SYRACUSE STAGE
Vision and Strategic Plan April 2018
ELIZABETH LEDO and MICKEY ROWE in Syracuse Stage’s 2017 production of THE CURIOUS INCIDENT OF THE DOG IN THE NIGHT-TIME
WE ARE Syracuse Stage is the non profit, professional theatre company in residence at Syracuse University. We are nationally recognized for creating stimulating theatrical work that engages Central New York, and for our significant contribution to the artistic life of Syracuse University, where we are a vital partner in achieving the educational mission of the University’s Department of Drama.
JOSH TOLLE, JUDY MCLANE and MATT BAN in Syracuse Stage’s 2018 production of NEXT TO NORMAL
MISSION Syracuse Stage tells stories that engage, entertain, and inspire us to see life beyond our own experience.
SETH ANDREW BRIDGES, MATTHEW GREER, CHAZ ROSE and TRAVIS STATON-MARERRO in Syracuse Stage’s 2017 production of THE THREE MUSKETEERS
VISION Reimagining what’s possible for regional theater–through active inclusion, innovative outreach, and bold productions–Syracuse Stage shapes the cultural and social vitality of Central New York, enriches the Syracuse University student experience, and fosters change in ourselves, our communities, and our world.
KATE JARECKI in Syracuse Stage’s 2017/18 production of THE WIZARD OF OZ
CORE VALUES PEOPLE
Actively including diverse individuals, communities, ideas and perspectives.
PASSION
Commitment to integrity, excellence and enthusiasm in our work.
CURIOSITY
Fostering an innovative and adaptive environment that elicits wonder.
CHIKÉ JOHNSON and ROBERT “RJ” MURPHY in Syracuse Stage’s 2018 production of A RAISIN IN THE SUN
STRATEGIC GOALS 1. CREATE TRANSFORMATIVE THEATRICAL EXPERIENCES • Generate new theatrical works that originate at Syracuse Stage • Engage new and exciting directors and designers • Exploit our second stage through new and adventurous theatre initiatives • Draw on the unique partnership with the Syracuse University Department of Drama to produce work that might otherwise be fiscally and/or artistically prohibitive in the scope of a LORT theatre production model
BRETT SCHNEIDER in Syracuse Stage’s 2018 co-production of THE MAGIC PLAY.
STRATEGIC GOALS 2. BUILD AND SERVE A DIVERSE AUDIENCE FOR LIVE THEATRE • Produce more work outside the building • Increase our engagement with new communities • Develop partnerships that increase our reach • Identify new entry points for first time theatre goers of various ages and backgrounds • Reduce cost as a barrier to entry • Expand engagement with Syracuse University departments across disciplines and across campus
CONTESTANTS from the 2018 SALT CITY DRAG BATTLE take their final bow
STRATEGIC GOALS 3. SUPPORT OUR MAKERS • Ensure fair, competitive, and sustainable salaries across all departments • Build a diverse, equitable, and inclusive workplace • Foster an organizational culture that supports individual health and wellness • Facilitate transparent communications among staff, and between staff and board • Work with Drama Department leadership and Stage production management to ensure proper staffing and work load expectations each season • Realize a safe working environment for all employees • Foster a positive, collaborative working relationship with our Syracuse University partners
Technical director RANDY STEFFEN and assistant technical director REBECCA SCHUETZ in the scene shop during an Open House.
STRATEGIC GOALS 4. ENGAGE DIVERSE AND NEW COMMUNITIES THROUGH THEATRE EDUCATION • Assess the impact of our current educational endeavors • Initiate year-long classes for young people across Central New York • Deliver more educational opportunities within facilities in numerous communities • Build additional partnerships with area schools • Seek Syracuse University student and faculty participation in the learning/teaching process
Drama students COURTNEY GREEN, JUSTISE HAYWARD and local playwright EVAN STARLING-DAVIS read the winning entries from Syracuse Stage’s 2017 high school playwriting competition - YOUNG PLAYWRIGHT’S FESTIVAL.
STRATEGIC GOALS 5. BE FISCALLY FORWARD • Achieve an operating model that supports the goals of the strategic plan • Model excellent stewardship of Syracuse University support • Contribute in a singular and dynamic way to the Syracuse University Department of Drama • Articulate and demonstrate the value of Syracuse University support to all constituencies • Maintain balanced operating budgets • Maximize earned income • Expand the donor base • Nurture an effective and engaged board of trustees • Achieve a robust capital structure including endowment, working capital, and research and developments funds • Incorporate capital campaign planning into future organizational goals and objectives
2018 COLD READ: FESTIVAL OF NEW HOT PLAYS
1) Increase staff compensation to meet or exceed Theatre Communications Group (TCG) Budget Group 5 average 2) Hire a Director of Community Engagement in July 2018 3) Engage The Results Group (TRG) to reimagine subscription/single ticket campaigns, grow contributed income 4) Invest in lobby improvements - lighting, concessions, furnishings 5) Add staff positions to increase operational capacity (Production prioritized) 6) Increase and diversify education programs with emphasis on increased earned income 7) Prioritize Equity, Diversity, and Inclusion (EDI) practices in staff and trustee recruitment 8) Implement recommendations of Shugoll Research market studies 9) Revise handbook to clearly define harassment/antidiscrimination policies & procedures 10) Create post show lobby experiences for 3 productions per season 11) Evaluate moving Front of House functions into Marketing Department 12) Include a world premiere in the subscription season 13) Create community based work in off-site community spaces 14) Increase SU student and faculty mainstage attendance by 10% 15) Realign workspace assignments to increase efficiency and communication 16) Engage outside experts for on-site staff trainings and professional development 17) Explore new Stage/SU academic partnerships to enhance SU student experience beyond current VPA partnership
AREAS FOR ADDITIONAL INVESTIGATION IN FY19 • Create task force on Board Committees / Structure / By-Laws • Reimagine volunteerism for the 21st Century – Guild, Supporters, Ushers, etc. • Identify potential improvements for patron parking challenges
CR TH EA EA TE TR TR IC AN AL S BU EX FO D I ILD PE RM VE & RI AT RS S EN IV E ER CE E AU V S E DI SU A E PP NC OR E TO EN UR CO GA M TH MM GE AK EA U DI ER TR NI VE S E TIE RS ED S E UC TH & N BE AT RO EW IO U G FI N SC H AL LY FO RW AR D
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