Book-It Repertory Theatre
Strategic Plan 2013 – 2016
Since its beginnings as a local artists’ collective, Book-It Repertory Theatre has evolved into an
award-winning theatre company bringing literature to the stage with its signature Book-It Style™. Taking in a Book-It production or participating in a school workshop is a unique experience: the narrative text is preserved and incorporated into the script, performed by actors as their characters on stage. Audience members are drawn to participate using their own imaginations as they would when reading a book. The core of Book-It’s purpose is to introduce people of all ages to literature and inspire them to read. Looking toward our 25th anniversary in 2015, we will continue to produce work of the highest level of artistic excellence and spark enduring interest in the written word. We will build greater community awareness of what we do and how we do it. And we will ensure that the strength of our organization matches the quality of our art. The following opportunities will help us focus our creative and financial resources to extend our reach and expand our impact over the next three years: • With the gift of a multi-year grant in 2012, we will scale up our educational and outreach programs across the state. In many of Washington’s more rural communities, we expect Book-It will continue to be the only exposure young people get to theatre. • Since we learned last year that our audience and donors would like to see greater integration of our mainstage and education programs, we have embarked on new thinking about how to expose our mainstage audiences to our education work, and inform educators and students about our mainstage. • Because we also learned that our audience and supporters – Book-It’s extended family – are deeply loyal to our work and eager to become more engaged with us, we will foster personal connections with patrons and provide opportunities for the public to interact with what they see on our stages and more deeply understand our work. • Finally, our management perspective is gratefully shifting from one of scarcity to one of stability. A solid financial footing will ready Book-It for larger future initiatives and ensure that our unique approach to theatre and literature is sustained for future generations.
The momentum we are experiencing now prompts us to continue to define, refine, and measure our artistic and educational impact in the community.
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Book-It’s Mission and Vision Book-It Repertory Theatre is a non-profit organization dedicated to transforming great literature into great theatre through simple and sensitive production and inspiring its audiences to read. Book-It Repertory Theatre’s Vision is to be nationally known as a theatre arts center where Book-It’s synthesis of theatre, literature, and education nourishes literacy and the artistic vitality of our community.
Book-It’s Core Values Simple and Sensitive We create new work that reflects simple, innovative production values and honors authors’ and actors’ voices. Inspirational We produce both classic and contemporary
works of literature that invite our audiences to engage their imaginations and inspire them to read books by the same author, of similar genre or theme, or the original book.
Collaborative We collaborate among artists, staff, volunteers, board members and the community to create artistic and educational experiences that are greater than the sum of their parts. Intimate We create a theatrical experience that reflects the intimacy of reading a book.
Diverse We tell stories from many different cultures, literary genres, and writing styles that explore voices and perspectives from a broad range of the human experience. risk-receptive We believe in the freedom to produce new works and fund new projects in order to grow and stay relevant. 2
Strategic Priorities and Goals 1. Create and produce the most exquisite and profound art in the Book-It StyleTM A. Improve pre-season planning for mainstage, touring, and late-night/second stage B. Hire the best theatre artists C. Publish Book-It scripts and promote their production by other theatres D. Ensure continuity and effectiveness of artistic leadership 2. Cultivate a thriving organization A. Explore options for a better program and performance space B. Build and maintain a six-month cash reserve C. Implement a competitive compensation package for all theatrical artists, technicians, and administrative staff
D. Grow a strong, diverse board E. Ensure continuity of executive leadership F. Achieve diversity in our staff and maintain an effective work environment
G. Develop a plan for authentic integration of Book-It’s main stage and education productions and programs
3. Broaden Book-It’s audience and base of support A. Market to increase our visibility and cultivate new audiences B. Deepen connections with current Book-It subscribers, donors and other supporters C. Build better awareness of the full range of Book-It offerings by promoting crossover of mainstage, second stage, and education audiences
D. Continue to build regional and national exposure for the organization E. Provide more opportunities for Book-It audiences and the greater community to interact with the stories Book-It performs
4. Realize Book-It’s full potential to inspire people to read A. Develop a focused understanding of literacy specific to Book-It B. Research, develop, and implement a Book-It Literacy Curriculum C. Promote the joys and benefits of reading D. Continue to develop existing and new partnerships with schools across the state 5. Develop a framework for measuring Book-It’s impact on our community A. Measure the impact of Book-It’s Literacy Curriculum on teaching and learning B. Refine and implement the Education Touring Program Evaluation system C. Identify ways to formally and consistently measure mainstage impact
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Board of Directors and Strategic Working Groups
The volunteer and professional leadership providing direction for the process included:
Strategic Plan Review and Updates
This plan provides direction for Book-It in the upcoming three years. It also is flexible. Book-It’s board and staff will periodically review the plan, and when necessary, revise its goals and tactics.
