“But We Saved So Much!” – In Professional Nonprofit Theatre Finances and Structure, False Economies Abound

saveupto50

  • Eight-performance weeks realize the greatest potential.
    • Adding performances only adds increasingly unpopular time slots.
  • Artistic Directors should direct half the season.
    • For half a season, you have no artistic director, but still you have art. So why have an AD?
  • More seats equals higher potential.
    • “The difference between 600 seats and 800 seats is 200 lousy seats.” (Eddie Gilbert)
  • We mailed 50,000 year-end appeals to increase contributed income.
    • Mailings don’t bring in donations. Relationship building does. Disciplined mission fulfillment does.
  • 100% of our board gives.
    • They’d better, but wouldn’t you rather get thousands to give because of your company’s indispensability?
  • We pay performers a stipend or not at all.
    • Professional theatre companies pay everyone a real on-the-books wage. Local performers are great ambassadors for your company.  The positive financial ROI in local artists is greater than any gala (and it’s ethical, too).
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