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American Shakespeare Center

American Shakespeare Center. American Shakespeare Center. Stewardship, Innovation & Social Entrepreneurship MBA 658 David Kirby Kevin Humphries Hans Hseih. AUGUST 6, 2009. American Shakespeare Center. Facts

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American Shakespeare Center

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  1. AmericanShakespeareCenter

  2. AmericanShakespeareCenter Stewardship, Innovation & Social Entrepreneurship MBA 658 David Kirby Kevin Humphries Hans Hseih AUGUST 6, 2009

  3. AmericanShakespeareCenter Facts • Founded in 1988 - Home company of the Blackfriars Playhouse • Over 360 performances per year, over 50,000 visitors, and 12,000 students and teachers. • America's most traveled Shakespeare company: 47 states and 5 countries to date • Center for Renaissance and Shakespearean Staging (NEH, 1995) • Winner: VFH Award for the Advancement of Literature in Virginia • $4.5 million investment in Blackfriars; $2.8 million annual budget; stimulated $20 million to restore Stonewall Jackson Hotel; and numerous other public/private investments. Sources: http //mbc.edu/shakespeare/partnership.asp (Smith, A., 2009)

  4. AmericanShakespeareCenter Vision Making Shakespeare enjoyable for all Mission • Performing Shakespeare and Renaissance drama in original staging conditions • Education – Mary Baldwin College’s MFA, elementary and high school students • Scholarship - World-renowned actors, directors, scholars, and specialists will be a part of American Shakespeare Center and teach in Mary Baldwin College's MLitt./MFA program http://mbc.edu/shakespeare/partnership.asp

  5. AmericanShakespeareCenter Our Thesis The American Shakespeare Center has the potential to be a great organization – one that delivers superior performance and makes a distinctive impact over a long period (Collins, J. 2005) Application through : Stewardship, Innovation, Social Entrepreneurship

  6. AmericanShakespeareCenter Stewardship holding something in trust for another and the careful and responsible management of something entrusted to one’s care. (Smith, M. 2000) Five Principles of Stewardship: • Balance • Interdependency • Regeneration • Diversity • Succession (Smith, A. 2009)

  7. AmericanShakespeareCenter Stewardship of the Stakeholders • Stewardship is founded on the belief that others have the knowledge and the answers within themselves. (Smith, M. 2000) • Stakeholders represent a potential source of hidden (organizational) value. (Laszlo, 2008) • Valuing the Stakeholders adds balance to the organization as it gains a greater share of the public mind • (ASC) exists in an interdependent and networked environment, and going it alone is a doomed strategy. (Esty, D., Winston, A., 2006)

  8. MFA Mary Baldwin College Staunton Council City Staff Citizens Founders ASC Board of Directors AmericanShakespeareCenter Stakeholder Map • The systematic mapping of all stakeholders and understanding the influence they exert will enable ASC to achieve a sustainable advantage. Employees Audience Donors Other Shakespeare Centres Lines indicate relationships (solid = strong, dotted = weak, none = none). Size equals relative size of the client. Color equals the client feeling about the product or service (green = very good, red = good, purple = some good/some bad)

  9. AmericanShakespeareCenter Stewardship of the Mission World's only authentic reconstruction of Shakespeare's indoor theatre Located in downtown Staunton, just blocks from the Mary Baldwin campus Serves as theater,classroom and laboratory http://mbc.edu/shakespeare/partnership.asp

  10. AmericanShakespeareCenter Stewardship of the Mission • According to Collins, great organizations focus on what they can do better than anyone else can in the world.(2005) • Pragmatic organizations fail more often than ones that did not compromise their principles to attract more revenue or profile.(Edwards, 2008) • The distinctive characteristic of ASC is the Blackfriars Playhouse. • Focus on doing Shakespeare in the Blackfriars Playhouse • “Marketing is all about institutional vision and strategy. Know where you are and where you are going. You must understand what is sacrosanct to external audiences. You must acknowledge nostalgia.”(Oster et al., 2004)

  11. AmericanShakespeareCenter Stewardship of Capacity Building • ASC must be managed for success because the supporters need to not only believe in the mission but also in the organizations capacity to deliver on that mission. (Collins, J, 2005) • Developing core values • Comprehensive business plan – strategies, objectives, financial, marketing, sales, metrics for measurement • Governance Issues – board development

