2011-2014 strategic plan

Strategic Business Plan

2011-2014 Rebuilding, Reconnecting and Reimagining

January 6, 2011

Introduction

1

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, co-

producing 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,

Introduction

2

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 multi-

year 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.

Introduction

3

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

Introduction

4

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.

Framework

5

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

Key Issues

6

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

Key Issues

7

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

Key Issues

8

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

Key Issues

9

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

Key Issues

10

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

Key Issues

11

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 mid-

level 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

Key Issues

12

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

Key Issues

13

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

Key Issues

14

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

Detailed Plan

15

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

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

months

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

Reduce obligations of the Producing Artistic Director to other areas of

the organization to allow increased focus on programming

Expand rehearsal time for premieres

Q2, Year 0

Q1, Year 2

Q1, Year 2

Q2, Year 1 (after

orientation of

MD)

Q2, Year 0

Prod. Artistic Dir.

Production Mgr.

Chief Financial

Officer-Acting MD

(CFO)/ Board

President

Managing Dir.

Prod. Artistic Dir.

40 hrs./TBD

4 mtgs. x 3 hrs. x

PAD/PM/AD = 12

hrs./$600

12 hrs./TBD (tied

to unbudgeted

touring income)

Costs of MD hire in

Admin

$3,000 - $5,000 (in

2011-2012 budget)

Detailed Plan

16

Goal 2: Develop and present programming relevant to our diverse local community


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

Attend local theatre group meetings in Ventura and Santa Barbara

Plan structured town halls/listening opportunities with present

constituents

Q3, Year 1

Q2, Year 1

Q2, Year 2

Education. Dir.

Artistic Dir.

Artistic Dir.

8 hrs. per mo./

$1,500

3 hrs. per mo.

5 hrs. planning + 3

hrs. execution x 2

staff/$500

Detailed Plan

17

Goal 3: Produce groundbreaking, innovative programs that engender respect in the larger theatrical community and bring

recognition to the City and County of Ventura


Quarter/Year


Attract world-class artistic leaders (playwrights, composers, lyricists,

directors, designers, actors, etc.)

Involve artists in community dialogue and outreach, creating

opportunities for meaningful long-term relationships

Further engage the community in the caretaking of the artists

Provide housing conducive to attracting and retaining world-class

artists

Nurture playwrights by reinstating Plays-in-Progress program

Conduct national auditions

Develop ongoing mutually supportive relationships with leading

agents and managers and union officials

Pay honorarium to Artistic Associates

Reinstate fees to Dramaturge

Q3, Year 0

Q3, Year 0

Q4, Year 1

Q4, Year 1 (1)

Q4, Year 2 (2)

Q4, Year 3 (3)

Q1, Year 2

Q4, Year 3

Q1, Year 3

Q1, Year 1

Education Dir.

Development

Assoc./Volunteer

Aux. Chair

Facilities Chair

Artistic Dir.

Art. Dir./Exec.

Asst.-Casting Dir.

Prod. Artistic Dir.

CFO/Board

CFO/Board

15 hrs. per show

10 hrs. per show

TBD

120 hrs/

$6,000 (1)

$12,000 (2)

$18,000 (3)

24 hours/$3,000

15 hrs/$1,000

$12,000

$2,000 per show

Detailed Plan

18

Pay LORT D equivalent minimum salaries and benefits

Develop world premiere productions that contribute to the theatrical canon

Program and produce one world premiere each season

Negotiate agreements with playwrights which make it possible to

share future royalties with other theatre companies and secure

additional regional productions

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

Rejoin Theatre Communications Group and attend regional and

national conferences

Share pre-production costs commensurate with effort and size of

respective theatres

Continue to build relationships with artistic directors with common

values

Q1, Year 4

Annually

Biannually

Q1, Year 1

Q4, Year 0

Q4, Year 1

CFO/Board

Artistic Dir./

Prod. Artistic Dir.

Prod. Artistic Dir.

Artistic Dir./

Prod. Artistic Dir.

Prod. Artistic Dir.

Prod. Artistic Dir.

$575 per actor

contract/$700 SM

$150 - $250 K of

Prod. Budget

30 hrs.

60 hrs./TBD/

$3,000

30 hrs.

40 hrs.

Detailed Plan

19

EDUCATION AND COMMUNITY OUTREACH

Goal 1: Provide relevant educational opportunities for the region’s children and adults


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

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

Q1, Year 1

Q1, Year 1

Q1, Year 3

Ed. Dir.

