New Jersey Theatre Alliance Strategic Plan FY22 – FY24

STRATEGIC PLAN FY22 – FY24

Adopted on November 17, 2021

A Midsummer Night’s Dream, Stages Festival, The Shakespeare Theatre of New Jersey

Workshop for Group! A New Musical, Passage Theatre

TABLE OF CONTENTS Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3 Central Guiding Questions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4 Themes for Breakout Discussion Groups . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4 Planning Building Blocks . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4 Core Values . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5 Guiding Principles . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6 Mission . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6 Vision . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6 Statement of Need. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7 Pledge to the Field . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7 Priority 1: Re-imagine Communications and Marketing . . . . . . . . . . . . . . . . . . . . . . . . . 8 Priority 2: Strengthen and Support an Informed Membership . . . . . . . . . . . . . . . . . . . 12 Priority 3: Advance Equity, Access, and Justice . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 15 Priority 4: Enhance New Jersey Theatre Alliance’s Organizational Stability . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 19 Appendices Appendix A: Board of Trustees, Strategic Planning Committee, and Staff . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 22 Appendix B: Membership Survey . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 23 Appendix C: Venn Diagram . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 25 Appendix D: Change Plan for OF/BY/FOR ALL Initiative . . . . . . . . . . . . . . . . . . . . . . . . . 27 Appendix E: List of Member Theatres . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 29

INTRODUCTION New Jersey and the nation’s nonprofit theatre community is facing much change, especially as a result of the COVID-19 pandemic and a heightened awareness that our industry needs to do a better job in its equity and access work on its stages, in its board rooms, and in its hiring practices. As a result of this change, the Board, membership and staff of New Jersey Theatre Alliance made a commitment to work together to assess the organization’s current strategic plan and begin to explore a new path forward that will support and strengthen our member theatres as they navigate uncharted waters addressing the field’s most urgent needs and laying a foundation for continuity and vitality.

A Strategic Planning Committee, co-chaired by trustees Joseph Benincasa and Marshall Jones III, was formed with members of the board and theatre colleagues outside of the board membership. (See Appendix A for Strategic Planning Committee). In consultation with our planning consultant, Elizabeth Murphy of Rathu Consulting, the committee was charged with laying out the process and design of two virtual planning retreats with board, staff, and member theatres.

To help identify discussion themes for the first planning retreat, held on May 13, 2021, an anonymous survey was sent to the member theatres. Surveys were completed by colleagues representing 32 of the 40 member theatres with a total of 69 surveys, representing 80% participation. (See Appendix B for Survey) The findings from the survey and a visionary discussion with the strategic planning committee, led by our planning consultant, resulted in the following central guiding question for the retreat which served as a foundation for the four themed discussion groups.

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CENTRAL GUIDING QUESTION How can New Jersey Theatre Alliance and its member theatres work together to transform the New Jersey theatre field into one that is flourishing, collaborative, and equitable for its artists, administrators, organizations and audiences?

Themes for Breakout Discussion Groups • • • •

Prioritizing People Future Business Models Theatre to Theatre Connection Theatre to Community Connection

The purpose for Retreat #1 was for participants to do some big thinking and brainstorming. These discussions helped determine the major goal areas for Retreat #2 and the strategic plan.

In reviewing the notes from Retreat #1, the planning consultant, staff and planning committee determined the following priority planning building blocks for Retreat #2 which occurred on June 17, 2021. The purpose of Retreat #2 was to continue conversations that started with the May, 2021 retreat to advance the dialogue around strategies and tactics that can support the agreed upon FY22-24 goals.

With the Central Question guiding the strategic planning in mind, member theatre colleagues and board members participated in three of the following breakout sessions. For each planning building block discussion, our community of member theatre colleagues and trustees were asked to think how the Alliance could help to make it possible over the next three years, and to consider the questions related to the Alliance’s Guiding Principles. See Appendix C for the visual representation, shared with retreat participants, of how the “Building Blocks” overlap and intersect, as well as a representation of how the guiding principles were threaded through the breakout sessions.

