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Strategic Business Plan 2011-2014 Rebuilding, Reconnecting and Reimagining

January 6, 2011


Introduction

BACKGROUND AND HISTORY Now in its 13th season, Rubicon Theatre is a nonprofit organization based in Ventura, California. The mission of the company is to entertain, enrich and educate the region’s residents and visitors through production of innovative professional theatrical productions, festivals, special events and education programs. Rubicon is regarded as the premiere stage company in Ventura County and is the largest arts organization in the City of Ventura, with a current annual budget of $1.8 million. The company has sold more than 350,000 tickets and has a subscriber base of approximately 2,100. Rubicon has had an economic impact in the community of over $36 million. True to the name of the company, and the vision of founders Karyl Lynn Burns and James O’Neil, Rubicon offers an environment where commitment and risk are encouraged, and where artists are nurtured and respected. Rubicon has served area residents and visitors with more than 75 mainstage productions of classic and contemporary dramas, comedies and musicals. Rubicon has earned a reputation for fresh, timely interpretations of classics and for fostering the development of new works. Earlier this season, Rubicon received the prestigious L.A. Drama Critics’ Circle Margaret Harford Award for “Sustained Excellence,” and the company has won eight Ovation Awards, the NAACP Award, and multiple Indy, Garland and Robby awards. Respected actors from the U.S. and abroad have graced the Rubicon stage, including Tony, Obie, Oscar and Emmy Award-winners. Jack Lemmon and John Ritter made their final stage appearances with Rubicon. Artistic milestones include a production of The Rainmaker with Carlos Sanz and Stephanie Zimbalist in which the character of Starbuck was re-envisioned as a migrant worker descended from the Zapotec tradition of rainmaking; Jane Anderson’s non-linear Defying Gravity about astronaut and teacher Christa McAuliffe during the Centennial of Flight; environmental productions of Songs for a New World and Fiddler on the Roof; Driving Miss Daisy with Michael Learned during the 50th Anniversary of Brown vs. Board of Education; a revival of All My Sons on the eve of the Iraq War featuring George Ball and Joseph Fuqua (for which Rubicon became the youngest company ever to win an Ovation Award for Best Production-Larger Theatre); and 18 world premieres. Rubicon has collaborated with theatre companies nationally and internationally, coproducing with four U.S. theatres, the Royal Manitoba Theatre Center in Canada and Gare St. Lazare, Ireland. Rubicon produced the entire Beckett canon during the company’s West Coast BeckettFest, bringing artists from five countries to Ventura. Deeply rooted in the region it serves, Rubicon offers extensive education programs which serve students ages 6 to 22. Past and current offerings include student matinees, after-school and weekend acting programs for young people and adults, performances with bilingual synopses and talkbacks for the children of migrant workers, a Young Playwrights’ Festival,

1


Introduction

the Jack Oakie Summer Musical Theatre Camp, drama and technical theatre camps, and intern programs. These programs have involved more than 40,000 young people. Last summer, more than 70% of youth participants were provided partial or full scholarships. RECENT CHALLENGES Like many nonprofit theatres nationally, Rubicon was adversely affected by the recent recession, which resulted in reduced contributions and ticket sales. This was compounded by an ambitious 2007-2008 10th Anniversary Season, and the departure of several experienced senior managers, due both to retirement, and to more remunerative employment opportunities. With the above circumstances, Rubicon began the 2008-2009 Season in financial crisis. PLANNING PROCESSES During the past 15 months, Rubicon has realized the full extent of its challenges and has initiated and implemented two distinct but related planning initiatives. In the fall of 2009, Rubicon’s former CFO came out of retirement to serve as CFO/Interim Managing Director, working closely with board and staff to create a three-year financial stabilization plan. Budget and staff were reduced by half, with remaining staff taking pay cuts ranging from 10% to 40%. Rubicon is now 15 months into the plan, and is on track to eliminate operating debts by the end of the 2011-2012 Season. A task force comprised of local business owners and government officials provided feedback on the plan and members continue to serve as ambassadors in the community. In the fall of 2010, representatives of the task force joined with Rubicon’s board and staff to form the Strategic Planning Committee (SPC). The group identified Rubicon’s planning needs and, with support from the Irvine Foundation, hired a consultant to develop a multiyear strategic plan. With the consultant’s assistance and direction, the group reviewed all past planning, program, financial and governance materials. The consultant conducted interviews and small group meetings with various stakeholders and community leaders. Findings were discussed, mission was revisited, and goals were determined in a strategic planning retreat. With consultant guidance, the staff and the planning committee have created a written strategic plan. Key to this planning process was the full involvement of staff, the SPC and Rubicon board members. Five subcommittees made up of selected staff, committee members, board members and additional community stakeholders, addressed specific topics and concerns of the organization. Goals, activities, related responsible parties, and budget were developed. The subcommittees will continue to assist in the monitoring and evaluation of the plan’s stated activities.

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Introduction

REBUILDING The SPC recognizes that financial stabilization will and should be Rubicon’s primary focus through the end of the 2011-2012 Season. The committee’s definition of stabilization includes debt elimination, creation of a cash reserve, policies and procedures to ensure timely response to changing circumstances or environments, and strengthened board engagement. In order for Rubicon to have a strong foundation, the plan includes the following:     

Hire a managing director and additional development and marketing support Restore staff salaries to competitive levels Reactivate the board committee structure Broaden and diversify the base of ticket buyers and donors Increase efficiency by addressing technical and facility needs

Some of the actions and activities above and in the accompanying strategic plan may seem basic or simplistic; however, because of the recent challenges, the importance of rebuilding cannot be overstated. RECONNECTING In order to move toward a sustainable future, Rubicon must reconnect with existing constituents, while broadening and diversifying the company’s connection to new segments of the community. Reviewing and evaluating the impact of the company’s education programs is one path. Others are reflected in the plan in the areas of artistic, outreach, marketing, development and governance. Some specific activities of the plan are listed below:     

Address community relevance and reach in program planning Develop an Outreach Committee to increase connections to underserved segments of the region (to complement the work of the existing Education Committee) Deepen community engagement through involvement with local service organizations Explore “grass-roots” ways to engage area residents in discussion of the themes and issues of the productions, i.e. play readings, lectures and Q & A’s in homes, libraries, senior centers and bookstores Increase “ownership” through special discounts and opportunities for those with Ventura zip codes

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Introduction

REIMAGINING Rebuilding financially and reconnecting to community are essential back-to-basics strategies. The third fundamental of Rubicon’s “3 Rs” plan is reimagining. Data from Theatre Communications Group and other sources indicates that donations may not return to pre-recession levels for some time, if at all. This raises serious questions about how to move forward sustainably while achieving mission. Many nonprofit companies across the nation are reimagining the traditional regional theatre structure. Rubicon’s planning process has stimulated healthy discussion surrounding the community’s potential for giving (in immediate and extended market areas), the organization’s business and financial model, artistic vision and planning, and technical capacity and infrastructure (systems, software and facilities). Continued analysis and creative thinking is needed. However, the current plan includes some actions related to future sustainability, specifically:      

Realize the full artistic promise and maximize the potential revenue of each individual program Raise capital funds for artist housing in order to reduce annual accommodations budget and create a long-term asset for the organization Produce and build one show per season to tour and designate revenues to Innovation Fund Seek additional co-production partnerships in order to share pre-production expenses Deepen and broaden contributed support by developing mid-level donors Seek new sources of regional and national support

The planning work initiated and accomplished over the past 15 months has been difficult, but rewarding. It has given participants a new understanding of how to move Rubicon forward. The dedication of the individuals that make up the Rubicon staff, Board of Directors, the Community Task Force and the Strategic Planning Committee has been extraordinary. Without their efforts, and the committed support of Rubicon donors, the financial stabilization and strategic plans would not have been possible. The framework for the coming three years follows.