Ed. Dir.

Ed. Dir.

20 hrs

12 hrs/$500

60 hrs/$12,000

Detailed Plan

20

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


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

Offer a percentage of opening night tickets to benefit local charities

(include in season announcement event and provide profile of

organization in program book)

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

Q2, Year 0

Q1, Year 1

Q1, Year 3

Board Pres./2nd

VP/Mktg. &

Comm. Rel.

Assoc.

Dev. Assoc.

Managing Dir.

32 hrs.

4 hrs. x 5 shows

= 20 hrs.

72 hrs.

Detailed Plan

21

Goal 3: Increase connections to underserved segments of the region


Quarter/Year


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

Education Committee)

Create job description for committee and recruit committee chair

Solicit committee members with links to currently underserved

communities, particularly military, Latino, Hispanic, Young Parents,

Young Adults

Activate committee

Q1,Year 3

Q2, Year 3

Q3, Year 3

Mktg. & Comm.

Rel. Assoc./

Board Pres.

Mktg. & Comm.

Rel. Assoc./Comm.

Outreach Chair

Mktg. & Comm.

Rel. Assoc./Comm.

Outreach Chair

10 hrs.

20 hrs.

3 hrs

Detailed Plan

22

Goal 4: Communicate with the local community about Rubicon activities and service to region


Quarter/Year


Create a Speakers’ Bureau

Solicit Volunteer Chair

Develop content

Research and schedule opportunities to present at clubs and in public

forums

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

media

Q2, Year 0

Q3, Year 0

Q3, Year 0

Q1, Year 1

Prod. Art. Dir.

Ed. Dir./Prod. Art.

Dir.

Ed. Asst./Volunteer

Ed. Dir./Mktg.

Asst.

2 hrs.

12 hrs.

6 hrs.

72 hrs.

Goal 5: Explore “grass-roots” ways to engage areas residents in a dialogue about the themes and issues of the productions


Quarter/Year


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 and

bookstores and senior centers

Schedule in-depth artist interviews on public access television (CAPS)

and/or internet TV

Q2, Year 1

Q2, Year 2

Q2, Year 1

Copywriter/

Webmaster

Mktg. & Comm.

Rel. Assoc.

Mktg & Comm.

Rel. Assoc.

12 hrs.

15 hrs.

4 hrs. per mo. X

12 mo. = 48

Detailed Plan

23

GOVERNANCE, FINANCE AND ADMINISTRATION

Goal 1: Strengthen board engagement in governance, financial oversight and fundraising


Quarter/Year


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

Review by-laws, policies and procedures

Update training materials and provide Orientation for new Board

Members

Participate in VCCF and Irvine board training opportunities

Plan annual self-evaluations

Put policies and procedures in place to ensure timely response to changing

circumstances or environments

Require regular transparent financial reports and analysis from

Administration

Review and adopt proposed deficit policy

At first notice of management vacancy, begin search

Q1, Year 1

Q2, Year 1

Years 1, 2 and 3

Annually Q3

Q2, Year 0

Q3, Year 0

Ongoing

Board Pres./

Managing Dir.

Managing Dir./

Nominating Chair

Board Pres./Board

Board Pres./

Managing Dir.

Board Pres./

Finance Chair

CFO/Fin. Chair

Board Pres.

12 hrs.

8 hrs.

18 hrs.

3 hrs.

2 hrs. per mo. X

12 mo. = 24 hrs.

3 hrs.

TBD

Detailed Plan

24

Goal 2: Facilitate an effective partnership between Artistic, Administrative and Board leadership


Quarter/Year


Hire an experienced Managing Director with and significant board

development experience and demonstrated fundraising expertise

Create a job description

Hire a search firm

Contract with Managing Director

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

Q2, Year 0

Q3, Year 0

Q4, Year 0

Q2, Year 0

Annually Q3

CFO/Personnel

Comm. Chair

Pers. Chair

Pers. Chair/Board

Board Pres./CFO/

Prod. Art. Dir.

Board

Pres./Managing

Dir./Prod. Art. Dir.

5 hrs.

4 hrs./$30,000

6 hrs./salary

elsewhere

3 hrs. x 12 mo. =

36 hrs.

