“During this difficult time, we miss the smiling faces of our employees and the opportunity to work side-by-side to create extraordinary events. Until we can come together again to celebrate once-in-a-lifetime achievements, sing at the top of our lungs or cheer on our Broncos, remember that we are stronger together and we will get through this.”

McQ Olsen is associate director of marketing at ExtraMile Arena.