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Framework

MISSION To entertain, enrich and educate our region’s residents and visitors through production of innovative professional theatrical productions, festivals, special events and education programs.

GUIDING PRINCIPLES Rubicon Theatre Company: 

Provides world-class entertainment and small-town hospitality

Produces innovative work and creates a nurturing atmosphere for artists where experimentation and exploration are encouraged and supported

Presents thought-provoking productions that illuminate issues of relevance to our local community and to the world, and does so with artistry and imagination

Strives to fulfill the artistic potential of each individual production or program

Engages audiences in a dialogue about the themes and issues of the art

Creates relationships with our audience and community that extend beyond the stage

Seeks opportunities for collaboration with community organizations and with theatres throughout the nation and internationally

Fosters a supportive environment where all employees, volunteers and artists can do their best work

Operates in a manner that is fiscally responsible and demonstrates “best practices” in its management, governance and operations

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Key Issues

PROGRAMMING Rubicon Theatre strives for the highest quality in its productions and programs. In challenging economic times, it is the company’s intent to continue that work by forming creative partnerships with other theatrical organizations regionally and throughout the nation. At the same time, Rubicon desires to deepen connections to diverse segments of the local community. Rubicon is committed to serving artists and the community well, while operating in a financially sustainable fashion. Goal 1: Produce and present the highest quality artistic programming possible  Realize the full artistic promise of each individual program Goal 2: Develop and present programming relevant to our diverse local community  Review existing and future programs in relationship to community relevance and reach Goal 3: Produce groundbreaking, innovative programs that engender respect in the larger theatrical community and bring recognition to the City and County of Ventura  Attract world-class artistic leaders (playwrights, composers, lyricists, directors, designers, actors, etc.)  Develop world premiere productions that contribute to the theatrical canon  Seek co-production, exchange and touring opportunities outside our region

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Key Issues

EDUCATION AND COMMUNITY OUTREACH Rubicon has a long history of education and outreach to the Ventura community. It is the company’s intent to bring additional focus to these activities. Rubicon also plans to develop meaningful relationships with currently underserved constituencies. Goal 1: Provide relevant educational opportunities for the region’s children and adults  Review and evaluate current programs: student matinees; after-school and weekend classes for youth and adults; summer theatre, musical theatre and technical theatre camps; Young Playwrights’ festival  Develop meaningful relationships with area colleges and universities and offer theatrical experiences which support existing curricula  Create intern and apprentice programs for high school and college students Goal 2: Expand leadership role in Ventura’s civic life, becoming involved in endeavors beyond the immediate needs of the theatre  Deepen community engagement through involvement with local civic, cultural and service organizations Goal 3: Increase connections to underserved segments of the region  Develop an Outreach Committee (to complement the work of the existing Education Committee) Goal 4: Communicate with the local community about Rubicon activities and service to the region  Create a Speakers’ Bureau  Provide regular updates on website, in programs, in lobby and in traded media Goal 5: Explore “grass-roots” ways to engage areas residents in a dialogue about the themes and issues of the productions  Use existing study guides and dramaturgical notes for play reading clubs or discussion groups in homes and create a “how-to” on website  Explore the possibility of readings, lectures and Q & A’s in libraries, bookstores and senior centers  Schedule in-depth artist interviews on public access television (CAPS) and/or internet TV

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Key Issues

GOVERNANCE, FINANCE AND ADMINISTRATION As Rubicon identifies and addresses what is required for a sustainable future, the company is committed to integrating better tools, opportunities and responsibilities for volunteers, trustees and staff to do their work successfully. In addition to tools, Rubicon is committed to providing a positive and supportive work environment. Goal 1: Strengthen board engagement in governance, financial oversight and fundraising  Provide/utilize effective tools to ensure that the organization complies with all appropriate laws and regulations, is fiscally sound, and has resources needed to fulfill its mission  Put policies and procedures in place to ensure timely response to changing circumstances or environments Goal 2: Facilitate an effective partnership between Artistic, Administrative and Board leadership  Hire an experienced Managing Director with significant board development experience and demonstrated fundraising expertise  Establish regular meetings between Artistic, Administrative and Board leadership  Increase planning time and build understanding and consensus related to short-term and long-term goals Goal 3: Create and maintain a stable and supportive work environment for all staff and contractors  Increase compensation for staff and contractors, using national and regional peer group comparisons as a guideline  Provide opportunities for professional development for staff  Ensure that employees have the necessary resources (financial, technical and staff) to be successful in their positions  Create and utilize a collaborative budget process, incorporating appropriate staff input  Devise and implement a plan for creating operational cash reserve, capital reserve, and Innovation Fund  Create succession plans, both emergency and non-emergency, for artistic and administrative leadership  Create contingency/continuation plans by department  Ensure a safe environment for workers and patrons

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Key Issues

MARKETING As part of the company’s cost-cutting measures, positions in the marketing department that were vacated were not refilled, and the company’s marketing and advertising budget was substantially reduced. The primary focus has been on placement of free stories and web marketing, with some direct mail. Although the culture of Rubicon is such that most staff members contribute to marketing and development areas, it is important to hire staff to create, maintain, manage and evaluate marketing activities commensurate with ticket sales goals and other revenue expectations. Goal 1: Build a marketing department with appropriate staff and budget to meet or exceed the organization’s earned revenue goals  Recruit marketing staff  Create marketing plan with proposed budget and anticipated return on investments Goal 2: Make the most of existing marketing resources  Train staff and volunteers on existing ticketing, database and web software (currently Blackbaud/Net Community)  Activate use of promotional codes on website for tracking  Evaluate and update box office phone system  Improve e-newsletter (summary and links to website) and increase number of click-thrus  Create a marketing committee of the board with additional participation from volunteer auxiliary and marketing experts in community Goal 3: Maximize potential revenue for each program or event  Increase lead-time and follow-up for press and marketing for season, shows and events  Explore the possibility of sharing lists and/or costs of communications and marketing materials with other organizations (theatre companies, arts organizations, Visitor and Convention Bureau, the City of Ventura, etc.)  Secure marketing sponsors and promotional partners in order to expand audience and donors  Explore and develop cultural tourism opportunities  During season planning, create financial models charting cost of productions, and consider sales potential with additional marketing investment  Contact Irvine recommended consultant to review ticket pricing and recommend strategies