8 hrs./$1,200

Detailed Plan

25

Goal 3: Create and maintain a stable and supportive work environment for all staff and contractors


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

Give priority to salaries in the budget when appropriate

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

Conduct budget workshops with board members two weeks prior to

presentation with the board

Meet quarterly to reconcile department budgets and discuss cash

planning

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

Q2, Year 0

Q1, Year 2

Q2, Year 0

Q2, 3, 4Year 0/

Annually

Q2, Year 0

Personnel Chair

CFO/Board

Managing Dir./

Prod. Art. Dir.

CFO/

Managing Dir.

(Starting Year 1)

CFO/Dept. Heads

CFO/

Managing Dir.

(Starting Year 1)

6 hrs.

TBD

72 hrs./$12,000

80 hrs.

8 hrs.

1 hr.

Detailed Plan

26

Create income and expense plan (including consideration of prior

years’ actuals and cash-flow projections) for the following year 3

months before budget deadline

Engage in discussions regarding budget/needs as fits into overall

budget.

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

reserve, and Innovation Fund

Execute plan for cash reserve as currently envisioned

Designate funds from touring toward creation of Innovation Fund

Develop a specific campaign for capital reserve

Cultivate foundations for above

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

and administrative leadership

Create written emergency and non-emergency artistic and

administrative succession plan

Develop procedures manuals

Review and update succession plans annually

Q1, Year 1

Q2 Annually

Q1, Year 1

Q2, Year 0

Q2, Year 3

Q1, Year 1

Q3, Year 0

Q3, Year 1

Q1 Annually

Dept. Heads

CFO/Dept. Heads

CFO/Managing

Dir./Board

CFO/Managing

Dir./Board

Dev. Assoc./Board

Grantwriter

Art. Dir./Prod. Art.

Dir./CFO/

Pers. Comm.

Dept. Heads

Pers. Chair

30 hrs.

16 hrs.

3 hrs./$30,000

3 hrs.

6 hrs.

18 hrs.

20 hrs. x 3 people

+ Pers. Comm. Hrs

= 80 hrs.

20 hrs./$300

8 hrs.

Detailed Plan

27

Create contingency/continuation plans by department

Ensure a safe environment for workers and patrons

Review, update and implement safety and emergency procedures

Q3, Year 2

Q1, Year 1

Dept. Heads

Managing Dir.

12 hrs.

16 hrs.

Detailed Plan

28

MARKETING

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


Quarter/Year


Recruit marketing staff

Rehire part-time Copywriter

Recruit ¾ time Marketing and Community Relations Associate

Restore partial fees to public relations firm

Restore additional fees to public relations firm

Conduct search for full-time Marketing Director

Hire full-time Marketing Director

Create marketing plan with proposed budget and anticipated return on

investment

Q2, Year 0

Q1, Year 1

Q1, Year 1

Q1, Year 3

Q3, Year 2

Q1, Year 3

Q2, Year 1 &

Q2, Year 3

CFO

CFO

CFO

Managing Dir.

Managing Dir.

Managing Dir.

Mktg. & Comm.

Rel. Assoc./

Mktg. Dir.

$350 per wk x 38

= $13,300

$45,000

$500 per mo. X 12

mo. = $6,000

10 hrs.

$65,000

20 hrs.

20 hrs

Detailed Plan

29

Goal 2: Make the most of existing marketing resources


Quarter/Year


Train staff on 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

Mobilize volunteers for poster/flyer distribution and support of

“grass-roots” promotions

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

placement and sponsorships

Q1, Year 1

Q4, Year 0

Q2, Year 1

Q3, Year 0

Q2, Year 1

Q3, Year 1

Q4, Year 1

Ed. Dir.

Box Office Mgr.

Box Office Mgr.

Copywriter/

Webmaster

Board Pres./Mktg.

& Comm. Rel.

Assoc.

Vol. Mktg. Comm.

Chair

Vol. Mktg. Comm.

Chair

40 hrs./$2,500

8 hrs.

5 hrs.

12 hrs./$160 x 6 =

$960

20 hrs.

6 hrs. x 5 shows =

30 hrs.

5 hrs. x 5 shows =

25 hrs.

Detailed Plan

30

Goal 3: Maximize potential revenue for each program or event


Quarter/Year


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, Visitors 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

Q2, Year 1

Q3, Year 1

Q1, Year 2

Q2, Year 3

Q4, Year 1

Q3, Year 1

Mktg. & Comm.

Rel. Assoc.

Mktg. & Comm.

Real. Assoc.

Mktg. & Comm.

Rel. Assoc.