Planning Building Blocks:

– Prioritizing People: supporting sustainable lives for theatre makers – Connecting with Constituents: audiences, funders, policymakers and the general public – Collaboration and Partnership: collective impact and combined resources – Leadership Development: mentorships, internships, training

Both virtual planning retreats had concurrent breakout sessions that lasted 45 minutes and allowed each attendee to participate in at least three discussions followed by a 20 minute facilitated feedback and closing session. Each breakout session had an assigned facilitator, staff representative, and a note taker.

Following the June 17, 2021 retreat, goals and strategies identified during the retreat were discussed with the Strategic Planning Committee. New Jersey Theatre Alliance staff had a planning retreat on July 29, 2021 to outline the plan. Sections of the plan were shared with the various committees for feedback, and a draft of the Plan was shared with the strategic planning committee on October 25, 2021. The New Jersey Theatre Alliance’s Strategic Plan for FY22–FY24 was adopted on November 17, 2021 at a meeting of the Board and Membership.

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CORE VALUES Professional Excellence and Integrity/Accountability

Collaboration and Partnership

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Equity and Access

Creativity and Innovation

GUIDING PRINCIPLES • • • •

Leveraging Collective Power Advancing Equity and Access Communicating the value of theatre to internal and external stakeholders Facilitating Innovation

MISSION New Jersey Theatre Alliance unites, promotes, strengthens and cultivates New Jersey’s professional theatres. We advance the theatre community by developing innovative, collaborative, and engaging programs and services for member theatres and their diverse audiences.

VISION New Jersey Theatre Alliance and its members envision a field that is flourishing, collaborative, and equitable for artists, administrators, member theatres, organizations, and audiences.

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STATEMENT OF NEED The COVID-19 pandemic, economic insecurity and uprisings for racial justice have transformed life in our country and in our theatre community. It has forced organizations to reflect and assess the types of programs they produce, the way they deliver their programs, their organizational policies, and how they communicate and engage with audiences and artists. This time has also put a spotlight on the inequities in our field (i.e. pay inequity, racial inequity, gender inequity, etc.) and the need for a cultural shift to ensure that current and future artists and arts managers have equal opportunities, can earn a livable wage, and can stay in the industry.

The pandemic has provided enormous challenges to our field, but it has also offered great opportunities.

As the New Jersey theatre community navigates our new reality, there is a need to adopt new ways of working to ensure long-term sustainability, explore new business models, find new ways to connect and engage audiences, explore hybrid models of delivering programs, commit to implementing equitable and just policies in all areas of operations, and find new ways to connect with audiences, artists, communities, and each other.

This time has also led New Jersey Theatre Alliance to reexamine its own programs and policies so it can better support and lead a field that is evolving so member theatres can thrive and achieve their full potential.

A PLEDGE TO THE FIELD The Alliance will: • Work collaboratively with the Board and member theatres to increase the public’s support of, attendance at, and engagement with New Jersey’s professional theatres, thereby helping Alliance members meet their sales, audience-development, and community-engagement goals.

• Invest in the professional development of staff and artists of member theatres through equitable opportunities.

• Expand and deepen partnerships with schools, universities, and organizations outside of the arts such as healthcare and social service organizations.

• Build upon education and awareness of policy and key decision makers to ensure a healthy environment for member theatres.

• Ensure organizational sustainability by building upon strengths and identifying areas for growth.

To live out our core values, New Jersey Theatre Alliance is committed to equity and access both within our organization, and the work we do in and for the field. Since 2018, the Board and staff have assessed and improved operations and programs to be more equitable, and each of the four priority areas of this plan continues the work of this commitment.

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PRIORITY 1: Re-imagine Communications and Marketing Exploring how we communicate to the public and what stories we tell is essential as we return after the pandemic. Expanding relationships with communities and how we educate and engage them in our work is crucial. As the “voice” of New Jersey’s professional theatre community, the Alliance will seek opportunities to utilize new technologies, as well as implement and strengthen all communication and marketing efforts to assist member theatres in their sales, audience development, stakeholder engagement, and community engagement goals.

To ensure all staff of member theatres are aware of Alliance programs and have the opportunity to engage with the Alliance staff and their member theatre colleagues, the Alliance will offer a wide range of member communication and networking opportunities.