Planning Process In the summer of 2012 Book-It Repertory Theatre retained Collins Group and appointed Joann Byrd, board member, to chair the Strategic Planning Committee and guide the Board of Directors through developing the organization’s strategic direction and priorities for the next three years. Working groups for each of the five strategic priorities were charged with developing specific goals, measures of success, and tactics and activities to accomplish the goals. Book-It staff and volunteers then invited input from key stakeholders, including donors, subscribers and community friends. This plan is the result of the planning work completed to date and is presented to the Book-It Board of Directors for its review, input, and approval.
Book-It Repertory Theatre 2012-13 Staff Jane Jones, Myra Platt, Charlotte M. Tiencken, Josh Aaseng, Rachel Alquist, Anders Bolang, Patricia Britton, Amanda Cain, Samantha Cooper, Tom Dewey, Shannon Erickson, Jocelyne Fowler, Katie McKellar, Christine Mosere, Annie Lareau, Erin Pike, Natasha Ransom, Gail Sehlhorst, Victoria Thompson, and Bill Whitham. Book-It Repertory Theatre 2012-2013 Board Steven Bull, President Joann Byrd, Vice President Kristine Villiott, Treasurer Thomas Oliver, Secretary Monica Alquist, Karen Brandvick-Baker, Amanda Cain, Stuart Frank, Jane Jones, Margaret Kineke, Mary Metastasio, Lynn Murphy, Myra Platt, David Quicksall, Lynne Reynolds, Shirley Roberson, Steve Schwartzman, Deborah Swets, Elizabeth J. Warman, Lucy Flynn Zuccotti Special Thanks Kate Roosevelt and Barbara Maudell of the Collins Group, Jim McDonald of The Paul G. Allen Family Foundation Charitable Trust, Huong Vu of The Boeing Company, Anne Ramsay-Jenkins, Beth McCaw, and Mary Ann Christy
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Appendix: Strategic Priorities, Goals, and Tactics PRIORITY #1
Create and produce the most exquisite and profound art in the Book-It StyleTM A. Improve pre-season planning process for main stage, touring and late-night/second stage 1) Develop time and resources for advance rights acquisition and paying royalties 2) Develop time and resources for more thorough script development and workshop process 3) Schedule regular meetings/retreats with the artistic team to discuss book considerations and strategize two seasons in advance 4) Strengthen relationships with authors, agents, publishers, and producers 5) Attend more author and literary events and conferences 6) Reach out to university drama programs to mount workshop productions of new Book-It scripts B. Hire the best theater artists 1) Increase artist salaries 2) Continue to train artists within the community to perform, adapt, teach, and direct in the Book-It Style C. Publish Book-It scripts and promote their production by other theaters 1) Codify the Book-It Style 2) Market our trademark style nationally and internationally 3) Continue to organize existing scripts and insure legal copyright and ownership of our work 4) Publish scripts, educational curricula and academic articles 5) Create promotional material to market and sell our scripts nationally 6) Reach out to other theaters and more university theater programs for teaching master classes in the Book-It Style and guest directing D. Insure continuity and effectiveness of Artistic Leadership 1) Complete artistic succession plan 2) Continue to clarify job descriptions of Co-ADs, Literary Manager, and Director of Education 3) Schedule regular check-in meeting/retreats for Co-ADs 4) Schedule regular check-in meeting/retreats with Co-ADs and Managing Director 5) Budget support for professional development to stay current with national theater scene
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PRIORITY#2
