Large not-for-profit regional theatre with an operating budget of $3.5 million
Artistic Director duties include play selevtion, casting, overseeing all aspects
of company business including administrative and creative operations,
play direction, fund raising activities, government lobbying, strategic &
business planning, community relations, commissioning of new scripts,
management of mainstage theatre and studio theatre, overseeing activities of
theatre school and young company. Re-establishing company as an integral
part of the community. Restored critical popularity to the company. Doubled
subscription base. Brought company to highest attendance in 40 year history.
Restored company to fiscal health. Eliminated operating deficit and reduced
overall debt from 3.8 million dollars to 800.00 dollars.
Large commercial theatre operating year-round with an annual production budget in excess of $6 million.
Artistic Director and Executive Director duties encompassing complete control
of all phases of theatre operation including: directing, strategic planning,
employee supervision, budget perparation, script and case negotiations,
hiring, casting, play selection, commissioning of new scripts and company
development.
Enhanced company profile. Restored critical and professional standing.
Developed a self directed production team implementing progressive
changes. Commissioned and created new works. Provided consulting ot
emerging companies. Expanded programming base. Created and realized a
profit each season.
A non-profit summer theatre company with an operating budget of $750,000.
All Artistic Director duties plus development of New Play Program and
management of Touring Company. Increased attendance. Developed
community relations. Restored public confidence and awareness of the
theatre. Developed marketing and fund-raising programs. Developed new
funding sources. Increased company profile. Reduced company debt.
Small, non-profit regional theatre with an operating budget of $750,000.
Directed shows. Cast shows. Supervised staff. Developed marketing
strategies. Worked with General Manager ot develop budgets and funding
strategies. Devised school outreach program.
Non- profit summer theatre company with operating budget of $2 million.
Directed shows, selected plays, cast plays, selected and hired production staff. Built and established Playhouse II, a second stage devoted to the development of new Canadian works. Created concert series. Initiated new funding drives and established new funding sources. Produced a financial surplus.
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