Goal 1: Increase Awareness of Member Theatres and Strengthen Audience Development CURRENT PROGRAMS • • • • •

New Jersey Theatre Alliance Website Bi-Weekly E-News Social Media Outlets (Facebook, Instagram, Twitter, Youtube) The Stages Festival Cultural Access Calendar

AREAS FOR GROWTH E-NEWS

• Re-design the E-news to feature stories on the impact of member theatres on their communities and the economy, as well as highlight the fact that member theatres are small businesses. Current show openings, giveaways, and discounts at member theatres would be featured. A link to the Alliance’s website would be provided for a complete show listing • Develop a content strategy for E-News that ensures BIPOC artists and organizations are featured • Identify, secure and support writers to contribute to the E-News stories with special attention to Black, Asian, LatinX, and Indigenous voices

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NEW JERSEY THEATRE ALLIANCE WEBSITE

• Identify and secure vendor to redesign website to make it more user-friendly and efficient for member theatres, Alliance staff, and the general public • Ensure the site is at the AAA level of accessibility conformance • Ensure that data information such as donations and E-news subscribers captured from website can be automatically shared in Salesforce (customer relations management system) and allow for target marketing • Plan public relations strategy around the launch of new website

STAGES FESTIVAL

• Design a public relations strategy to celebrate the 25th Anniversary of the Stages Festival • Rebrand the Stages Festival program for further development and growth • Assess current communities served by the Festival and determine new communities; ensuring events are accessible to communities of color • Design an Ambassadors Program to help spread the word of Festival events in local communities • Assess partnerships with the Festival and develop promotion expectations from partners to help brand the program to a wide range of constituents.

• A minimum of 50% of artist fees for Stages Festival events will be earmarked for BIPOC artists

MARKETING AND PUBLIC RELATIONS SUPPORT

• Hire a public relations consultant to work for the Alliance and individual theatres • Expand relationships with media outlets that include arts and non-arts coverage to 20 new outlets

SEE PROFESSIONAL THEATRE CAMPAIGN

• Re-launch the See Professional Theatre Campaign by hosting a bi-annual event that promotes the subscription seasons of member theaters, Alliance services, and features performance highlights from some member theatres and using/promoting existing video assets

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REOPENING CAMPAIGN

• Work with Bartley & Dick Advertising and Design on the Opening Night, Opening Right Campaign’s microsite, openingright.com • Identify and secure theatre makers and theatre patrons for written and video testimonials on the importance of live theatre returning to the stage • Ensure BIPOC theatre makers and patrons are featured in the campaign • Develop a public relations strategy for campaign that features social media, press coverage in both print, radio and television

STAKEHOLDER ENGAGEMENT

• Design and host a series of conversations with funders and key decision-makers to raise awareness of needs of member theatres and their impact as small businesses.

• Collaborate with ArtPride New Jersey in supporting a Mayors Council to deepen the advocacy efforts of member theatres • Maintain advocacy efforts and strategic alliances with ArtPride New Jersey, Americans for the Arts, and other service organizations to advocate for the state’s theatre community and share information and calls to action to help secure arts-positive public policy

MESSAGING/VALUE STATEMENT

• Develop a unified value message that reflects the impact of theatres on the health of New Jersey’s residents, the value of its professional artists and managers, the powerful contribution to communities and the economy • Use this statement when meeting and communicating with funders, business leaders, and policy makers

SOCIAL MEDIA

• Increase followers by at least 15% across all social platforms • Convert followers to E-News subscribers • Explore new/alternative social media platforms to ensure we are engaging a wide range of constituents as social media changes and evolves

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Goal 2: Enhance Member Communications CURRENT PROGRAMS

• Bi-weekly Field Calls • In The Wings on Facebook • Information sharing on funding opportunities and advocacy news

AREAS FOR GROWTH • Explore creating an internal newsletter to feature upcoming Alliance events and opportunities • Assess the effectiveness of the In the Wings feature on Facebook and explore other internal communication options (i.e. Slack or Google Groups). Explore the option of designing a customized app tool for communication amongst the membership • Schedule Listening Sessions with individual member theatres to learn of their current needs and how the Alliance can be of service • Host bi-annual orientation sessions for all staff of member theatres to highlight Alliance programs and services and answer membership questions • Establish a Letter of Partnership for members outlining Alliance services and the responsibilities/expectations of membership • Ensure that new website is designed to serve as a communication hub for members

Education Roundtable Meet and Greet at Two River Theater

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PRIORITY 2:

Strengthen and Support an Informed Membership In order to adapt to the new changes impacting our member theatres and profession, New Jersey Theatre Alliance will maintain and expand resources and education opportunities in a wide range of areas to help theatres, their artists, and their staff carry out their work effectively.

