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Identifying Board Leaders
Identifying Board Leaders
Identifying Board Leaders
Identifying Board Leaders
Identifying Board Leaders
Identifying Board Leaders
Identifying Board Leaders
Identifying Board Leaders
Identifying Board Leaders
Identifying Board Leaders
Identifying Board Leaders
Identifying Board Leaders
Identifying Board Leaders
Identifying Board Leaders
Identifying Board Leaders
Identifying Board Leaders
Identifying Board Leaders
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Identifying Board Leaders

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How to best identify future board leaders of a small non-profit theatre.

How to best identify future board leaders of a small non-profit theatre.

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  • 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!
  • Transcript

    • 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
    • 5. WET’s Strategic Priorities
    • 6. Ideal Board Members
      Demonstrated enthusiasm for WET
    • 7. Identifying Leaders
    • 8. A Timeline for Implementation
    • 9. The Pitch
    • 10. Down the Road
    • 11. Risk Factors
    • 12. Benchmarking Peers
    • 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?

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