Learning Sessions #6 Residency Incubator: Classical Theatre Company

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Learning Sessions #6 Residency Incubator: Classical Theatre Company

  1. 1. Residency Incubator ProgramClass of 2013Participant:Program Term:09/2010 – 08/2013Contact:John JohnstonExecutive Artistic Directorjohnj@classicaltheatre.org713.963.9665www.classicaltheatre.orgOrganizationlogo here
  2. 2. Participant Profile:Classical Theater Company is dedicated to boldly re-envisioning classical drama on thestage, in the community, and in the classroom through engaging and enlightening playsthat brings them new life and relevance while maintaining the integrity that the worksdeserve.• Incorporated in January 2007• Operating budget ending June 2010 = $67,310• Number of Board Members in August 2010 = 9• Number of full time staff in August 2010 = 0• Main challenges we faced prior to the Program:• Raising additional funding via individuals, corporate, & foundations.• Increasing the size and quality of CTC Board.• Increasing visibility of CTC.• Providing fair and adequate compensation.Enters Residency Incubator Program September 2010.
  3. 3. Outcomes SummaryWhat difference did the Incubator program make?•Increase in reach to our constituents•Strengthening of media relations•Improved presence online•The utilization of accounting software•Strengthening of staff commitment•Formation of staff manual•Greater understanding of staff/boardrelationship•Notable growth in board members•Formation of committees•Increased board activity•Installation of checks and balances•Installation of a solid development plan•Solid influx of funding to put towardsadministration•Formation of fiscal controlsMoney(Revenue /Expenses)Management(Board & Staff)Marketing/PRSystems(admin / facilities)
  4. 4. Participant Profile:Classical Theater Company is dedicated to boldly re-envisioning classical drama on thestage, in the community, and in the classroom through engaging and enlightening playsthat brings them new life and relevance while maintaining the integrity that the worksdeserve.• Incorporated in January 2007• Operating budget ending June 2010 = $67,310• Number of Board Members in August 2010 = 9• Number of full time staff in August 2010 = 0• Main challenges we faced prior to the Program:• Raising additional funding via individuals, corporate, & foundations.• Increasing the size and quality of CTC Board.• Increasing visibility of CTC.• Providing fair and adequate compensation.Enters Residency Incubator Program September 2010.
  5. 5. Participant Profile:Classical Theater Company is dedicated to boldly re-envisioning classical drama on thestage, in the community, and in the classroom through engaging and enlightening playsthat brings them new life and relevance while maintaining the integrity that the worksdeserve.• Incorporated in January 2007• Operating budget ending June 2010 = $67,310• Number of Board Members in August 2010 = 9• Number of full time staff in August 2010 = 0• Main challenges we faced prior to the Program:• Raising additional funding via individuals, corporate, & foundations.• Increasing the size and quality of CTC Board.• Increasing visibility of CTC.• Providing fair and adequate compensation.Enters Residency Incubator Program September 2010.
  6. 6. Financial Profile$7,964$82,704$67,310$175,545$199,884$238,000$298,000$350,600$0$50,000$100,000$150,000$200,000$250,000$300,000$350,000$400,000Jun-08 Jun-09 Jun-10 Jun-11 Jun-12 Jun-13 Jun-14 Jun-15OperatingBudgetRevenue Expenses Linear (Revenue) Linear (Expenses)Residency Incubator Program(September 2010 to August 2013)Actual ProjectedYear Ending
  7. 7. Board Management ProfileWhat difference did the Incubator program make?Board Profile 2010 2013# of Board Members 9 12Board President Christine Johnston Christine Johnston% of Board Giving 100% 100%Types of Committees NoneExecutive, Planning,Finance, Fundraising,Board Development% of current BODserving consecutivelysince 2010n/a 50%Provide a brief statement on changes in board management &governance throughout the Incubator Program.CTC’s board has undergone a great deal of growth anddevelopment since coming into the Incubator Program. Theformation and implementation of committees alone wasinstrumental in our growth. This, as well as the addition of newvibrant board members to strengthen our original members, hashelped CTC’s board of directors reach new levels of governance.
  8. 8. Staff Management ProfileWhat difference did the Incubator program make?Staff Profile 2010 2012# of Full Time Staff 0 2# of Part-Time Staff 6 10# of Contractual Staff 1 1# Artists Employed 45 69$ Total Fees to ArtistsEmployed$37,000 $79,400% of Artist fees to TotalExpenses55% 35%Provide a brief statement on changes in staff managementthroughout the Incubator Program.[Through the creation and implementation of regular funding, CTCwas able to stabilize the salary for our Communications Directorand Executive Artistic Director. This has proven to provide a boonin terms of ability to add responsibilities to these positions. Also,the creation and implementation of a staff manual has also been avery useful addition to the running of the CTC.
  9. 9. Organizational ChallengesOrganizational Challenges(September 2010)ChallengesAddressed?(2013)INDICATORS(Indicators measure whether or not your organizationaddressed these challenges.)Raising additional funding throughindividual giving, corporatecontributions, and foundations.YesFundraising has increased in each of these areas sinceenrollment in the Incubator ProgramIncrease size and quality of CTCBoardYes/OngoingCertainly the board has grown with the addition ofthree members, however there are still gaps that needfilling so this is ongoing.Increase visibility of CTC YesAudience attendance has increased with each year ofCTC’s enrollment in the Incubator Program.Provide fair and adequatecompensationYesOur full time staff is now receiving fair compensationfor their efforts.
  10. 10. Vision for GraduationInsert photo 4Organizational Goal(September 2010)GoalAchieved?(2013)INDICATORS(Indicators measure whether or not your organizationachieved your organizational goals.)Recruit significant board leadership(15 high-quality members to meetCTC’s increased needs)OngoingWe have added three members to get us to 12, butthere is still a way to go to get to 15.Grow Audience Base YesAudiences have increased with each of CTC’s seasons ofproduction.Build CTC operating budget to$250,000 annual before it beginscampaign to build a homeOngoingCTC’s current estimated operating budget is $238,000,anticipating surpassing the $250,000 limit next year.Initiate a significant fundraisingcampaignNoWe are not yet in a place to engage in a significantgiving campaign.Reside in a permanent home OngoingCTC is in the process of searching for a permanenthome, with the hopes of finding one in the next year.
  11. 11. Keys to SuccessIn addressing future Incubator candidates,what did you do right that proved to becritical in completing the Program?oWe engaged in a willingness to conform tochangeoWe maintained communication with otherincubator members as well as HAA staffoWe used the HAA facilities to the fullest extentpermitted
  12. 12. Lessons LearnedWhat were your significant course correctionsin the Incubator Program?oFar and away the addition of use ofQuickbooks was the most significantoThe addition and utilization of boardcommitteesDid you learn anything through the Incubatorthat would have made you do thingsdifferently from the start of the Program?oNothing really comes to mind. As we learnedthings, of course we wished that we had beendoing them previously, but I would notchange our experience in the Program itself.
  13. 13. Summary of Future PlansWhat happens next with your organization(programming and infrastructure?• We will continue with our three productionseason next year in 2013-2014• We are hoping to implement a theatrecamp component to our programming inthe next yearWhat are your future targets (programming,fundraising, board/staff growth, etc.)? Whathas to happen to achieve them?• Add a third full time Development Director,which will require another $30,000 infunding to hire• The addition of our own permanent home,which will require a capital campaign
  14. 14. HaikuPlease summarize our Incubator experience of3 years into at least 3 lines. You can provide upto 3 haikus if you like. Seriously The years go quicklyThe lessons they are constantThe people remain

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