1. Participant:
Insert photo 1
Program Term:
02/2012 – 1/2013
Contact:
Philip Lehl, Kim Tobin
Co-Executive Directors
info@starknakedtheatre.com
832 866 6514
starknakedtheatre.com
Pre-Incubator Program

2. Participant Profile:
“To develop and support theatrical artists by providing competitive pay, and to develop
and promote an aesthetic of acting that is truthful, by producing exciting, cutting-edge,
live theatre..”
• Incorporated in 02/2011
• 2012 operating budget = $87,823
• Number of Board Members = 8
• Main challenges we faced prior to the Program:
• Understanding Bookkeeping
• Growing Our Board
• Meeting Our Fundraising Goals
• Obtaining a Venue
Enters the Pre-Incubator Program on Feb 2012

3. Outcomes Summary
What difference did the Pre-Incubator program make?
• Stark Naked is a stronger, better-run
organization, ready to step up to the next
level of budget and fundraising.
– Our books are now kept on QuickBooks,
and our bookkeeper meets regularly with
an experienced arts CPA
– We have identified, with the help of a
professional fundraiser (a volunteer)
foundations that we will be targeting in
the next fiscal year
– Board meets regularly, and is involved in
PR and fundraising; and has grown from
3 members, to 8
– We have secured a permanent venue –
STUDIO 101
– Our volunteer fundraiser has urged us to
plan and implement an endowment,
starting next fiscal year

4. Use of Funds
Awarded $7500 towards administrative and/or programmatic expenses
including IRS 990 preparation, venue rental fees, and artist honorarium.
Description1 Amount Type
AEA Actors for BODY
AWARENESS
$4,536 Program
Portion of three months
rent (October 2012 –
December 2012) for
Studio 101 and Studio
122 at Spring Street
$2,964 Admin.
Studios – (actual total
rent for that period =
$3,405)
• These funds allowed Stark Naked to hire
three union actors for our production of
BODY AWARENESS (where we probably
would’ve had to make do with one or two)
• This also allowed us to be “rent free” for
nearly three months, meaning we could
concentrate on other areas such as
fundraising, and producing art

5. Financial Trend
$200,000
Actual Projected
$180,000
Operating Budget
$160,000
$140,000
$120,000
$87,823
$100,000
$69,408
$80,000
$60,000
$40,000
$9,467
$20,000
$0
FY2011 FY2012 FY2013 FY2014 FY2015
Revenue Expenses Linear (Revenue) Linear (Expenses)

6. Keys to Success
• Came to a much better understanding of
accounting and budgeting
• Came to a much better understanding of
financial controls
• Introduced our board to the importance
of assisting us with tasks assigned
• Defined the roles of our immense, two-
person, married staff (sustainability)
– As the primary contact, I did the
work asked of me in a timely
manner, to the best of my ability,
allowing the HAA staff to show me
what I’d done right, and wrong

7. Lessons Learned
• What were your course corrections?
– Keep in mind that good record-
keeping – receipts, internal
communications, etc. will prove
invaluable. For example, in the past
we have only contracted the union
actors we employ – we’ve found that
this is foolhardy, and intend to
formally contract all hires from now
on
– Be willing to give up control. As a
small organization we do everything;
when help arrives, don’t let jealously
guard what has been your purview

8. Summary of Future Plans
• We hope to expand our programming, both in
terms of number of events, and number of
performances of each event
• We hope to foster young, start-up theatre
companies, through use of STUDIO 101
• We hope to continue to increase our pay for
theatrical artists, in keeping with our mission
• Future targets include
• Endowment – target foundations and major
donors who want to see us become an institution
• Programming – more and bigger
• Staff – move from volunteers to paid positions
All of these targets require two things:
continued excellence in artistic achievement,
and effective fundraising

9. Haiku
Jerome,
Good Cop,
Both Helping,
Bad Cop,
Phil
Quickbooks
My nemesis
Why can’t this be easy?
Wait, hey, that’s great!
My friend
Quickbooks