Mktg. & Comm.

Rel. Assoc.

Prod. Art. Dir./

Managing Dir.

Managing Dir.

10 hrs. x 5 shows

= 50 hrs.

20 hrs./TBD

TBD

TBD

8 hrs.

8 hrs./TBD

Detailed Plan

31

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


Quarter/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

Q1, Year 2

Q2, Year 1

Q1, Year 1

Year 2

Mktg. & Comm.

Rel. Assoc.

Database Mgr./

Mktg. & Comm.

Rel. Assoc.

Mktg. & Comm.

Rel. Assoc.

Mktg. & Comm.

Rel. Assoc.

20 hrs./TBD

8 hrs.

$25,000

6 hrs. x 5 = 30

hrs./$300 x 5 =

$1,500

Detailed Plan

32

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


Quarter/Year


Increase direct mail budget for individual shows

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

materials

Q1, Year 2 &

Annually

Q1, Year 1 &

Annually

CFO/

Managing Dir.

CFO/Managing

Dir.

$4,000 add’l x 5

shows = $20,000

$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


Quarter/Year


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

Q2, Year 0

Annually

Q2, Year 0 &

Annually

Q3, Year 0

Q4, Year 0 &

Annually

Dev. Assoc/

Mktg. & Comm.

Rel. Assoc.

Box Office Mgr.

Box Office Staff

Prod. Art. Dir./

Graphic Designer

32 hrs.

50 hrs.

40 hrs.

10 hrs./$2,000

Detailed Plan

33

DEVELOPMENT

Goal 1: Increase development capacity to meet or exceed the organization’s contributed revenue goals


Quarter/Year


Expand hours for Development Associate by 10 per week

Contract with hourly Development Administrative Assistant

Hire Development Director

Q2, Year 0

Q1, Year 1

Q1, Year 3

CFO

Managing Dir.

Managing Dir.

$7,200

$10,000

$80,000

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


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

Explore interest and capacity through personal meeting

Develop relationship through a minimum of three contacts/meetings

Approach for appropriate gift one year later

Q2, Year 0

Ongoing

Ongoing

Q3, Year 1 &

Ongoing

Dev. Assoc.

Dev. Assoc.

Dev. Assoc.

Dev. Assoc.

8 hrs.

48 hrs. per yr.

48 hrs. per yr.

48 hrs. per yr.

Detailed Plan

34

Solicit new Jewel Club members

Approach existing donors of $250+

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

activities)

Encourage existing members to invite a friend/prospect to Director’s

Preview or Table Reading

Create affinity groups and activate Board of Advisors as hosts/participants

Create Board 2nd

Vice President position as liaison to Board of Advisors

Survey Board of Advisors, donors and audience members for

information regarding city, neighborhood, occupation, affiliations and/or

interests and enter into database

Parse database for commonalities with Board of Advisors’ members,

cross referencing and coordinating with marketing

Meet with Board of Advisors’ members in small groups with lists and

ask them to host gatherings

Reactivate seat-naming campaign with gifts earmarked for capital reserve

fund

Consider creating third-tier pricing

Q1, Year 1

Q1, Year 1

Q2, Year 1

Q3, Year 0

Q1, Year 1

Q2, Year 1

Q3, Year 1

Q4, Year 1

Dev. Assoc.

Dev. Assoc.

Dev. Admin. Asst.

Board Pres.

Dev. Admin. Asst.

/Database Mgr.

Database Mgr.

Board VP/

Dev. Assoc.

CFO/Exec. Comm.

60 hrs. per yr.

16 hrs.

20 hrs.

5 hrs.

12 hrs.

8 hrs.

33 hrs.

4 hrs.

Detailed Plan

35

Organize telemarketing campaign to ask subscriber/non-donors for first-time

contributions

Provide telemarketing training for volunteers and board members

Schedule cultivation calls

Q3, Year 1

Q4, Year 1

Dev. Assoc.

Dev. Admin. Asst.

6 hrs.

4 hrs.

Detailed Plan

36

Goal 3: Diversify contributed revenue

Actions and Activities Completion

Date

Quarter/Year


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 program, event)

Q2, Year 0

Annually

Q3, Year 0

Q1, Year 3

Grantwriter

Dev. Assoc.

Dev. Admin. Asst.

24 hrs.

12 hrs.

8 hrs.

Goal 4: Seek new sources of regional and national support


Date

Quarter/Year


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

Q2, Year 0

Q3, Year 3

Prod. Art. Dir./

Ed. Dir.

