Upload
nick-goodenough
View
222
Download
1
Tags:
Embed Size (px)
DESCRIPTION
This is the 2011-2014 strategic plan for the Rubicon Theatre Company.
Citation preview
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
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
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
Actions and Activities Completion Date
Quarter/Year
Responsible Party Hours/Costs
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
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
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
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
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
Actions and Activities Completion Date
Quarter/Year
Responsible Party Hours/Costs
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
Actions and Activities Completion Date
Quarter/Year
Responsible Party Hours/Costs
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
Actions and Activities Completion Date
Quarter/Year
Responsible Party Hours/Costs
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
Actions and Activities Completion Date
Quarter/Year
Responsible Party Hours/Costs
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
Actions and Activities Completion Date
Quarter/Year
Responsible Party Hours/Costs
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
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
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
Actions and Activities Completion Date
Quarter/Year
Responsible Party Hours/Costs
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
Actions and Activities Completion Date
Quarter/Year
Responsible Party Hours/Costs
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
Actions and Activities Completion Date
Quarter/Year
Responsible Party Hours/Costs
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)
Actions and Activities Completion Date
Quarter/Year
Responsible Party Hours/Costs
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
Actions and Activities Completion Date
Quarter/Year
Responsible Party Hours/Costs
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
Actions and Activities Completion Date
Quarter/Year
Responsible Party Hours/Costs
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
Actions and Activities Completion Date
Quarter/Year
Responsible Party Hours/Costs
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
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
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
Responsible Party Hours/Costs
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
Actions and Activities Completion
Date
Quarter/Year
Responsible Party Hours/Costs
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
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
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
Actions and Activities Completion Date
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
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)
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
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
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
Actions and Activities Completion
Date
Quarter/Year
Responsible Party Hours/Costs
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
Actions and Activities Completion Date
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
Strategic Planning Committee
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.
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
Strategic Planning Committee
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
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
Rubicon Theatre Company Board of Directors
46
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 Co-
Chair
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
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
First Vice President, Investments – Merrill Lynch
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).
Strategic Planning Consultant
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
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
Strategic Planning Consultant
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
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)