Issue One: The business model is broken (if it ever worked). We need a new definition of fiscal health and sustainability based on individual organizations needs.
Theaters across the US are acknowledging that the traditional nonprofit theatre model is broken (60% earned/40% contributed). For many structural deficits have become the norm rather than the exception.
Other Earned Income resources can be explored but must not pull the theatre off mission. Enhancement income can be raised from aggressive new play development and active exploration within the industry. Although this is a somewhat unpredictable source of income when done under the right circumstances it can be very helpful in offsetting expenses. When done for the wrong reasons (read – for the money) it can be devastating. Co-Productions are another performance related income stream. Similar to enhancement income, the partnership is as important as the income source. Many Education Programs generate significant revenue through participant fees, vendor agreements with academic institutions, or corporate training programs. Real estate acquisition and utilization can be a revenue source for many organizations.
Rising Production costs must be reasonably contained, however, eventually many theatres might have to go through a certain amount of correction on their production expenses if they are “living beyond their means.” Programming, fund-raising and administrative needs of companies need to be assessed regularly.
Theatres need to address contributed revenue across the board – annual campaigns, specialized campaigns, and reserves/endowment. Alternatives to traditional endowments will need to be explored. Working capital must be addressed.
We must assess our governance structures and make sure there is balance between board, artistic and managing leadership. Too often healthy discussions become tyrannical demands by one or two of the partners.
Issue Two: Many of our mission statements have become interchangeable.
Writing missions by committee has watered down many theatres’ missions. Consensus has become a compromise to mediocrity. Organizational values are sometimes difficult to identify and in a few cases have been lost to the whim of leadership changes and egos. We must return to missions that address a need. Why do we have mission statements in the first place? We need a purpose. We have to have an identity right? A uniqueness? A reason our community needs us? We have to use our resources and capabilities to fill some social need. We need goals to measure our impact against!
Issue Three: We have lost our relevancy within our communities.
The first two issues have created the most challenging and threatening issue of all. Several organizations have veered away from their original mission and become increasingly irrelevant. Theatre has become about making the safe choice. We shy away from artistic risks over concerns for finances – just when we should be taking the greatest risks with our work. We aren’t spending enough time getting to know our constituencies so aren’t picking work that matters to them. We must live up to the responsibilities we have to our community.
Issue Four: We aren’t investing enough in new kinds of theatre – the evolution of the form.
Theatre has a bad tendency of being behind the times, we must explore how we use new technologies, environmental theatre and challenge the definition of the theatre or new forms will evolve without us.
Issue Five: We should partner more often with other arts organizations or social service organizations.
We must identify mutually beneficial partnerships and eliminate those that drain resources. Natural partnerships have formed with other theatres and some arts organizations, but we must actively pursue new bonds and relationships that allow us to share resources and fund our expenses.
Issue Six: We don’t do enough for families.
As members of a community, we must do more for families. In a world where group experiences are becoming more and more virtual we must provide programming that brings families together under our roof to experience live storytelling. We must make theatre-goers. If you haven’t experienced something you will never miss it. We need to provide flexible services and scheduling to parents as well as provide the tools with which to explore theatre together with their children. We need to have programming that reaches audiences of all ages focusing on the major transition periods.
Issue Seven: We need to make theater more accessible.
Programs that lower ticket prices must be created so that more people can see shows. We have marginalized much of the theatre-going experience to the affluent. Of course not all programming will be accessible to everyone (that is unfortunately inherent in the arts structure). But we have reached a point of imbalance. A correction is essential to remain relevant, to serve most missions, and to keep theatre alive.
Issue Eight: We need to build theater’s Audience Base.
We must create participatory experiences beyond productions. Education programs, outreach programs, audience development programs – whatever you want to call them, must be at the center of the organization along with productions. We cannot afford for them to remain or become satellites to production. When all of the information in the world is available in a few keystrokes in a google search, we must feed the desire for deeper, more qualitative, more educational experiences. We have to listen to our audiences, create a dialogue, and create forums for ideas to be expressed. We have to work as diligently on the relationship with the audience as we work on producing the work. We must speak their language and use their communication tools.
Issue Nine: We need to build theater’s Donor Base.
We must work with the entire nonprofit community to stop complete marginalization of the arts. We must finally create a multi-layer argument regarding the value of the arts. We must stop the competition and aggression towards other arts organizations. Again, we must listen to our donors and create loyalty and generosity that is based on something more than a rewards system for patrons.
Issues Ten: We must empower and invest in our staffs.
Without committed and seasoned staffs we will not achieve any of our goals. We need the staffs of organizations to drive programming and ALL activities of the of the organization in partnership with the board to achieve appropriate growth, long-term strategic goals and the necessary fund-raising to sustain the organization. We need to invest in continuing education for our staffs. We must break the cycle of short-term employment and increase staff retention.
As with any list about an entire industry, of course there are folks working on these issues. Please share what you are doing! Learning from one another and working together is the only way to address these issues industry-wide!