Prod. Art. Dir.

24 hrs./

$1,000

30 hrs./

$3,600

Detailed Plan

37

ANCILLARY REVENUE

Goal 1: Increase and diversify earned revenue beyond ticket sales


Quarter/Year

Responsible

Party

Hours/Costs

Create productions that have potential for an extended life

Maximize return on investment for existing tours through bookings

Outsource booking and/or general management for longer tours vs.

periodic run-outs

Further research the touring and co-production market

Attend APAP and Western Arts Alliance and attend conferences

Develop potential future programming for tours

Hire Tour Manager to manage/sell tours

Produce and build one new show per season to tour and designate

revenue to Innovation Fund

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

Year 0/Year 1

Q 1, Year 2

Q4, Year 0

Q2, Year 1

Q2, Year 2

Q2 Year 3

Q2, Year 0

Q1, Year 3

Q3, Year 1

Q2, Year 0

Prod. Art. Dir.

Prod. Art. Dir.

Prod. Art. Dir.

Prod. Art. Dir.

Tour Manager in

Year 3

Art. Dir./

Prod. Art. Dir.

Prod. Art. Dir.

Prod. Art. Dir.

Prod. Art. Dir.

40 hrs.

TBD

10 hrs.

24 hrs./$3,000

Annually

TBD

$50,000

TBD

30 hrs./TBD

Detailed Plan

38

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

Explore possibility of parking fees as source of revenue

Q4, Year 3

Q2, Year 1

Prod. Art. Dir.

Managing Dir./

Facilities Chair

16 hrs. per

year/TBD

20 hrs./TBD

Detailed Plan

39

FACILITIES

Goal 1: Plan necessary repairs and upgrades and schedule maintenance


Quarter/Year

Responsible

Party

Hours/Costs

Assess and prioritize needs based on potential impact

(doors, termite tenting, electricity, other)

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

Q2, Year 0

Q2, Year 0

Q3, Year 0

Q1, Year 1/

Ongoing

Production Mgr.

Production Mgr.

Dev. Assoc.

Technical Dir.

20 hrs./TBD

10 hrs./$60 K

20 hrs.

80 hrs. annually/

TBD

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


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)

Contract utility companies and research funding for increasing energy

efficiency

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

local warehouses

Q2, Year 1

Q3, Year 0

Q2, Year 0

Managing Dir./

Facilities Chair

Production Mgr.

Production Mgr.

0 hrs./TBD

10 hrs./

TBD

12 hrs./TBD

Detailed Plan

40

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

Research and develop dedicated patron parking

Q2, Year 0

Q1, Year 1

Facilities Chair

Facilities Chair

12 hrs./TBD

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


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

Seek in-kind architectural or contractor advice

Q3, Year 0

Q4, Year 0

Facilities Chair

Facilities Chair

12 hrs./TBD

TBD

Detailed Plan

41

Goal 5: Create a master plan for a possible Ventura “campus” and include consideration of income-producing components and

partnership options


Date

Quarter/Year


Create an RFP and hire consultant to manage project

Meet with property owners to discuss mutual goals and options

Q2, Year 0

Q3, Year 0

Prod. Art. Dir.

Consultant

TBD

4 hrs.

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


Quarter/Year

Responsible

Party

Hours/Costs

Initiate conversation with new Camarillo City Manager and schedule regular

meetings with City Council members

Year 3, Year 0

Immed. Past Pres.

16 hrs.

Strategic Planning Committee

42

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


43

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.



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


44

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

Company Community Task Force

45

CHAIRPERSONS

William J. Kearney


Rosa Lee Measures



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


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.



Rubicon Theatre Company Board of Directors

46

OFFICERS AND EXECUTIVE COMMITTEE

Rosalind C. Warner, M.D., President



Rosa Lee Measures, Honorary Chair, Nominating Committee Chair, Task Force Co-

Chair



Richard Reisman, M.D., Immediate Past President



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


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

Rubicon Theatre Company Board of Directors

47

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


Steve Magidson, Past President

Consultant – Ordinal Associates

LEGAL ADVISOR

Ron Harrington, Esq.

Strategic Planning Consultant

48

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).


49

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


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


50

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


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)

2011-2014 strategic plan

Documents

rubicon theatre

rubicon stage

youngest company

premiere stage company

theatre companies

naacp award

best productionlarger

ventura county