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Key Issues

Goal 4: Increase subscriptions by 100 annually for each of Years 1 – 3 (approx. $20,000 per year)  Capitalize on outreach efforts to create local “ownership” and offer special discounts and opportunities only for those with Ventura zip codes (explore new previews/pricing)  Parse database for possible affinity groups (geographic, employment, interests) and organize subscriber prospect house parties  Increase direct mail budget for subscription campaign and segment (locals– “your theatre”/out-of-town - partner with Visitors and Convention Bureau and hotel sponsors)  Send targeted subscription invitation with incentive to first-time attendees after each show Goal 5: Increase single ticket income by a minimum of $4,000 per show ($20,000 per season) for each of Years 1-3  Increase direct mail budget for individual shows  Add promotional budget to leverage in-kind media and create collateral materials Goal 6: Increase group sales income by $27,000 in Year 1, $43,000 in Year 2 and $74,000 in Year 3  Phone and meet individually with past house sale purchasers/involve board where appropriate  Research prior group sales and call to propose similar/appropriate shows  Update group sales database  Create and mail one season mailing to group organizers and make follow-up phone calls

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Key Issues

DEVELOPMENT Since its inception, Rubicon has been particularly dependent upon the generosity of a small group of high-level donors, complemented by support from other individual donors, government, foundations, special events and volunteer activities. In order to strengthen the company and make it less vulnerable, it is important to expand and diversify the company’s base of contributed support. Goal 1: Increase development capacity to meet or exceed the organization’s contributed revenue goals  Expand hours for current Development Associate  Contract with hourly Development Administrative Assistant  Hire Development Director Goal 2: Deepen and broaden base of contributed support by developing midlevel donors  Cultivate donors who have made gifts of $1,000+ without being personally asked, i.e. direct mail or web appeals  Solicit new Jewel Club members  Create affinity groups and activate Board of Advisors as hosts/participants  Reactivate seat-naming campaign with gifts earmarked for capital reserve fund  Organize telemarketing campaign to ask subscriber/non-donors for first-time contributions Goal 3: Diversify contributed revenue  Increase contact with foundations and secure three new grants in each of Years 1-3  Identify and solicit new sponsor prospects for Broadway cabaret fundraisers  Create introductory level sponsorship opportunities for businesses (i.e. show, education, event) Goal 4: Seek new sources of regional and national support  Review database for donors/subscribers in secondary market areas, research capacity and schedule meetings  Create Industry Council to include representation from theatre and film professionals in Los Angeles, New York and Chicago and schedule annual meeting during presentation of world premieres

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Key Issues

ANCILLARY REVENUE Rubicon recognizes that in changing times, it is valuable to consider new, alternate sources of income. Revenues from tours and/or run-outs can provide new funds for artistic research and development, and an Innovation Fund. Revenues developed from other ancillary revenue sources, such as parking fees, will go toward general operations. Goal 1: Increase and diversify earned revenue beyond ticket sales  Create productions that have potential for an extended life beyond originally scheduled performances at Rubicon (tours and run-outs)  Pursue “first-look” or enhancement arrangement with commercial producers  Explore possibility of parking fees as source of revenue

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Key Issues

FACILITIES In order to serve Rubicon’s patrons well, expand revenue and cost savings, and provide a positive work environment, it is imperative to review and address facility costs, including maintenance, upgrades and repairs, and opportunities for expansion. This will require a multi-staged, ongoing commitment to the review and exploration of facility needs with appropriate action. Goal 1: Plan necessary repairs and upgrades and schedule maintenance  Assess and prioritize needs based on potential impact  Get bids from contractors and/or solicit in-kind support  Raise funds through donations to capital fund or grants  Schedule as needed between rehearsals and performances Goal 2: Examine ways to eliminate or contain facility costs on a short-term and long-term basis  Explore options for reducing the annual cost of artist accommodations (and/or using budgeted amounts to create asset for organization)  Contract utility companies and research funding for increasing energy efficiency  Evaluate possible cost savings for set construction and look at pricing for local warehouses Goal 3: Review possible facilities’ improvements which might positively impact quality of experience and numbers of attendees  Research the feasibility and ramifications of building main floor restroom  Research and develop dedicated patron parking Goal 4: Complete an assessment of the current location with regard to building codes, ADA compliance, etc. Include information about what improvements or usages are trigger points for additional obligations/responsibilities  Work with the City of Ventura to understand what levels of facility improvement trigger other requirements that will impact the organizational budget  Seek in-kind architectural or contractor advice Goal 5: Create a master plan for a possible Ventura “campus” and include consideration of income-producing components and partnership options  Create an RFP and hire consultant to manage project  Meet with property owners to discuss mutual goals and options

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Key Issues

Goal 6: Continue dialogue with the City of Camarillo regarding future facilities’ options  Initiate conversation with new Camarillo City Manager and schedule regular meetings with City Council members

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Detailed Plan

Notes on “Completion Date” Section Year 0 refers to the current fiscal year ending September 30, 2011 Year 1, Year 2, Year 3, and Year 4 refer to fiscal years ending September 30, 2012, 2013, 2014, and 2015, respectively PROGRAMMING Goal 1: Produce and present the highest quality artistic programming possible Actions and Activities

Completion Date Quarter/Year

Responsible Party

Hours/ Other Costs

Realize the full artistic promise of each individual program, focusing on quality vs. quantity In the budgeting process, assign resources based on scope of project and relevance to mission and goals

Q2, Year 0

Prod. Artistic Dir.

40 hrs./TBD

Increase pre-production/planning period for each project to at least six months

Q1, Year 2

Production Mgr.

4 mtgs. x 3 hrs. x PAD/PM/AD = 12 hrs./$600

Create Innovation Fund in order for Artistic Leadership to say “yes” to ideas that are discovered as a result of a collaborative rehearsal process or special/unique opportunities that arise

Q1, Year 2

Chief Financial Officer-Acting MD (CFO)/ Board President

12 hrs./TBD (tied to unbudgeted touring income)

Reduce obligations of the Producing Artistic Director to other areas of the organization to allow increased focus on programming

Q2, Year 1 (after orientation of MD)

Managing Dir.

Costs of MD hire in Admin

Expand rehearsal time for premieres

Q2, Year 0

Prod. Artistic Dir.

$3,000 - $5,000 (in 2011-2012 budget)

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Detailed Plan Goal 2: Develop and present programming relevant to our diverse local community Actions and Activities

Completion Date Quarter/Year

Responsible Party

Hours/Costs

Review existing and future programs in relationship to community relevance and reach Increase company participation in community organizations and events

Q3, Year 1

Education. Dir.

8 hrs. per mo./ $1,500

Attend local theatre group meetings in Ventura and Santa Barbara

Q2, Year 1

Artistic Dir.

3 hrs. per mo.

Plan structured town halls/listening opportunities with present constituents

Q2, Year 2

Artistic Dir.

5 hrs. planning + 3 hrs. execution x 2 staff/$500

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Detailed Plan Goal 3: Produce groundbreaking, innovative programs that engender respect in the larger theatrical community and bring recognition to the City and County of Ventura Actions and Activities

Completion Date Quarter/Year

Responsible Party

Hours/Costs

Involve artists in community dialogue and outreach, creating opportunities for meaningful long-term relationships

Q3, Year 0

Education Dir.

