Residency Incubator Program
Class of 2013
Participant:
Program Term:
09/2010 – 08/2013 Contact:
Robb Brunson
ExecutiveArtisticDirector
(713) 855-8053
www.interactivetheater.org
Participant Profile:
“The mission of InterActive Theater Company is to engage and inspire children
through live theater productions that reflect their own experiences and challenge their own understanding of the world in which they live. ”
• Incorporated in 1999 • Operating budget ending July 2010 = $179,397 • Number of Board Members in August 2010 = 4 • Full time paid staff in August 2010 = 2 • Main challenges we faced prior to the Program:
• Financial Viability • Venue Constraints • Poor Marketing Strategy • Non-existent fundraising strategies • Lack of participation by Board of Directors
Enters Residency Incubator Program September 2010.
3
• Hired a Marketing Director for 2/3 of program.
• Development of online promotions to the point where IATC was completely able
to promote the entire season.
• Development of marketing plan has begun & improved.
•Provided much needed technology improvements that aided ticket sales.
•Provided a central office while searching for a new home/base.
•Working with other focused incubators was encouraging.
• Provided funds to expand contract employees in crucial areas.
• Improved awareness of proper board functions; board more active in funding
matters & growth.
• Board turnover / transition was easier due to involvement in the Incubator program.
•Increased company’s health and improved the way funders perceived IATC
•Able to retire any debt.
•Contracted development consultant.
Money (Revenue /Expenses)
Management (Board & Staff)
Marketing/PR Systems (admin / facilities)
Outcomes Summary What difference did the Incubator program make?
Financial Profile
$194,659
$213,402
$179,397 $160,546
$114,902
$155,000 $175,000
$195,000
$0
$50,000
$100,000
$150,000
$200,000
$250,000
Jul-08 Jul-09 Jul-10 Jul-11 Jul-12 Jul-13 Jul-14 Jul-15
Op
era
tin
g B
ud
get
Revenue Expenses Linear (Revenue) Linear (Expenses)
Residency Incubator Program (September 2010 to August 2013)
Actual Projected
Year
Ending
Board Management Profile What difference did the Incubator program make?
Board Profile 2010 2013
# of Board Members 4 4
Board President Michael Foster Randall Neighbour
% of Board Giving 100% 100%
Active Committees None 2
% of current BOD serving consecutively since 2010
n/a n/a
Provide a brief statement on changes in board management & governance throughout the Incubator Program. • InterActive has undergone a complete restructuring in the past 3
years. The Board is active in fundraising and each member is essential for the aid they lend to the recently appointed Executive Director.
• Each individual on the board is more qualified and experienced in the non-profit sector than in past years, when our board consisted of friends and family.
Staff Management Profile What difference did the Incubator program make?
Staff Profile 2010 2012
Executive Artistic Director Angela Foster Robb Brunson
# of Full Time Staff 2 1
# of Part-Time Staff 1 0
# of Contractual Staff (non
artist contract) 1 4
# Artists Employed 11 18
$ Total Fees to Artists Employed
35197 19,155
% of Artist fees to Total Expenses
29% 20%
Provide a brief statement on changes in staff management throughout the Incubator Program. • Robb Brunson has taken over as executive director mid-way
through the program. As EAD, he is implementing a plan of using contract labor to help the company grow in fiscal health, while they settle in their new location, and grow audience & cash flow.
• The next position added to the administration will be in Marketing, an area neglected in the 16 year history of InterActive.
Organizational Challenges
Organizational Challenges (September 2010)
Challenges Addressed?
(2013)
INDICATORS (Indicators measure whether or not your organization
addressed these challenges.)
Financial Viability – although current board has taken a more active role in ITC’s financial activity than previous Board in the company’s history.
Yes Reduction of Administrative overhead, implementation of contract staff, and the creation of new year round programs have allowed InterActive to increase cash-flow and pay off 3 years of debt.
Venue constraints: location on the extreme edge of downtown has prevented ITC from increasing our market and expanding our operations; making audiences stagnant & limited to school groups facing budget cuts.
Yes
We are planning for our 3rd Season of Plays at the Heights Venue, which wishes us to stay for as long as we wish. We are currently working with the managers to sign a 3 year lease. Our Audience numbers have increased for each production, and our Saturdays are well attended due to a pre-season sales campaign and our location is in an historic neighborhood.
Poor marketing strategy: need to capitalize on BVA marketing retreat, development of marketing plan, and donated website redesign by implementing goals on the marketing plan.
Ongoing Our website has been very effective for channelling ticket sales, and our online marketing has reached more new audiences for the past season than ever before. Pre-season sales sold 1,296 tickets.