The Alliance believes that in order for our field to flourish and attract and maintain talent, we need our decision makers to create an environment that recognizes and supports the value and worth of all professionals in our industry. We need to prioritize people and ensure our workers can live sustainable lives while working in our industry. Recognizing the challenges member theatres face in maintaining and strengthening their human and financial resources, the Alliance will implement support services to help our theatres attract and sustain a healthy workforce, especially BIPOC theatremakers and people with marginalized identities.

Goal 1: Deepen the Engagement and Education of Staff and Artists of Member Theatres CURRENT PROGRAMS • • • • • •

Department Roundtables Access Thursdays ADA Planning Sessions Workshops on Anti-Racism Resources (Accessibility, anti-racism) Workshop for members of the New Jersey Arts and Culture Administrators of Color Network • Technical Assistance workshops for individual theatres (strategic planning, board development, equity and justice work

AREAS FOR GROWTH • Assess education opportunities offered by other organizations (i.e. Center for Nonprofits, Actors Fund, Association of Fundraising Professionals, etc.) and determine which are appropriate for Alliance collaboration • Implement an assessment matrix to improve impact, effectiveness and efficiency of programs • Explore an education series for artists (i.e. financial planning, navigating health insurance, professional coaching, and more) with an emphasis given to BIPOC artists • Provide networking and education opportunities for trustees of member theatres

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AREAS FOR GROWTH, CONTINUED • Reinstate the annual Marketing Retreat • Establish a Creating Change Roundtable series to assist the field in their equity, justice, and anti-racism work • Archive all training sessions on redesigned Alliance website • Provide advocacy training • Design a training session on the use of digital filming equipment • Develop a recommended list of trainers and partners to assist member theatres in their individual education work • Streamline and expand education resources available on the Alliance’s website • Seek out and invite thought leaders from outside of the theatre industry to participate as speakers in roundtables, field calls, conferences and other learning opportunities

Goal 2: Increase Finance and Human Resource Support for Membership CURRENT PROGRAMS • • • • • • • • •

Re-granting opportunities through Stages Festival Host organization for NJ Chapter of Parent Artist Advocacy League Job Board Mini-grants to theatres for accessibility service support Equipment Loan program-listening enhancement devices and sound equipment Server Share Program Combined Auditions Low Interest Loan Program Collective Purchasing Opportunities

AREAS FOR GROWTH SUPPORT TO THE THEATRES

• Explore group insurance options and identify a broker to help reduce medical and business insurance • Work with Actors Fund and other partners to identify affordable housing for artists and staff

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SUPPORT TO THE THEATRES, CONTINUED.

• Identify and secure firms/consultants in a wide range of areas that can be of service to membership at a reduced group rate (Equity and Access, HR, Legal, Accounting, Public Relations) • Explore a Digital Equipment loan program or rental agreement that would save theatre funds on the purchase of digital equipment for video taping and live streaming • Create and maintain a resource directory on the website to include mentors, training opportunities, preferred vendors, template documents, materials, and supplies

HUMAN RESOURCES SUPPORT

• Establish a staff share program that would allow theatres to share an employee that would help reduce costs for each theatre (bookkeeper, grant writer, administrative assistant) • Establish a mentorship/internship fund that could support interns and mentors at a select number of theatres each year • Distribute profiles of members of the New Jersey Arts and Culture Administrators of Color Network • Design a Human Resources Education Series • Collaborate with partners such as The Actors Fund and the Center for Nonprofits to provide additional HR-related educational opportunities and services • Collaborate with ArtPride New Jersey, Dance NJ, The South Jersey Cultural Alliance on a salary survey; investigate consulting firm to help with design and distribution • Create and share templates for HR documents such as employee handbook, job posting, job description, grievance Procedure, and harassment policy/reporting structure • Explore, with the membership and Equity and Access committees, the creation of Working Standards for the NJ Theatre community, similar to those created by Chicago and Milwaukee

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PRIORITY 3: Advance Equity and Access New Jersey Theatre Alliance is committed to fighting racism, white supremacy, ableism, sexism, homophobia, and other injustices on stage, in the rehearsal room, off stage, in the theatre filed and beyond. As the unifying entity for professional theatres in New Jersey and surrounding communities, New Jersey Theatre Alliance has a special obligation to manifest our core values ofequity and access to help move the field forward.

