Identifying Board Leaders
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How to best identify future board leaders of a small non-profit theatre.
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Identifying Board Leaders
- 1. Identifying Future Board Leaders a theatre in transition
- 2. The basics: Washington Ensemble Theatre We intend for our theatre to be a physical and creative intersection for community and artists in Seattle, by fostering a love of theatre's humanity, utility, and vitality. 49 seat Little Theatre 9 ensemble members actors, directors, designers, stage managers Associate Members & Guests: managers, playwrights Annual Budget: $100,000 per year $50K ticket sales $40K contributed $10K rental income
- 3. The Little Theatre That Could Inspired by a 2002 University of Washington MFA class project by Jon Jory. In 2003, 14 (recently graduated) founding ensemble members renovate the Little Theatre in Seattle’s Capital Hill neighborhood from a movie theatre to a stage theatre. 2004’s inaugural season of 4 new plays is a smash (critical) success. By 2010, only 1 founding ensemble member remains + no more subsidized rent = critical juncture.
- 4. Process The ensemble should
- 6. Ideal Board Members Demonstrated enthusiasm for WET
- 8. A Timeline for Implementation
- 9. The Pitch
- 10. Down the Road
- 11. Risk Factors
- 13. Cornerstone Los Angeles, CA (Geoff Korf) Mission: community engagement History 1986-91: itinerant 1992: settled in LA, commissioned by other theatres 12 Board members 3 Lawyers, 3 ensemble members, 3 Managers: arts, nonprofit, Hollywood 2 artists 1 banker
- 14. SITI Company New York, NY (Anne Bogart) Mission: new work, physical training, international collaboration History Founded 1992 Summer training + year around producing 10 Board members 4 ensemble members 2 Arts manager Consultant (Board Pres) Lawyer Architect
- 15. A Red Orchid Theatre Chicago, IL (Kay Perdue) Mission: new plays/artistic rigor/social compassion History Founded 1993 in 80 seat (renovated) theatre 2004: first 3 production season 6 Board members 2 lawyers Entrepreneur CEO Corporate strategy consultant Firefighter
- 16. Rude Mechanicals Austin, TX (Nicole Del Giudice) Mission: collaboration, socially conscious work, mentor young artists, alliances with other artists Founded in 1995, tours off-Broadway 6 Artistic Directors, 30 member ensemble 10 member Board President: local CDO VP: local arts manager Treasurer: entrepreneur Secretary: UT faculty Members: 2 entrepreneurs, 3 UT faculty, arts mgr 12 member Advisory Council
- 17. Any Questions?
Notas do Editor
- Who I amOur topic of discussion: when you’re on the board of an ensemble, isn’t every board member a leader?
- Ensemble theatre, new plays, embedded in Capital HillRevenue plateau, expect fixed costs to rise
- 5th season—we’re at a crossroads with big decisions to make
- After speaking with the ensemble, you all (our Advisory Board), management colleagues, and experts in the field, this is the proposed processWhat I’m looking for from you: critical feedback and discussion
- Last three are biggest decisions to makeOther priorities?Different order?
- Other qualities?How many artists on the board?
- The intersection of our current networkHow far outside of these communities should we look?
- Is this realistic, given our time constraints?Who should be working on cultivation & recruitment?
- This is why I was attracted to WETDoes this distinguish us from other board opportunities?How compelling is this prospect?
- A longer-term perspectiveWhen/how do we begin to incorporate this into cultivation & recruitment?
- Where are potential stumbling blocksWhat am I missing?
- My Research: Fellow Network of Ensemble Theatres’ Members
- Thanks!