asolorep.org | 1 Strategic2022-2025Plan
A letter from and
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FRONT COVER: Jason Danieley and Paul Alexander Nolan in the world premiere musical KNOXVILLE at Asolo Rep. Photo by Cliff Roles.
Chair Judith Hoffman, Asolo Rep staff and artists, the Strategic Planning Task Force, the Strategic Planning Committee, and the entire Board of Directors. You have helped Asolo Rep shape a bold and invigorating course of action for the next three years.
To develop a strategic plan that would meet the critical needs of 2022-2025, we created a process that was inclusive of many voices, including members of the Board of Directors, community, and staff, along with artists, subscribers, and vendors. We want to thank everyone who participated through interviews, surveys, one-on-one sessions, and group meetings. We are particularly grateful to Christie Nolan from Mission Matters Con sulting & Coaching Group, Committee
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The planning, process, and production of a strategic plan are essential to an organization’s ability to achieve its vision and goals. The plan provides a roadmap and timeline for the key actions necessary for growth and stability. As a document integral to the preparation and execution of annual goals and objectives, the plan will help guide our path to recovery and re newal as we envision our future.
Michael Donald Edwards Producing Artistic Director Linda DiGabriele Managing Director
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Christie Nolan, MS, CPCC President & CEO
Mission Matters Consulting & Coaching
Building for the Community Foundation of Sarasota County. Christie has received recognition for her capacity building work in Florida and D.C. She was featured on the cover of West Coast Woman, for her contributions in the nonprofit sector. Christie received her Master of Science in IndustrialOrganizational Psychology and holds an undergraduate degree in Psychology from Purdue University. Christie is a devoted lifelong learner and earned certifications from Board Source, the Coaches Training Institute, Raise Together®, Myers Briggs Institute, and is currently pursuing certified facilitator credentials through Technology of Participation (ToP). She was the lead curriculum developer for the Gulf Coast Board Institute, where she trained hundreds of board members serving on local, state, and national boards of directors.
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Christie Nolan, President and CEO of Mission Matters Consulting & Coaching Group, is best known as a nonprofit change agent. With over two decades of experience as a nonprofit executive, community foundation vice president, and consultant, Christie is dedicated to improving the performance and impact of nonprofit organizations and those who lead them. Recognized as a leader in nonprofit management and governance, Christie supports organizations to achieve greater impact through inclusive strategic planning and board andtheChristieConsultingfoundingacrossfoundations,hundredsChristietransformations.hasworkedwithofpubliccharities,andmunicipalitiesthecountry.PriortoMissionMatters&CoachingGroup,servedasDirectorofNonprofitResourceCenterVicePresidentofCapacity
Chair: Judith Hofmann
Asolo
Vice Chair: Kathleen France
Task Force: Bob Bartner, Ann Charters, Carole Crosby, Larry Haspel, Nancy Markle, Joel Morganroth, Bill Sandy, Mary Lou Winnick, Geri Yonover
Chair: Judith Hofmann
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Facilitator: Christie Nolan, Mission Matters Consulting & Coaching
Asolo Rep Strategic Planning Committee Rep Strategic Planning Task Force
Committee: Patricia Anderson, Ann Charters, Carole Crosby, Susan Dweck, Andrew Economos, Herman Frankel, Larry Haspel, Susan Hillel, Randell Johnson, Nancy Markle, Joel Morganroth, Melanie Natarajan, Paul Nelson, Bruce Rodgers, Bill Sandy, Eva Slane, James Wadsworth, Mary Lou Winnick, Geri Yonover
Staff: Corinne Deckard, Linda DiGabriele, Angela Lakin
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Caitlin Humphreys, Savy Jackson and Erin Kei in Asolo Rep’s HOOD. Photo by Frank Atura.
Our Mission Engage and inspire audiences with extraordinary theatrical experiences created with vision, passion and artistry and enhanced by deeply integrated education and community engagement programs.
Asolo Rep Vision and Values
The values of Asolo Rep include a culture of inclusiveness, effective communication, ethical behavior, highest artistic standards, innovation, commitment and fearlessness.
The vision for Asolo Rep is to enrich lives through compelling theatrical experiences created in a collaborative and adventurous environment.
• Strategic Planning Committee • Strategic Planning Task Force • Staff Survey • Board Survey • External Stakeholder Interviews • Stakeholder Engagement Report • SPTF Review FindingsPROCESS PHASE 1 DATA GATHERING &WhereANALYSISarewenow? • Strategic Planning Committee • Strategic Planning Task Force (SPTF) • Staff Survey • Board Survey • External Stakeholder Interviews • Stakeholder Engagement Report • Strategic Planning Committee • Strategic Planning Task Force • Staff Survey • Board Survey • External Stakeholder Interviews • Stakeholder Engagement Report • SPTF Review Findings 2022-25 Strategic Planning6 |
• Staff PlanningOperational • begins March • beginsImplementationJuly1 Findings • Senior Staff Draft Plan • SPTF Feedback • Strategic Planning Committee Feedback • SPTF Feedback • Board of Directors Feedback • SPTF Finalize Plan • Senior Leadership Draft Plan • SPTF Feedback • Strategic Planning Committee Feedback • SPTF Feedback • Board of Directors Feedback • SPTF Finalize Plan • Staff Operational Planning Begins March • Implementation Begins July 1, 2022 How are we going to get there? How will we make GOAL & FORMULATIONSTRATEGY OPERATIONAL PLANNING & IMPLEMENTATION • Staff PlanningOperational • begins March • beginsImplementationJuly1 Review Findings • Senior Staff Draft Plan • SPTF Feedback • Strategic Planning Committee Feedback • SPTF Feedback • Board of Directors Feedback • SPTF Finalize Plan asolorep.org | 7
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PhotoRep. by Cliff Roles.