Theatre is predicated on imagination, empathy, and collaboration. It is our responsibility as theatre makers to work together to actively dismantle oppressive systems, structures, and narratives as we work to build a better world in which everyone’s full humanity is seen, respected, honored, and celebrated.

The field needs to address systemic racism in our organizations, and in our industry; a microcosm of society. We need to ensure we provide resources and opportunities in an equitable manner.

Change needs to occur to certify policies, programs and services are accessible, equitable, and just for our employees, artists, and audiences.

Goal 1: Ensure Equity and Access in all Areas of the Alliance’s Operations CURRENT PROGRAMS

• Active Equity and Access Committee • Membership criteria expanded to include theaters that have diverse nontraditional business models and are also out of state with a strong New Jersey connection • A Statement of Commitment • Board/staff retreats with equity and access consultants • A dedicated line item in organization budget for equity and access training/support

AREAS FOR GROWTH • Develop goals and strategies for Equity and Access Committee • Actively recruit culturally-specific theatres, theatres led by people of color, and theatres with nontraditional business models to become new members • Determine and continually re-assess terminology in framing the organization’s equity and access work

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• Reflect organization’s commitment to equity and access in its employee handbook

AREAS FOR GROWTH, CONTINUED • Commit to at least 35% of the Alliance’s Board representing individuals of historically marginalized identities • Ensure all committees have representation or participation from indivuduals of historically marginalized identities • Assess all policies of organization to ensure they are equitable and just • Assess and design staff and board training opportunities in partnership with Equity Quotient or other consultants on an annual basis • Identify and secure a consultant for membership trainings on equity and access

Goal 2: Support New Jersey’s Cultural Community in Becoming a More Equitable, Just, and Anti-Racist Field CURRENT PROGRAMS • • • •

New Jersey Arts and Culture Administrators of Color Network Anti-racism and gender inclusivity workshops Anti-racism and equity resources on website Two day virtual symposium: Creating Change: Moving Towards Equity, Justice, and Antiracism in the New Jersey Arts Community • OF/BY/FOR/FOR ALL Change Network to assist organization in being more inclusive, equitable and relevant

AREAS FOR GROWTH NEW JERSEY ARTS AND CULTURE ADMINISTRATORS OF COLOR NETWORK

• Expand membership of the Arts and Cultural Administrators of Color Network (NJACAC) from 135 members to 250 members • Promote members of NJACAC by distributing profiles of members to colleagues • Establish a web presence for the NJACAC on the Alliance’s website

OF/BY/FOR ALL CHANGE NETWORK

• Establish and carry out work plan to engage and support emerging leaders of color • Establish partnerships with 8 theatre departments of colleges and universities • Provide mentorship and internship opportunities with member theatres • “Change Plan” Created in 2021, See Appendix D

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CREATING CHANGE NETWORK COMMITTEE

• Use the Cultural Access Network Project as a prototype in developing a Creating Change Network for ongoing education and support for the field • Explore with New Jersey State Council on the Arts the development of a co-sponsored project in support of equity work for the field and a requirement for organizations to submit an EDI plan outlining steps towards becoming a more equitable and just organization and how it will hold itself accountable • Continue partnership with ArtPride New Jersey • Identify and secure members for the Creating Change Network Committee • Design and host a series of roundtables for peer-to-peer learning around specific equity and justice issues • Participate in the National Day of Racial Healing in January, 2022 and assess involvement in the future • Host a Day of Accountability that features sessions to assist organizations in planning and assessing their equity and justice work in all areas of their operations and assess potential for annual gatherings • Identify, secure and deepen partnerships to carry out the work