Cultivate a thriving organization A. Explore options for a better program and performance space 1) Work with local realtor to explore available space 2) Discuss partnerships with other organizations 3) Explore options with Seattle Center re: expanding/improving Center Theatre B. Build and maintain a six-month cash reserve 1) Plan and implement capacity building campaign 2) Recruit ten more donors to give $5,000- $10,000 a year for five years C. Implement a competitive compensation package for all theatrical artists, technicians, and administrative staff 1) Research pay rates of other similar theatres in and outside of Seattle 2) Guarantee 30 hours per week to non-equity actors 3) Add travel per diem 4) Step increases based on previous roles with the company D. Grow a strong, diverse board 1) Create an Advisory Board Nominating Committee 2) Implement “get to know you” events for prospective board members 3) Provide ongoing training opportunities E. Insure continuity of executive leadership 1) Finalize transition plan F. Maintain an effective and diverse staff and work environment 1) Incorporate staff training opportunities into budget 2) Continue flexible office schedule 3) Make sure vacations are taken 4) Hire full-time office manager 5) Plan seasons two years in advance G. Develop a plan for authentic integration of Book-It’s main stage and education productions and programs 1) Implement stronger artistic support and oversight of touring programs 2) Align artistic and educational components of performance and learning materials 3) Devise company-wide participation in pre-season selection process and post-production reflections
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PRIORITY #3
Broaden Book-It’s audience and base of support A. Market to increase our visibility and cultivate new audiences 1) Identify new tools and technologies to reach broader audiences and track buying, interests, and attendance behaviors 2) Budget to take advantage of new technologies 3) Identify potential community partners for each project and collaborate community-wide B. Deepen connections with current Book-It subscribers, donors and other supporters 1) Provide stellar customer service at all times in all places 2) Make efforts to learn more about our constituents as individuals and collectively 3) Provide multiple opportunities for connection to the company C. Build better awareness of the full range of Book-It offerings by promoting crossover of mainstage, second stage, and education audiences 1) Consistently message to all audiences about every attendance opportunity 2) Train entire staff (and primarily front-line customer service reps) to communicate the alternate Book-It experience opportunities to patrons at every engagement point D. Continue to build regional and national exposure for the organization 1) Grow existing relationships with members of local press and blog community 2) Build relationships with members of regional and national press 3) Build awareness among related trade organizations (AEA, SSDC, Americans for the Arts, Theatre Communications Group, Arts Northwest, ArtsEdWashington, etc.) by consistent participation and representation by our staff and board
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E. Provide more opportunities for Book-It audiences and the greater community to interact with the stories Book-It performs
PRIORITY #4
Realize Book-It’s full potential to inspire people to read A. Develop a focused understanding of literacy specific to Book-It 1) Reignite the Literacy Advisory Committee (LAC) 2) Read literacy, comprehensions, and arts research 3) Research terms and definitions of literacy from academia and like-organizations 4) Launch a Literacy Speaker Series 5) Codify the Book-It Style 6) Develop a definition of literacy for Book-It and craft a purpose statement 7) Test definition and purpose with staff and stakeholders B. Research, develop and implement a Book-It Literacy Curriculum 1) Secure funding source for the project; develop budget 2) Identify principle investigators (PI) affiliated with college or university 3) Review current learning materials, programs, and Book-It Style key elements 4) Secure partnership with school or school district 5) Hire teaching artists (TA) for Book-It Literacy Curriculum 6) Engage in a Book-It Literacy Lab (PI, partnering school classroom teachers, Book-It TAs, staff) 7) Develop Book-It Literacy Curriculum 8) Train Book-It TAs in curriculum, literacy, assessment 9) Professional development session for teachers