15 hrs. per show

Further engage the community in the caretaking of the artists

Q3, Year 0

Development Assoc./Volunteer Aux. Chair

10 hrs. per show

Provide housing conducive to attracting and retaining world-class artists

Q4, Year 1

Facilities Chair

TBD

Nurture playwrights by reinstating Plays-in-Progress program

Q4, Year 1 (1) Q4, Year 2 (2) Q4, Year 3 (3)

Artistic Dir.

Conduct national auditions

Q1, Year 2

Art. Dir./Exec. Asst.-Casting Dir.

24 hours/$3,000

Develop ongoing mutually supportive relationships with leading agents and managers and union officials

Q4, Year 3

Prod. Artistic Dir.

15 hrs/$1,000

Pay honorarium to Artistic Associates

Q1, Year 3

CFO/Board

$12,000

Reinstate fees to Dramaturge

Q1, Year 1

CFO/Board

$2,000 per show

Attract world-class artistic leaders (playwrights, composers, lyricists, directors, designers, actors, etc.)

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120 hrs/ $6,000 (1) $12,000 (2) $18,000 (3)


Detailed Plan

Pay LORT D equivalent minimum salaries and benefits

Q1, Year 4

CFO/Board

$575 per actor contract/$700 SM

Program and produce one world premiere each season

Annually

Artistic Dir./ Prod. Artistic Dir.

$150 - $250 K of Prod. Budget

Negotiate agreements with playwrights which make it possible to share future royalties with other theatre companies and secure additional regional productions

Biannually

Prod. Artistic Dir.

30 hrs.

Rejoin Theatre Communications Group and attend regional and national conferences

Q1, Year 1

Artistic Dir./ Prod. Artistic Dir.

60 hrs./TBD/ $3,000

Share pre-production costs commensurate with effort and size of respective theatres

Q4, Year 0

Prod. Artistic Dir.

30 hrs.

Continue to build relationships with artistic directors with common values

Q4, Year 1

Prod. Artistic Dir.

40 hrs.

Develop world premiere productions that contribute to the theatrical canon

Seek co-production, exchange and touring opportunities outside our region

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Detailed Plan EDUCATION AND COMMUNITY OUTREACH Goal 1: Provide relevant educational opportunities for the region’s children and adults Actions and Activities

Completion Date Quarter/Year

Responsible Party

Hours/Costs

Review and evaluate current programs: student matinees; after-school and weekend classes for youth and adults; summer theatre, musical theatre and technical theatre camps; Young Playwrights’ festival

Q1, Year 1

Ed. Dir.

20 hrs

Develop meaningful relationships with area colleges and universities and offer theatrical experiences which support existing curricula

Q1, Year 1

Ed. Dir.

12 hrs/$500

Create intern and apprentice programs for high school and college students

Q1, Year 3

Ed. Dir.

60 hrs/$12,000

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Detailed Plan Goal 2: Expand leadership role in Ventura’s civic life, becoming involved in endeavors beyond the immediate needs of the theatre Actions and Activities

Completion Date Quarter/Year

Responsible Party

Hours/Costs

Deepen community engagement through involvement with local civic, cultural and service organizations Poll Board and Advisors regarding existing and prospective participation in community organizations and formalize ambassador program

Q2, Year 0

Board Pres./2nd VP/Mktg. & Comm. Rel. Assoc.

32 hrs.

Offer a percentage of opening night tickets to benefit local charities (include in season announcement event and provide profile of organization in program book)

Q1, Year 1

Dev. Assoc.

4 hrs. x 5 shows = 20 hrs.

Join Visitors Bureau Board, City Committees, Downtown Org., etc.

Q1, Year 3

Managing Dir.

72 hrs.

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Detailed Plan Goal 3: Increase connections to underserved segments of the region Actions and Activities

Completion Date Quarter/Year

Responsible Party

Hours/Costs

Create job description for committee and recruit committee chair

Q1,Year 3

Mktg. & Comm. Rel. Assoc./ Board Pres.

10 hrs.

Solicit committee members with links to currently underserved communities, particularly military, Latino, Hispanic, Young Parents, Young Adults

Q2, Year 3

Mktg. & Comm. Rel. Assoc./Comm. Outreach Chair

20 hrs.

Activate committee

Q3, Year 3

Mktg. & Comm. Rel. Assoc./Comm. Outreach Chair

3 hrs

Develop an Outreach Committee (to complement the work of the existing Education Committee)

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Detailed Plan Goal 4: Communicate with the local community about Rubicon activities and service to region Actions and Activities

Completion Date Quarter/Year

Responsible Party

Hours/Costs

Solicit Volunteer Chair

Q2, Year 0

Prod. Art. Dir.

2 hrs.

Develop content

Q3, Year 0

Ed. Dir./Prod. Art. Dir.

12 hrs.

Research and schedule opportunities to present at clubs and in public forums

Q3, Year 0

Ed. Asst./Volunteer

6 hrs.

Q1, Year 1

Ed. Dir./Mktg. Asst.

72 hrs.

Create a Speakers’ Bureau

Provide regular updates on website, in programs, in lobby, and in traded media

Goal 5: Explore “grass-roots” ways to engage areas residents in a dialogue about the themes and issues of the productions Actions and Activities Use existing study guides and dramaturgical notes for play reading clubs or discussion groups in homes and create a “how-to” on website

Completion Date Responsible Party Quarter/Year Q2, Year 1 Copywriter/ Webmaster

Hours/Costs 12 hrs.

Explore the possibility of readings, lectures and Q & A’s in libraries and bookstores and senior centers

Q2, Year 2

Mktg. & Comm. Rel. Assoc.

15 hrs.

Schedule in-depth artist interviews on public access television (CAPS) and/or internet TV

Q2, Year 1

Mktg & Comm. Rel. Assoc.

4 hrs. per mo. X 12 mo. = 48

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Detailed Plan GOVERNANCE, FINANCE AND ADMINISTRATION Goal 1: Strengthen board engagement in governance, financial oversight and fundraising Actions and Activities

Completion Date Quarter/Year

Responsible Party

Hours/Costs

Review by-laws, policies and procedures

Q1, Year 1

Board Pres./ Managing Dir.

12 hrs.

Update training materials and provide Orientation for new Board Members

Q2, Year 1

Managing Dir./ Nominating Chair

8 hrs.

Participate in VCCF and Irvine board training opportunities

Years 1, 2 and 3

Board Pres./Board

18 hrs.

Plan annual self-evaluations

Annually Q3

Board Pres./ Managing Dir.

3 hrs.

Require regular transparent financial reports and analysis from Administration

Q2, Year 0

Board Pres./ Finance Chair

2 hrs. per mo. X 12 mo. = 24 hrs.

Review and adopt proposed deficit policy

Q3, Year 0

CFO/Fin. Chair

3 hrs.

At first notice of management vacancy, begin search

Ongoing

Board Pres.

