Page 13 - Spring 2020 Digital inLEAGUE Volume 43 Number 02

faCelifts and upgrades

enhanCing the buildings where theatres do their worK starts with a solid plan and
suCCeeds when theatre exeCtuiVes employ the right expertise

By Michael R. Schnoering, FAIA (Reprinted from Theatre Design & Technology (2020 volume 56 issue 1), pages 48-55)
A poster titled “Top 10 Reasons to Support the Arts” Consider Your Resources
hangs in my office. Produced by Americans for the In the course of your organization’s introspective
Arts, the poster is a daily reminder of the obvious and journey, it will become necessary to identify the
not-so-obvious benefits of the arts on our communities, opportunities that currently exist in your theatre’s
economy, and society. From education and health orbit, and to decide which ones might be cultivated
care to business and tourism, the arts influence our to produce a strong network of leaders and doers.
communities and help shape our memories. If you Whether you have been through a capital campaign
operate a theatre, then you are part of an important and building project before or not, you will need to
slice of economic and cultural stimulation in your identify and acknowledge if the experience and
community. If you see the value of your organization in expertise required to proceed exists within your
this way, then you have likely thought about how you organization. Who are the experts on your board or
could expand your programming and educational staff? Do you need help with development, design, or
reach, or how your building could be upgraded, project management?
renovated, or expanded to facilitate these goals into • Leadership. Capital projects require dynamic
the future. leadership that may or may not be on your board

The process of executing any project in a place of or already working within your staff management
public accommodation, small or large, first involves team. Strong board leadership and active board
knowing where the community wants to go and participation provide crucial support. You might
why they want to go there. Extensive and thoughtful find that your board needs a boost, which could
planning is critical and can help to minimize pitfalls (Continued on page14.)
while providing the organization with the confidence
to move forward in a coordinated way.

Many organizations have a clear sense of the daily
programming they present, but rarely do they probe
larger questions about what the institution represents
and how its programming reflects its image. When
thinking about developing and implementing a
long-range plan for a facility, the board of directors
and theatre leadership must first identify the goals
of the institution. Who are you? Whether yours is a
community theatre in a small town or a multi-stage
performing arts center in a metropolitan area, a
facilitated strategic planning process can help to
clarify what you are about, who you serve, what you
want to do, how you might do it, and how you are
motivated. Confirming, refining, or developing a new
mission should be part of this discussion.
Any theatre operation should be run like a business,
although motivations, particularly for not-for-profits,
can vary and include economic factors such as the
desire to create jobs and support local businesses;
social and cultural interests that support the arts
and education; and, in the case of historic venues,
the preservation and celebration of a building’s
architecture and history. All of these factors can
intermingle and create a rich tapestry that will help tell
your story to potential funders, your constituents, and
the consultants you will ultimately need to assist you in
this process.
May 2020 INLEAGUE | PAGE 11