Dwelvan David (back), Paul Alexander Nolan (front) and the cast of the world premiere musical KNOXVILLE at Asolo
Artistic Innovation & Excellence Audience & Community People & Culture Financial Strength & Stability Facilities & Technology
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Strategic Goals
01 02 03 04 05
Develop audiences and deepen community engagement with a focus on expanded geographic reach and responsive community programming
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Build on Asolo Rep’s national standing as one of the most successful regional theatres and a recognized artistic innovator and creative home for both established and emerging talent
Support the artistic and programmatic goals by investing in infrastructure, facilities and technology
Rep as a leading employer that attracts and develops outstanding talent in a culture that fosters inclusion and creativity
Create a diversified revenue model to support strong financial health and EstablishgrowthAsolo
2022-25 Strategic Planning10 | ARTISTIC INNOVATION & EXCELLENCE Priority 1 BuildGOAL:on Asolo Rep’s national standing as one of the most successful regional theatres and a recognized artistic innovator and creative home for both established and emerging talent KEY ACTIONS: 1.1 Strive for excellence in all aspects of artistic endeavor 1.2 Strive for excellence across all operational departments in support of the artistic product 1.3 Position Asolo Rep regionally and nationally as a sought-after creative hub for leading artists and producers 1.4 Amplify the voices of diverse and innovative artists 1.5 Provide the latest technologies and resources to support artistic vision 2022-25 Strategic Planning10 |
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Cast of Asolo Rep’s production of THE SOUND OF MUSIC. Photo by Paul Tate dePoo III.
Merri Rashoyan, Emily Bohn, Ptah Garvin, Giovanni Rincon and the cast of MUCH ADO ABOUT NOTHING, an Asolo Rep On Tour production, at The NEST at Robinson Preserve. Photo by Cliff Roles.
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asolorep.org | 13 AUDIENCE & COMMUNITY Priority 2 DevelopGOAL: audiences and deepen community engagement with a focus on expanded geographic reach and responsive community programming KEY ACTIONS: 2.1 Rebuild traditional audience base and further expand audiences with emphasis on diversity, access and geography 2.2 Effectively communicate Asolo Rep’s story in local, regional and national markets 2.3 Employ market analysis to research the local market and competition in support of audience growth initiatives 2.4 Develop mutually beneficial collaborations among schools, community partners and cultural institutions 2.5 Provide exceptional and value-added patron experiences 2.6 Use digital technology to provide a point of entry to Asolo Rep programming asolorep.org | 13
for executive leadership positions 2022-25 Strategic Planning14 |
and communication throughout the
and engagement 3.3 Invest in personnel
our
Asolo
and
ongoing professional development for our staff and artists 3.4 Develop a more comprehensive succession
KEY ACTIONS: 3.1 Widen the
employee
EstablishGOAL: Rep as a leading employer that attracts develops outstanding talent in a culture that fosters inclusion and creativity Inclusion, Diversity, Equity and Access (IDEA) lens across all artistic programming and organizational structure to diversify voices and perspectives in work and institutional culture culture of transparency institution that encourages commitment through plan that details transition
a smooth
3.2 Create a
2022-25 Strategic Planning14 | PEOPLE & CULTURE Priority 3
The cast of Asolo Rep’s HOOD. Photo by Frank Atura.
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FINANCIAL STRENGTH & STABILITY Priority 4 CreateGOAL: a diversified revenue model to support strong financial health and growth KEY ACTIONS: 4.1 Complete capital campaign for Koski expansion project 4.2 Design and implement a long-term plan for optimizing the Koski Center and other facilities to address space needs and generate revenue 4.3 Explore additional opportunities for earned income 4.4 Grow organizational endowment and reserve funds to consistently achieve industry best practices 2022-25 Strategic Planning16 |
Architectural rendering of Asolo Rep’s expanded Robert and Beverly Koski Center.
2022-25 Strategic Planning18 | FACILITIES & TECHNOLOGY Priority 5 SupportGOAL: the artistic and programmatic goals by investing in infrastructure, facilities and technology KEY ACTIONS: 5.1 Complete the build-out of the Koski Center Campus expansion 5.2 Evaluate and enhance Tessitura configuration and leverage other technology platforms to achieve greater functionality and data management 5.3 Build capacity and resources for digital technology to support the artistic product, educational opportunities, and audience access 2022-25 Strategic Planning18 |
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Asolo Rep leadership, campaign committee members and supporters “Cut the Ribbon,” Asolo Rep style! Campaign Committee member Larry Haspel, Campaign Co-chair Ann Charters, State Representative Fiona McFarland, Producing Artistic Director Michael Donald Edwards, Production and Operations Director Vic Meyrich, Managing Director Linda DiGabriele, Board President Carole Crosby, Campaign Co-chair Margaret Wise, Campaign Committee member Debbie Haspel, and Campaign Committee member Bob Baer. Photo by Cliff Roles.
5555 N Tamiami Trail Sarasota, FL asolorep.org941.351.901034243ANA ISABELLE & FRIENDS perform on Asolo Rep’s outdoor Terrace Stage. Photo by Gary W. Sweetman.