TBD

Provide/utilize effective tools to ensure that the organization complies with all appropriate laws and regulations, is fiscally sound, and has resources needed to fulfill its mission

Put policies and procedures in place to ensure timely response to changing circumstances or environments

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Detailed Plan Goal 2: Facilitate an effective partnership between Artistic, Administrative and Board leadership Actions and Activities

Completion Date Quarter/Year

Responsible Party

Hours/Costs

Create a job description

Q2, Year 0

CFO/Personnel Comm. Chair

5 hrs.

Hire a search firm

Q3, Year 0

Pers. Chair

4 hrs./$30,000

Contract with Managing Director

Q4, Year 0

Pers. Chair/Board

6 hrs./salary elsewhere

Q2, Year 0

Board Pres./CFO/ Prod. Art. Dir.

3 hrs. x 12 mo. = 36 hrs.

Annually Q3

Board Pres./Managing Dir./Prod. Art. Dir.

8 hrs./$1,200

Hire an experienced Managing Director with and significant board development experience and demonstrated fundraising expertise

Establish regular meetings between Artistic, Administrative and Board leadership Set a once-a-month meeting Increase planning time and build understanding and consensus related to short-term and long-term goals Outside of formal retreats, hold a big-picture discussion board meeting once a year

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Detailed Plan Goal 3: Create and maintain a stable and supportive work environment for all staff and contractors Actions and Activities

Completion Date Quarter/Year

Responsible Party

Hours/Costs

Increase compensation for staff and contractors, using national and regional peer group comparisons as a guideline Research comparable salaries and benefits from TCG, Guidestar or other sources

Q2, Year 0

Personnel Chair

6 hrs.

Give priority to salaries in the budget when appropriate

Q2, Year 0

CFO/Board

TBD

Q1, Year 2

Managing Dir./ Prod. Art. Dir.

72 hrs./$12,000

Conduct budget workshops with board members two weeks prior to presentation with the board

Q2, Year 0

CFO/ Managing Dir. (Starting Year 1)

80 hrs.

Meet quarterly to reconcile department budgets and discuss cash planning

Q2, 3, 4Year 0/ Annually

CFO/Dept. Heads

8 hrs.

CFO/ Managing Dir. (Starting Year 1)

1 hr.

Provide opportunities for professional development for staff Research and encourage participation in professional organizations and ongoing training (AFP, TCG, etc.) Ensure that employees have the necessary resources (financial, technical and staff) to be successful in their positions

Create and utilize a collaborative budget process, incorporating appropriate staff input Communicate process and timing to department heads before budgeting process begins

Q2, Year 0 25


Detailed Plan

Create income and expense plan (including consideration of prior years’ actuals and cash-flow projections) for the following year 3 months before budget deadline

Q1, Year 1

Dept. Heads

30 hrs.

Engage in discussions regarding budget/needs as fits into overall budget.

Q2 Annually

CFO/Dept. Heads

16 hrs.

Execute plan for cash reserve as currently envisioned

Q1, Year 1

CFO/Managing Dir./Board

3 hrs./$30,000

Designate funds from touring toward creation of Innovation Fund

Q2, Year 0

CFO/Managing Dir./Board

3 hrs.

Develop a specific campaign for capital reserve

Q2, Year 3

Dev. Assoc./Board

6 hrs.

Cultivate foundations for above

Q1, Year 1

Grantwriter

18 hrs.

Create written emergency and non-emergency artistic and administrative succession plan

Q3, Year 0

Art. Dir./Prod. Art. 20 hrs. x 3 people Dir./CFO/ + Pers. Comm. Hrs Pers. Comm. = 80 hrs.

Develop procedures manuals

Q3, Year 1

Dept. Heads

20 hrs./$300

Review and update succession plans annually

Q1 Annually

Pers. Chair

8 hrs.

Devise and implement a plan for creating operational cash reserve, capital reserve, and Innovation Fund

Create succession plans, both emergency and non-emergency, for artistic and administrative leadership

26


Detailed Plan

Create contingency/continuation plans by department

Q3, Year 2

Dept. Heads

12 hrs.

Q1, Year 1

Managing Dir.

16 hrs.

Ensure a safe environment for workers and patrons Review, update and implement safety and emergency procedures

27


Detailed Plan MARKETING Goal 1: Build a marketing department with appropriate staff and budget to meet or exceed the organization’s earned revenue goals Actions and Activities

Completion Date Quarter/Year

Responsible Party

Hours/Costs

Rehire part-time Copywriter

Q2, Year 0

CFO

$350 per wk x 38 = $13,300

Recruit ž time Marketing and Community Relations Associate

Q1, Year 1

CFO

$45,000

Restore partial fees to public relations firm Restore additional fees to public relations firm

Q1, Year 1 Q1, Year 3

CFO Managing Dir.

$500 per mo. X 12 mo. = $6,000

Conduct search for full-time Marketing Director

Q3, Year 2

Managing Dir.

10 hrs.

Hire full-time Marketing Director

Q1, Year 3

Managing Dir.

$65,000

Q2, Year 1 &

Mktg. & Comm. Rel. Assoc./ Mktg. Dir.

20 hrs. 20 hrs

Recruit marketing staff

Create marketing plan with proposed budget and anticipated return on investment

Q2, Year 3

28


Detailed Plan Goal 2: Make the most of existing marketing resources Actions and Activities

Completion Date Quarter/Year

Responsible Party

Train staff on Blackbaud/Net Community

Q1, Year 1

Ed. Dir.

40 hrs./$2,500

Activate use of promotional codes on website for tracking

Q4, Year 0

Box Office Mgr.

8 hrs.

Evaluate and update box office phone system

Q2, Year 1

Box Office Mgr.

5 hrs.

Improve e-newsletter (summary and links to website) and increase number of click-thrus

Q3, Year 0

Copywriter/ Webmaster

12 hrs./$160 x 6 = $960

Create a marketing committee of the board with additional participation from volunteer auxiliary and marketing experts in community

Q2, Year 1

Board Pres./Mktg. & Comm. Rel. Assoc.

20 hrs.

Mobilize volunteers for poster/flyer distribution and support of “grass-roots� promotions

Q3, Year 1

Vol. Mktg. Comm. Chair

6 hrs. x 5 shows = 30 hrs.

Assist with sales and trades for ticket backs, program ads, web placement and sponsorships

Q4, Year 1

Vol. Mktg. Comm. Chair

5 hrs. x 5 shows = 25 hrs.

29

Hours/Costs


Detailed Plan Goal 3: Maximize potential revenue for each program or event Actions and Activities

Completion Date Quarter/Year

Responsible Party

Hours/Costs

Increase lead-time and follow-up for press and marketing for season, shows Q2, Year 1 and events

Mktg. & Comm. Rel. Assoc.

10 hrs. x 5 shows = 50 hrs.

Explore the possibility of sharing lists and/or costs of communications and marketing materials with other organizations (theatre companies, arts organizations, Visitors and Convention Bureau, the City of Ventura, etc.)

Q3, Year 1

Mktg. & Comm. Real. Assoc.