Non-existent fundraising strategies: implement goals set forth on completed strategic fundraising plan that begun May 2010 w/ consultant Sara Kellner.
Yes
Held our first fundraiser in 6 years-successfully, there was an increase in pre-season ticket sales in the 2nd year of online marketing, Contributions went up 200% FY13, and ticket sales are increasing. Summer programming has been scheduled to help with cash flow issues.
Board of Directors: inactive & in violation of by-laws from 2005-2009; in the last year however, these non-participating Boards retired & 4 active/new board members are recruited.
Ongoing
The Board increased their contributions 200% and participated in a new season fundraiser, which brought in an increase to individual contributions of 2000%. In the process of recruiting 3-4 new members before fiscal year’s end.
Vision for Graduation Organizational Goal
(September 2010)
Goal Achieved?
(2013)
INDICATORS (Indicators measure whether or not your organization
achieved your organizational goals.)
Expansion of board members from 4 to 10 with same high level of financial support (100% giving)
No With the changeover of EAD, the past board rolled off, and a new board was brought in. Currently, we are attempting to recruit. Our goal by years end is 7-8 members.
Significantly broaden ITC audiences, w/ better performance schedules, a variety of larger & accessible venues, & collaboration with arts orgs.
Yes
The Heights offers us 10 schools to groom for regular audiences, on top of our 4 county wide list of school patrons. Our new space seats 400 and has been tested this year with audiences reaching 375. We have collaborated with city, ocrchestral, theatrical and dance organizations.
Implementation all goals of the 2010 marketing plan with measurable success of audience growth, higher performance attendance, & increased performance revenue; measure 3 year performance to assess & modify marketing plan accordingly.
Ongoing
There was a 20% increase in audience numbers this season, despite financial short-comings in the first quarter, which did not allow for any print materials this season. Season 2013-14 will be announced early this year, and materials will be mailed before the end of the school year.
Have a regularly assessed fundraising plan and annual fundraising event
Ongoing New leadership requires a new plan, however there was a successful fundraising event in September that brought in much needed finances. Next year’s fundraiser is already in the planning stages.
be in position to hire a Development Director determine what fundraising & fund development will look like for IATC (revised 11/2011)
No
We will continue to utilize Development Consultants, as they have been successful. Rather, we will shift our focus to marketing and increasing ticket sales. Our goal is an increase in ticket sales of 50%, which would be a return to 2008 audience numbers.
Move into a permanent venue that will allow for the next phase of ITC artistic evolution
Yes
We have found a space that serves our purposes in a neighborhood that is arts, education and family friendly. The managers of this space feel that we help the space fulfill it intended purpose and provide funds for their programming.
Keys to Success •In addressing future Incubator candidates, what did you do right that proved to be critical in completing the Program?
oHired the right people with Administrative Funds - The added responsibility of management of CBI funds helped us to look outside of our comfort zones and seek experienced help.
oListened - opened my ears to the possibility that other people’s experience(s) had something to teach me. Even if a topic had nothing to do with InterActive’s programming, it was essential to look at everything as if it was. Inspiration comes from strange places sometimes.
oBonded with fellow incubators - no non-profit is an island. It is helpful to know that other companies struggle with the same issues.
Insert photo 4
Lessons Learned
What were your significant course corrections in the Incubator Program?
oA complete restructuring of our company: administration, production and network. The only aspect left unaltered? Artistic.
Did you learn anything through the Incubator that would have made you do things differently from the start of the Program?
o Changed leadership earlier, so that training would not be lost.
o Would have included more of the staff in training programs.
o Would like to have jumped on board sooner with consultants and programs offered. There is so much offered, it is good to experience as much as possible, even if it is not a good fit. (Chances are it will be good.)
Summary of Future Plans
What happens next with your organization (programming and infrastructure?
•Adding a Marketing Director, Increase Contract Staff, recruit Board Members.
What are your future targets (programming, fundraising, board/staff growth, etc.)? What has to happen to achieve them?
•Increase Educational Workshop Programming.
•Develop neighborhood relationships with Neighborhood Schools (PTAs & teachers)
•Increase Ticket Sales 50% ( return to audience attendance from 2008)
•A board of 8 members.
Haiku
Please summarize our Incubator experience of 3 years into at least 3 lines.
A house plant knocked over
Needing light, water, & food...
A 3 year green house!
Grants, Ads, Boards, Sales, Asks,
Vend, Plan, Write, Print, Flow, Lead, Meet...
HAA, did you say?...Aaaah : )
Raise funds for overhead?
I just want to entertain!
In-Cu-Bat-Torz, Ho! (That’s to be read as a war cry, not insinuating that we put out.)
