Learning Sessions #6 Residency Incubator: Classical Theatre Company
1. Residency Incubator Program
Class of 2013
Participant:
Program Term:
09/2010 – 08/2013
Contact:
John Johnston
Executive Artistic Director
johnj@classicaltheatre.org
713.963.9665
www.classicaltheatre.org
Organization
logo here
2. Participant Profile:
Classical Theater Company is dedicated to boldly re-envisioning classical drama on the
stage, in the community, and in the classroom through engaging and enlightening plays
that brings them new life and relevance while maintaining the integrity that the works
deserve.
• 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. Outcomes Summary
What 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/board
relationship
•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 towards
administration
•Formation of fiscal controls
Money
(Revenue /Expenses)
Management
(Board & Staff)
Marketing/PRSystems
(admin / facilities)
4. Participant Profile:
Classical Theater Company is dedicated to boldly re-envisioning classical drama on the
stage, in the community, and in the classroom through engaging and enlightening plays
that brings them new life and relevance while maintaining the integrity that the works
deserve.
• 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. Participant Profile:
Classical Theater Company is dedicated to boldly re-envisioning classical drama on the
stage, in the community, and in the classroom through engaging and enlightening plays
that brings them new life and relevance while maintaining the integrity that the works
deserve.
• 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.
7. Board Management Profile
What difference did the Incubator program make?
Board Profile 2010 2013
# of Board Members 9 12
Board President Christine Johnston Christine Johnston
% of Board Giving 100% 100%
Types of Committees None
Executive, Planning,
Finance, Fundraising,
Board Development
% of current BOD
serving consecutively
since 2010
n/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 and
development since coming into the Incubator Program. The
formation and implementation of committees alone was
instrumental in our growth. This, as well as the addition of new
vibrant board members to strengthen our original members, has
helped CTC’s board of directors reach new levels of governance.
8. Staff Management Profile
What 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 Artists
Employed
$37,000 $79,400
% of Artist fees to Total
Expenses
55% 35%
Provide a brief statement on changes in staff management
throughout the Incubator Program.
[Through the creation and implementation of regular funding, CTC
was able to stabilize the salary for our Communications Director
and Executive Artistic Director. This has proven to provide a boon
in terms of ability to add responsibilities to these positions. Also,
the creation and implementation of a staff manual has also been a
very useful addition to the running of the CTC.
9. Organizational Challenges
Organizational Challenges
(September 2010)
Challenges
Addressed?
(2013)
INDICATORS
(Indicators measure whether or not your organization
addressed these challenges.)
Raising additional funding through
individual giving, corporate
contributions, and foundations.
Yes
Fundraising has increased in each of these areas since
enrollment in the Incubator Program
Increase size and quality of CTC
Board
Yes/Ongoing
Certainly the board has grown with the addition of
three members, however there are still gaps that need
filling so this is ongoing.
Increase visibility of CTC Yes
Audience attendance has increased with each year of
CTC’s enrollment in the Incubator Program.
Provide fair and adequate
compensation
Yes
Our full time staff is now receiving fair compensation
for their efforts.
10. Vision for Graduation
Insert photo 4Organizational Goal
(September 2010)
Goal
Achieved?
(2013)
INDICATORS
(Indicators measure whether or not your organization
achieved your organizational goals.)
Recruit significant board leadership
(15 high-quality members to meet
CTC’s increased needs)
Ongoing
We have added three members to get us to 12, but
there is still a way to go to get to 15.
Grow Audience Base Yes
Audiences have increased with each of CTC’s seasons of
production.
Build CTC operating budget to
$250,000 annual before it begins
campaign to build a home
Ongoing
CTC’s current estimated operating budget is $238,000,
anticipating surpassing the $250,000 limit next year.
Initiate a significant fundraising
campaign
No
We are not yet in a place to engage in a significant
giving campaign.
Reside in a permanent home Ongoing
CTC is in the process of searching for a permanent
home, with the hopes of finding one in the next year.
11. Keys to Success
In addressing future Incubator candidates,
what did you do right that proved to be
critical in completing the Program?
oWe engaged in a willingness to conform to
change
oWe maintained communication with other
incubator members as well as HAA staff
oWe used the HAA facilities to the fullest extent
permitted
12. Lessons Learned
What were your significant course corrections
in the Incubator Program?
oFar and away the addition of use of
Quickbooks was the most significant
oThe addition and utilization of board
committees
Did you learn anything through the Incubator
that would have made you do things
differently from the start of the Program?
oNothing really comes to mind. As we learned
things, of course we wished that we had been
doing them previously, but I would not
change our experience in the Program itself.
13. Summary of Future Plans
What happens next with your organization
(programming and infrastructure?
• We will continue with our three production
season next year in 2013-2014
• We are hoping to implement a theatre
camp component to our programming in
the next year
What are your future targets (programming,
fundraising, board/staff growth, etc.)? What
has to happen to achieve them?
• Add a third full time Development Director,
which will require another $30,000 in
funding to hire
• The addition of our own permanent home,
which will require a capital campaign
14. Haiku
Please summarize our Incubator experience of
3 years into at least 3 lines. You can provide up
to 3 haikus if you like. Seriously
The years go quickly
The lessons they are constant
The people remain