20 hrs./TBD

Secure marketing sponsors and promotional partners in order to expand audience and donors

Q1, Year 2

Mktg. & Comm. Rel. Assoc.

TBD

Q2, Year 3

Mktg. & Comm. Rel. Assoc.

TBD

Q4, Year 1

Prod. Art. Dir./ Managing Dir.

8 hrs.

Q3, Year 1

Managing Dir.

8 hrs./TBD

Explore and develop cultural tourism opportunities During season planning, create financial models charting cost of productions, and consider sales potential with additional marketing investment Contact Irvine recommended consultant to review ticket pricing and recommend strategies

30


Detailed Plan Goal 4: Increase subscriptions by 100 annually for each of Years 1 – 3 (approx. $20,000 per year) Actions and Activities

Completion Date Quarter/Year

Responsible Party

Capitalize on outreach efforts to create local “ownership” and offer special discounts and opportunities only for those with Ventura zip codes (explore new previews/pricing)

Q1, Year 2

Mktg. & Comm. Rel. Assoc.

20 hrs./TBD

Parse database for possible affinity groups (geographic, employment, interests) and organize subscriber prospect house parties

Q2, Year 1

Database Mgr./ Mktg. & Comm. Rel. Assoc.

8 hrs.

Increase direct mail budget for subscription campaign and segment (locals– Q1, Year 1 “your theatre”/out-of-town - partner with Visitors and Convention Bureau and hotel sponsors)

Mktg. & Comm. Rel. Assoc.

$25,000

Send targeted subscription invitation with incentive to first-time attendees after each show

Mktg. & Comm. Rel. Assoc.

6 hrs. x 5 = 30 hrs./$300 x 5 = $1,500

31

Year 2

Hours/Costs


Detailed Plan Goal 5: Increase single ticket income by a minimum of $4,000 per show ($20,000 per season) for each of Years 1 - 3 Actions and Activities

Completion Date Quarter/Year

Responsible Party

Hours/Costs

Increase direct mail budget for individual shows

Q1, Year 2 & Annually

CFO/ Managing Dir.

$4,000 add’l x 5 shows = $20,000

Add promotional budget to leverage in-kind media and create collateral materials

Q1, Year 1 & Annually

CFO/Managing Dir.

$500 x 5 shows = $2,500

Goal 6: Increase group sales income by $27,000 in Year 1, $43,000 in Year 2, and $74,000 in Year 3 Actions and Activities

Completion Date Quarter/Year

Responsible Party

Phone and meet individually with past house sale purchasers/involve board where appropriate

Q2, Year 0 Annually

Dev. Assoc/ Mktg. & Comm. Rel. Assoc.

32 hrs.

Research prior group sales and call to propose similar/appropriate shows

Q2, Year 0 & Annually

Box Office Mgr.

50 hrs.

Update group sales database

Q3, Year 0

Box Office Staff

40 hrs.

Create and mail one season mailing to group organizers

Q4, Year 0 & Annually

Prod. Art. Dir./ Graphic Designer

10 hrs./$2,000

32

Hours/Costs


Detailed Plan DEVELOPMENT Goal 1: Increase development capacity to meet or exceed the organization’s contributed revenue goals Actions and Activities

Completion Date Quarter/Year

Responsible Party

Hours/Costs

Expand hours for Development Associate by 10 per week

Q2, Year 0

CFO

$7,200

Contract with hourly Development Administrative Assistant

Q1, Year 1

Managing Dir.

$10,000

Hire Development Director

Q1, Year 3

Managing Dir.

$80,000

Goal 2: Deepen and broaden base of contributed support by developing mid-level donors Actions and Activities

Completion Date Quarter/Year

Responsible Party

Hours/Costs

Cultivate donors who make unsolicited gifts of $1,000+ without being personally asked, i.e. direct mail or web appeals Make thank you call to donor upon receipt of gift

Q2, Year 0

Dev. Assoc.

8 hrs.

Explore interest and capacity through personal meeting

Ongoing

Dev. Assoc.

48 hrs. per yr.

Develop relationship through a minimum of three contacts/meetings

Ongoing

Dev. Assoc.

48 hrs. per yr.

Approach for appropriate gift one year later

Q3, Year 1 & Ongoing

Dev. Assoc.

48 hrs. per yr.

33


Detailed Plan

Solicit new Jewel Club members Approach existing donors of $250+

Q1, Year 1

Dev. Assoc.

60 hrs. per yr.

Offer lapsed Jewel Club members new benefits (expanded day-trip activities)

Q1, Year 1

Dev. Assoc.

16 hrs.

Encourage existing members to invite a friend/prospect to Director’s Preview or Table Reading

Q2, Year 1

Dev. Admin. Asst.

20 hrs.

Q3, Year 0

Board Pres.

5 hrs.

Survey Board of Advisors, donors and audience members for Q1, Year 1 information regarding city, neighborhood, occupation, affiliations and/or interests and enter into database

Dev. Admin. Asst. /Database Mgr.

12 hrs.

Parse database for commonalities with Board of Advisors’ members, cross referencing and coordinating with marketing

Q2, Year 1

Database Mgr.

8 hrs.

Meet with Board of Advisors’ members in small groups with lists and ask them to host gatherings

Q3, Year 1

Board VP/ Dev. Assoc.

33 hrs.

Q4, Year 1

CFO/Exec. Comm. 4 hrs.

Create affinity groups and activate Board of Advisors as hosts/participants Create Board 2nd Vice President position as liaison to Board of Advisors

Reactivate seat-naming campaign with gifts earmarked for capital reserve fund Consider creating third-tier pricing

34


Detailed Plan

Organize telemarketing campaign to ask subscriber/non-donors for first-time contributions Provide telemarketing training for volunteers and board members

Q3, Year 1

Dev. Assoc.

6 hrs.

Schedule cultivation calls

Q4, Year 1

Dev. Admin. Asst.

4 hrs.

35


Detailed Plan Goal 3: Diversify contributed revenue Actions and Activities

Completion Date Quarter/Year

Responsible Party

Hours/Costs

Increase contact with foundations and secure three new grants in each of Years 1 – 3

Q2, Year 0 Annually

Grantwriter

24 hrs.

Identify and solicit new sponsor prospects for Broadway cabaret fundraisers

Q3, Year 0

Dev. Assoc.

12 hrs.

Create introductory level sponsorship opportunities for businesses (i.e. show, education program, event)

Q1, Year 3

Dev. Admin. Asst.

8 hrs.

Goal 4: Seek new sources of regional and national support Actions and Activities

Completion Date Quarter/Year

Responsible Party

Hours/Costs

Review database for donors/subscribers in secondary market areas, research Q2, Year 0 capacity and schedule meetings

Prod. Art. Dir./ Ed. Dir.

24 hrs./ $1,000

Create Industry Council to include representation from theatre and film Q3, Year 3 professionals in Los Angeles, New York and Chicago and schedule annual meeting during presentation of world premieres

Prod. Art. Dir.

30 hrs./ $3,600

36


Detailed Plan ANCILLARY REVENUE Goal 1: Increase and diversify earned revenue beyond ticket sales Actions and Activities

Completion Date Quarter/Year

Responsible Party

Hours/Costs

Create productions that have potential for an extended life Maximize return on investment for existing tours through bookings

Year 0/Year 1

Prod. Art. Dir.