with fall curriculum 10) Spring implementation of curriculum; evaluation and report on student learning; revision 11) Write and disseminate results in academic journals C. Promote the joys and benefits of reading 1) Identify core staff to realize goal 2) Inventory existing approaches and partnerships 3) Develop: “Bibliography of Resources” for mainstage productions (MS); “Recommended Reading List” for MS and Touring (T) shows 4) Create products to promote a buzz for reading in collaboration with marketing staff 5) Develop Facebook/blog postings for dialogue about MS/T books and books in general D. Continue to develop existing and new partnerships with schools and education providers across the state 1) Continue to reach out to school districts in Eastern Washington and remote areas of Western Washington 2) Hire Touring Manager to help with expansion and planning of tours 3) Attend conferences and workshops to promote Book-It’s touring and residency programs 4) Find more grant support for low-income schools who can’t afford to pay
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PRIORITY #5
Develop a framework for measuring Book-It’s impact on our community A. Measure the impact of Book-It’s Literacy Curriculum on teaching and learning 1) Develop student learning measurement tools and protocols 2) Evaluate and report on student learning in theatre and literacy 3) Write and disseminate results in academic journals B. Refine and implement the Education Touring Program Evaluation system 1) Review and revise existing tools and protocols 2) Develop a cohesive plan for implementation 3) Develop, pilot and fully implement a survey for schools to measure their experience and engagement with the touring program 4) Evaluate and report on findings 5) Build upon the Education Touring Program Evaluation system to include specific measurements for Book-It’s touring expansion into rural areas C. Identify ways to formally and consistently measure mainstage impact 1) Hire consultant to assist in development of audience surveys and assessment program 2) Perform at least two surveys per year 3) Plan for summer focus group/feedback every other year 4) Identify existing national/international surveys to measure Book-It’s impact as compared to peers
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Book-It Repertory Theatre invites active and lively participation in all our programs. Here
are just a few ways to explore our work, our history, our mission, and our people. You can play a part by staying connected with us in person and online. We hope you will.
Visit our website
Friend us on Facebook
www.facebook.com/BookItRep
www.book-it.org
Talk to us on Twitter
@book_it
Mailing Address 305 Harrison Street Seattle, WA 98109
Contact US
Administrative Offices 158 Thomas Street (Second Floor) Seattle, WA 98109 206.216.0877
Box Office Center Theatre at the Armory 305 Harrison Street (Lower Level) Seattle, WA 98109 206.216.0833
Photo Credits
COVER Clockwise from top left: Todd Jefferson Moore in The Financial Lives of the Poets; Kjerstine Anderson and Jessica Martin in Sense and Sensibility; Shanelle Leonard and Dumi in Never Forgotten, photo by Chris Bennion; Nathan Pringle, William Poole, Jose Abaoag, and Marianne Owen in Hotel on the Corner of Bitter and Sweet; Betsy Schwartz, Pankaj “J” K Jha, and Evan Whitfield in The Financial Lives of the Poets; Emily Grogan in Anna Karenina; Richard Nguyen Sloniker, Ben McFadden, and Josh Aaseng in Owen Meany’s Christmas Pageant. 1. The Center Theatre, photo by Jim Hamerlinck. 2. Geoffery Simmons in Prairie Nocturne. 4. Geoffery Simmons and Christopher Morson in Adventures of Huckleberry Finn: Uncensored. 7. Stephanie Kim and Jose Abaoag in Hotel on the Corner of Bitter and Sweet. 9. Clockwise from top left: Eloisa Cardona and Tim Takechi in Where the Mountain Meets the Moon; N’Tasha Anders, Dumi, and Shanelle Leonard in Never Forgotten; Nick Edwards and Diana Huey in Skippyjon Jones; photos by Chris Bennion. All photos by Alan Alabastro unless otherwise noted.
Book-It Repertory Theatre 305 Harrison Street, Seattle, WA 98109 www.book-it.org | 206.216.0877