Goal 3: Support New Jersey’s Cultural Community in Becoming More Accessible for Artists and Patrons with Disabilities CURRENT PROGRAMS • • • • • • •

Access Thursday Roundtables Support the field in developing ADA Plans Annual Excellence in Cultural Access Awards Mini Grant Initiatives to Support Access Programs at Member Theatres Access Resources on Website Equipment Loan Program (assisted listening/audio description devices) Cultural Access Calendar

AREAS FOR GROWTH • Streamline ADA Plan form to be more user-friendly for organizations and plan evaluators

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• Expand and diversify Cultural Access Network Committee to represent more patrons with disabilities, BIPOC individuals, as well as representatives from dance and county arts agencies with role model access programs

AREAS FOR GROWTH, CONTINUED • Assess and update target constituent lists representing various state, local and regional organizations that serve people with disabilities • Develop a promotion campaign for the relaunch of the Cultural Access Calendar • Investigate in new technologies to serve the field • Assess and update resource section on the website • Maintain the position of Cultural Access Coordinator to be staffed by a person with a disability

New Jersey Theatre Alliance Board of Trustees discussing Looping Technology

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PRIORITY 4: Enhance New Jersey Theatre Alliance’s Organizational Sustainability As a key component of organizational sustainability, New Jersey Theatre Alliance Board of Trustees and staff are committed to continually assessing and evolving our equity and access work, securing resources to carry our this work, and ensuring that that the leadership, staff, and membership of the Alliance reflect the rich cultural diversity of New Jersey and its surrounding communities.

New Jersey Theatre Alliance believes that in order for the professional theatre community in our state and surrounding areas to thrive, it is essential the Alliance is sustainable to maintain and expand services to meet the ever-changing needs of its membership.

To maintain the organization’s strong financial foundation, the Alliance will watch for funding shifts and think creatively of how to secure funding to support its inclusive arts initiatives, expand its fees for service offerings, research and secure new funding partners, and develop creative partnerships with arts and non-arts community organizations to carry out its programs.

Goal 1: Cultivate, Strengthen, and Inform a Strong Board of Trustees CURRENT ACTIVITIES

• By-laws to allow for representatives from associate and affiliate member theatres to serve on the board • BIPOC individuals make up 15% of board membership • An Equity and Access Committee • An approved Equity and Access Statement of Commitment • Theatre Member Spotlights at Board Meetings • Regular communications from Executive Director on various projects, programs, and trends in the field

AREAS FOR GROWTH • Review and assess skills and characteristics needed for future board members • Commit to at least 35% of the Alliance’s Board representing individuals of historically marginalized identities • Expand more non-board member colleagues to board committees with an emphasis on people of color

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• Institute regular training for board and staff related to equity, access, justice, anti-racism, and allyship

Goal 2: Maintain Financial Stability CURRENT PROGRAMS

• Investment policies for cash reserve and endowment funds • Earned Revenue Committee

AREAS FOR GROWTH • Assess and update strategy for earned revenue (fees for service) • Identify and secure two new corporate and three new foundation funding partners • Design and host Ovation Gala with a net income goal of $150,000 • Design and implement The Spotlight Circle, a major donor program for those that give $1,000 or more. Attract 15 members to the Spotlight Circle • Host three benefit performances annually at member theatres to raise awareness and funds for Alliance programs • Produce an annual report • Investigate and develop a planned giving program

Goal 3: Assess and Strengthen Human Resources CURRENT PROGRAMS • • • •

Annual staff review procedures Continuing education offerings for staff Benefit and compensation package for staff reviewed on periodic basis Job descriptions updated and include an EDI statement.

AREAS FOR GROWTH • Assess and update Employee Handbook • Secure funds for part-time administrative assistant and bookkeeper • Develop a self-care policy • Routinely assess pay equity within Alliance staff • Secure funds to expand staff with a commitment to recruit staff with historically marginalized identities

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APPENDICES Appendix A:

Board of Trustees, Strategic Planning Committee Members, and Staff

Appendix B:

Membership Survey

Appendix C: Venn Diagram

Appendix D:

Change Plan for OF/BY/FOR ALL Initiative

Appendix E:

Member Theatres

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Appendix A Board of Trustees John Wooten, Chair Marshall Jones, III, President Michael Hurst, Vice Chair Michael Schnoering, FAIA, Treasurer Laura Ekstrand, Secretary Larry Capo, Immediate Past President Connie Alexis-Laona Neha Bhalani, Esq. Joseph Benincasa Meredith Burns Etta Denk Ruth Fost Janeece Freeman Clark Seth Geldzahler Laura J. Hay Carol Herbert Suzanne Klar, Esq. Kelly Ryman Gayle Stahlhuth Michael Stotts Paul Whelihan

Strategic Planning Committee Members Joseph P. Benincasa and Marshall Jones, III, Co-Chairs Neha Bhalani, Esq. Meredeth Burns Larry Capo Laura Ekstrand Seth Geldzahler Kelly Ryman Michael Schnoering, FAIA Michael Stotts John Wooten

Staff Deonté Griffin-Quick, Director of Programs and Services Lauren Mancuso, Manager of Digital Communications and Marketing John McEwen, Executive Director Erica Nagel, Deputy Director Beth Prevor, Access Coordinator

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Appendix B Membership Survey Section 1: Respondent Information

Please note that information in this section will be anonymized/removed by Unlock Creative before being shared with New Jersey Theatre Alliance staff and Strategic Planning Committee.

1. *Name of Theatre: 2. Title of person completing this survey: 3. Name of person completing this survey: 4. Email address (to be added to invitation list for the planning retreat): 5. Would you be willing to be contacted for follow-up by Unlock Creative if they have further questions based on your survey answers?

Y N

Section 2: Opportunities and Challenges As a result of the past year, what primary opportunities do you see for your theatre postpandemic? Please consider programming and organizational opportunities.

1.

2.

3.

Further comments: What are the greatest challenges you foresee in the next few years for your theatre?

1.

2.

3.

Further Comments:

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Section 3: Equity and Justice Where do you see your theatre on it’s journey with equity, justice, and anti-racism?

1. Haven’t started 2. Just beginning 3. Engaging in internal assessment of programming and organizational practice 4. Making structural changes in programming and organizational practice 5. Programming and organizational practice is strongly reflective of equity, justice, and anti-racism Further comments: How might the Alliance help move your theatre and/or the membership as a whole forward to becoming more equitable, just, and anti-racist?

Section 4: Visioning for the Future In your opinion, what would it look/feel like for your theatre to truly thrive in the next 3-5 years?

In your opinion, what would a thriving NJ theatre ecosystem/community look/feel like in the next 3-5 years?

Anything else you would like us to know?

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Appendix C

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Appendix D

Change Plan OF/BY/FOR ALL Initiative

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Appendix E

MEMBER THEATRES American Theatre Group, Basking Ridge Art House Productions, Jersey City Atlantic City Theatre Company, Atlantic City Axelrod Performing Arts Center, Deal Bucks County Playhouse, New Hope, PA Cape May Stage, Cape May Centenary Stage Company, Hackettstown The Company Theatre Group, Hackensack Crossroads Theatre Company, New Brunswick Eagle Theatre, Hammonton East Lynne Theater Company, West Cape May Elizabeth Youth Theater Ensemble, Elizabeth Epic Actors’ Workshop, Old Bridge George Street Playhouse, New Brunswick The Growing Stage: The Children’s Theatre of New Jersey, Netcong Hudson Theatre Works, Weehawken

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Jersey City Theater Center, Jersey City Luna Stage Company, West Orange McCarter Theatre Center, Princeton The Meta Theatre Company, Lebanon Mile Square Theatre, Hoboken The New Jersey Play Lab New Jersey Repertory Company, Long Branch Paper Mill Playhouse, Millburn Passage Theatre Company, Trenton Paterson Performing Arts Development Council, Paterson Premiere Stages, Union Progressive Theater, Maplewood Pushcart Players, Verona The Shakespeare Theatre of New Jersey, Madison Skyline Theatre Company, Fair Lawn South Camden Theatre Company, Camden Speranza Theatre Company, Jersey City Surflight Theatre, Beach Haven The Theater Project, Union Two River Theater, Red Bank Vanguard Theater Company, Montclair Vivid Stage, Summit Women’s Theater Company, Lake Hiawatha Yendor Theatre Company, Newark

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