40 hrs.

Outsource booking and/or general management for longer tours vs. periodic run-outs

Q 1, Year 2

Prod. Art. Dir.

TBD

Further research the touring and co-production market

Q4, Year 0

Prod. Art. Dir.

10 hrs.

Attend APAP and Western Arts Alliance and attend conferences

Q2, Year 1 Q2, Year 2 Q2 Year 3

Prod. Art. Dir. Tour Manager in Year 3

24 hrs./$3,000 Annually

Develop potential future programming for tours

Q2, Year 0

Art. Dir./ Prod. Art. Dir.

TBD

Hire Tour Manager to manage/sell tours

Q1, Year 3

Prod. Art. Dir.

$50,000

Produce and build one new show per season to tour and designate revenue to Innovation Fund

Q3, Year 1

Prod. Art. Dir.

TBD

Explore possibility of run-outs to Santa Barbara venue for Year 1

Q2, Year 0

Prod. Art. Dir.

30 hrs./TBD

37


Detailed Plan

Create “first-look� or enhancement arrangement with commercial producers

Q4, Year 3

Prod. Art. Dir.

16 hrs. per year/TBD

Explore possibility of parking fees as source of revenue

Q2, Year 1

Managing Dir./ Facilities Chair

20 hrs./TBD

38


Detailed Plan FACILITIES Goal 1: Plan necessary repairs and upgrades and schedule maintenance Actions and Activities

Completion Date Quarter/Year

Responsible Party

Hours/Costs

Assess and prioritize needs based on potential impact (doors, termite tenting, electricity, other)

Q2, Year 0

Production Mgr.

20 hrs./TBD

Get bids from contractors and/or solicit in-kind support

Q2, Year 0

Production Mgr.

10 hrs./$60 K

Raise funds through donations to capital fund or grants

Q3, Year 0

Dev. Assoc.

20 hrs.

Schedule as needed between rehearsals and performances

Q1, Year 1/ Ongoing

Technical Dir.

80 hrs. annually/ TBD

Goal 2: Examine ways to eliminate or contain facility costs on a short-term and long-term basis Actions and Activities

Completion Date Quarter/Year

Responsible Party

Hours/Costs

Explore options for reducing the annual cost of artist accommodations (and/or using budgeted amounts to create asset for organization)

Q2, Year 1

Managing Dir./ Facilities Chair

0 hrs./TBD

Contract utility companies and research funding for increasing energy efficiency

Q3, Year 0

Production Mgr.

10 hrs./ TBD

Evaluate possible cost savings for set construction and look at pricing for local warehouses

Q2, Year 0

Production Mgr.

12 hrs./TBD

39


Detailed Plan Goal 3: Review possible facilities’ improvements which might positively impact quality of experience and numbers of attendees Completion Date Quarter/Year

Responsible Party

Hours/Costs

Research the feasibility and ramifications of building main floor restroom

Q2, Year 0

Facilities Chair

12 hrs./TBD

Research and develop dedicated patron parking

Q1, Year 1

Facilities Chair

TBD

Goal 4: Complete an assessment of Laurel location with regard to building codes, ADA compliance, etc. Include information about what improvements or usages are trigger points for additional obligations/responsibilities Actions and Activities

Completion Date Quarter/Year

Responsible Party

Hours/Costs

Work with the City of Ventura to understand what levels of facility improvement trigger other requirements that will impact the organizational budget

Q3, Year 0

Facilities Chair

12 hrs./TBD

Seek in-kind architectural or contractor advice

Q4, Year 0

Facilities Chair

TBD

40


Detailed Plan Goal 5: Create a master plan for a possible Ventura “campus” and include consideration of income-producing components and partnership options Actions and Activities

Completion Date Quarter/Year

Responsible Party

Hours/Costs

Create an RFP and hire consultant to manage project

Q2, Year 0

Prod. Art. Dir.

TBD

Meet with property owners to discuss mutual goals and options

Q3, Year 0

Consultant

4 hrs.

Goal 6: Continue dialogue with the City of Camarillo regarding future facilities’ options Actions and Activities

Completion Date Quarter/Year

Initiate conversation with new Camarillo City Manager and schedule regular meetings with City Council members

41

Year 3, Year 0

Responsible Party Immed. Past Pres.

Hours/Costs 16 hrs.


Strategic Planning Committee

CHAIRPERSON Richard Reisman, M.D. Rubicon Theatre Company Board of Directors Immediate Past President Medical Director - Ventura County Obstetric & Gynecologic Medical Group, Inc. Community Memorial Hospital, Center for Family Health

SUBCOMMITTEES Programming Claire Bowman - Chair CEO - Via Alegre Educational & Counseling Services, Inc. Owner/Operator - Starbuck’s Ojai Valley Ranch James O’Neil* Co-Founder /Artistic Director – Rubicon Theatre Company Eric Wallner Creative Economy Specialist, Community Development Department – City of Ventura

Finance and Administration William P. Cordeiro, Ph.D. - Chair Director - Martin V. Smith School of Business & Economics, California State University Channel Islands Patricia Baldwin* Chief Financial Officer – Rubicon Theatre Company Hugh Ralston President and CEO – Ventura County Community Foundation Norbert Tan Executive Director – Ventura College Foundation Rosalind C. Warner, M.D.* Physician – Ventura, Thousand Oaks Secretary/Board of Directors – Saticoy Country Club

42


Strategic Planning Committee

Marketing and Community Involvement Norbert Tan – Chair Executive Director – Ventura College Foundation Anthony T. Hirsch, M.D.* Retired Pediatrician Past President - Ojai Film Society Brian McDonald Associate Producer/Director of Education – Rubicon Theatre Company Richard Reisman, M.D. Medical Director - Ventura County Obstetric & Gynecologic Medical Group, Inc. Community Memorial Hospital, Center for Family Health Sacheen Swan Former Box Office Manager/Executive Assistant – Rubicon Theatre Company

Development William J. Kearney – Chair* First Vice President, Investments – Merrill Lynch Karyl Lynn Burns* Co-Founder/Producing Artistic Director – Rubicon Theatre Company Cynthia Ferrell Grant Writer – Rubicon Theatre Company Amber Landis Development Associate - Rubicon Theatre Company Rosa Lee Measures* Former Deputy Mayor - City of San Buenaventura Owner - Harris-Measures Management Consulting Martha Zilm Database Administrator - Rubicon Theatre Company

43


Strategic Planning Committee

Facilities Mike Merewether – Chair* Partner Emeritus - Tolman & Wiker Insurance David Armstrong Owner - Armstrong Advisors Christina Burck Production Manager - Rubicon Theatre Company Russ Charvonia LPL Financial Adviser – The Renaissance Group, LLC Nick Deitch Principal - Main Street Architects Jordan Laby Inventor Co-Founder – San Buenaventura Foundation for the Arts Jeff Lambert* Community Development Director – City of Ventura Jeffrey P. Smith* Retired Attorney/Property Manager *Also served on Rubicon Community Task Force

44


Company Community Task Force

CHAIRPERSONS William J. Kearney First Vice President, Investments – Merrill Lynch Rosa Lee Measures Former Deputy Mayor - City of San Buenaventura Owner - Harris-Measures Management Consulting

TASK FORCE PARTICIPANTS Don Carlton CEO, Don L. Carlton Realtors Randy Hinton Chairman/ Owner - RH Wealth Management Immediate Past Chair - Ventura Chamber of Commerce Anthony T. Hirsch, M.D. Retired Pediatrician Past President - Ojai Film Society Jeff Lambert Community Economic Development Director - City of Ventura Mike Merewether Partner Emeritus - Tolman & Wiker Insurance Bill Shelton Ventura Keys Resident Ed Summers Retired Banker Former City Council Member - City of Ventura Rosalind C. Warner, M.D. Physician – Ventura, Thousand Oaks Secretary/Board of Directors – Saticoy Country Club

45


Rubicon Theatre Company Board of Directors

OFFICERS AND EXECUTIVE COMMITTEE Rosalind C. Warner, M.D., President Physician – Ventura, Thousand Oaks Secretary/Board of Directors – Saticoy Country Club Rosa Lee Measures, Honorary Chair, Nominating Committee Chair, Task Force CoChair Former Deputy Mayor - City of San Buenaventura Owner - Harris-Measures Management Consulting Richard Reisman, M.D., Immediate Past President Medical Director - Ventura County Obstetric & Gynecologic Medical Group, Inc. Community Memorial Hospital, Center for Family Health Claire Bowman, Vice President, Personnel Chair CEO - Via Alegre Educational & Counseling Services, Inc. Owner/Operator - Starbuck’s Ojai Valley Ranch Anthony T. Hirsch, M.D., Secretary Retired Pediatrician Past President - Ojai Film Society William P. Cordeiro, Ph.D., Treasurer, Finance Chair Director - Martin V. Smith School of Business & Economics, California State University Channel Islands Karyl Lynn Burns Co-Founder/Producing Artistic Director - Rubicon Theatre Company

MEMBERS AT LARGE Harriet Friedman, Development Chair Community Volunteer Barbara Meister Owner – Barber Automotive Group Micheline Sakharoff Philanthropist

46


Rubicon Theatre Company Board of Directors

Roy Schneider Partner/Attorney-at-Law - Myers, Widders, Gibson, Jones & Schneider, LLP Jeffrey P. Smith Retired Attorney/Property Manager

EX OFFICIO Penny Barnds Grandes Dames President William J. Kearney, Past President, Task Force Co-Chair First Vice President, Investments – Merrill Lynch Steve Magidson, Past President Consultant – Ordinal Associates

LEGAL ADVISOR Ron Harrington, Esq.

47


Strategic Planning Consultant

BILL MOSKIN BIOGRAPHY

Bill Moskin is an arts consultant with extensive national experience in planning, leadership training, and cultural tourism. In addition, he is an author and a regular presenter at statewide and national conferences. Mr. Moskin is based in Bainbridge Island, Washington. He has been active in the arts field for almost forty years, recently completing his twenty-third year as Principal of Bill Moskin & Associates. Before pursuing consulting on a full time basis in 1987, Mr. Moskin spent nine years with the City of Sacramento as the first Executive Director of the Metropolitan Arts Commission and then as the first Development Officer for the Department of Parks and Community Services. Prior to arriving in Sacramento in 1978, Mr. Moskin managed the Margaret Jenkins Dance Company in San Francisco. Bill Moskin has authored/coauthored numerous nationally distributed publications including the June 2007 Americans for the Arts Monograph The Arts in Transition: Preparing for a Sustainable Future. This is his second Monograph for Americans for the Arts, the first being From Stability to Flexibility in 1999. In 1995, he coauthored Exploring America through its Culture, a report for the White House Conference on Travel and Tourism. Additional publications include Setting the Stage: A Guide to Building Arts and Tourism Partnerships in the Californias and Beyond the Bake Sale: A Fund Raising Handbook for Public Agencies. Mr. Moskin has served as the President of the California Confederation of the Arts, the President of the San Francisco Bay Area Dance Coalition, the 1st Vice President of the National Assembly of Local Arts Agencies and as a board member of the Bainbridge Island Arts and Humanities Council. In addition to his work in the arts, Bill Moskin has served on the City of Bainbridge Island’s Agricultural Advisory Committee and is a Certified Sustainable Building Advisor (CSBA).

48


Strategic Planning Consultant

PARTIAL LIST OF PAST CLIENTS ORGANIZATIONAL AND REVENUE ASSESSMENTS/PLANNING David and Lucile Packard Foundation Cabrillo Music Festival Cumberland County Playhouse Experience Music Project, Seattle International Storytelling Center Metropolitan Nashville Arts Commission Sacramento Metro Chamber of Commerce Sacramento Regional Foundation (assessment of five cultural organizations for stabilization tax initiative) Tennessee Arts Commission (administrative review of 22 applicant organizations for Major Cultural Institution grants category) Texas Commission for the Arts Western Folklife Center COMMUNITY/AGENCY CULTURAL PLANNING Art Builds Community, Manchester, New Hampshire Aspen Snowmass Arts Council Mendocino County Community Foundation St. Louis Regional Arts Commission CULTURAL TOURISM ASSESSMENTS/PLANNING Abilene Convention and Visitor’s Bureau, Texas Bay Chamber Concerts, Camden, Maine City of Kirkland, Washington City of San Francisco Arts and Tourism Program Maine Arts Commission Missouri Division of Tourism/Missouri Arts Commission North Carolina Arts Commission Portland Oregon Visitor Association/Regional Arts and Culture Council St. Louis Regional Arts Commission Shelburne Museum, Shelburne, Vermon MEETING FACILITATION/PLANNING RETREATS Cabrillo Music Festival Country Music Hall of Fame and Museum Metro Nashville Arts Commission Santa Cruz Museum of Art and History Society of American Mosaic Artists Texas Commission for the Arts Western Folklife Center World Theater, CSUMB 49


Strategic Planning Consultant

WORKSHOPS/LECTURES Sustainability and the Changing Arts Environment Americans for the Arts Arts Extension Service, University of Massachusetts Community Foundation Silicon Valley Depot Foundation, Duluth, Minnesota Lehigh Valley Arts Council, Pennsylvania Lila Wallace Reader’s Digest Fund St. Louis Regional Arts Commission Cultural Tourism Arts Extension Service, University of Massachusetts Colorado Tourism Board Maine Arts Commission Missouri Division of Tourism New Orleans Arts and Tourism Partnership Seattle Business Volunteers for the Arts Texas Travel Industry Association Virginia Commission for the Arts Wyoming Council on the Arts LEADERSHIP TRAINING PROGRAMS Arts Leadership for the Future, David and Lucile Packard Foundation, Silicon Valley (multi-year, four-county program) Multicultural Arts Leadership Initiative, 1st Act, Silicon Valley (multi-year, county)

50


2011-2014 Strategic Plan