  12. Sustainable Value Chain American Shakespeare Center Changing the "rules of the game" ASC influences Staunton It drives economic development Arts and culture & Globe development Business Context Developing a sustainable cultureand brand identity. Employer of choice. Brand/ ASC & community share a distinctive brand Culture Meeting unmet social needs Market Stewardship of stakeholders for organizational and community development Product Creating product differentiation The mission focus - Only Blackfriars Playhouse reproduction in the world Reducing costs (energy, waste) Capacity building through management of resources Process Risk Reducing compliance risks Stay ahead of the curve by engaging stakeholders – esp. on the government level *Laszlo, Chris (2008). Sustainable Value AmericanShakespeareCenter Strategic Focus

  13. AmericanShakespeareCenter Innovation • An innovative culture is one that takes advantage of opportunity to add value to an organization • Opportunities for Innovation • Internal • External • 1st Order Innovation(Scalar) • 2nd Order Innovation(Relational)

  14. AmericanShakespeareCenter • Limited stakeholder connection • Failure in public perception • Taxpayers of Staunton • Opportunity • Go out, look, listen and ask • Connection with stakeholders • Educate – performances and mission • Open house events

  15. AmericanShakespeareCenter Shake the “fear” off Shakespeare • Interpret Shakespeare’s Language • Provide education in understanding of Shakespeare’s language • Connect with first time attendees • Spark interests for return playgoers Seminars • Increase geographic footprint

  16. AmericanShakespeareCenter Downtown Arts and Culture District • Taking the lead role - Demonstrates 2nd Order Innovation • Connect with core stakeholders • Collaboration - Constituents with similar interest, not necessarily in Shakespeare

  17. AmericanShakespeareCenter External/Internal Relationships • Dame Judi Dench • Expanding from local to global focus Board of Directors • Shifting from local to regional and national Value and Credibility

  18. AmericanShakespeareCenter Touring Troupe • Increase presence and earned income • Opportunities • Public Events, • Outdoor Venues • Public gatherings • Paid or free • Generate interest in travelling to Staunton

  19. Developing the Resource Engine The resource engine is actually a hybrid…. Part earned income Part contributed support Both provide ASC with clean energy AmericanShakespeareCenter

  20. Improving Earned Income Community interaction, vignettes, local promotion Raise ticket prices (NEA says attendance not tied to price) Distribute more complimentary and discount tickets More “plain English” Shakespeare Another non-Shakespeare production; e.g. “1776” or related historical production on Independence Day More efficient facility schedule to allow for fee based outside use Consider options to generate revenue at Globe site AmericanShakespeareCenter

  21. Earned Income of Nonprofit Theaters Since 2003, attendance at spoken theater events nationwide has declined by 16% There are twice as many nonprofit theaters today as there were in 1990 Source: NEA, 2008 AmericanShakespeareCenter

  22. ASC’s Earned Income Since 2003 In remarkable contrast to industry trends, ASC’s earned income INCREASED BY 50% from $1.3 million to over $2.1 million. Source: Guidestar AmericanShakespeareCenter

  23. Revenue Mix of Nonprofit Theaters AmericanShakespeareCenter

  24. Dealing with the Unexpected Discovery: An Opportunity for Innovation! ASC has been challenged on the bottom line. “Look elsewhere from the problem to find the solution” (Ackoff, 2008) ASC bucks the industry trend for earned income. With 16% less relative contributed support that its peers, ASC may have an opportunity Perhaps some ways to increase, but not the obvious solution once perceived. ASC has had fundraising success, but it’s fundraising efforts have been crisis generated, not regenerated. AmericanShakespeareCenter

  25. “ASC should sell its mission, not its fear!” Formal fundraising mechanism needed Build emotional connection with stakeholders Employ diverse mix of appeals Healthy attendance record and trend + Local constituent demographics = Capacity for sustainable contributed support Grants and contributions are a source of strength because they connect the organization and its stakeholders (Edwards, 2008). AmericanShakespeareCenter

  26. Balanced Approach Annual Giving Program Programmatic Giving levels with quid pro quo rewards Number of subscriptions and seat location improve as donors move through giving levels Grants need to be a part of fundraising mechanism Invest in mitigating cyclical restrictions NEA reports that its funding has been a catalyst for attracting sizeable contributions from other sources Planned Giving Program Cultivates larger estate and trust gifts AmericanShakespeareCenter

  27. Benefits Fits with Stewardship goal of a better connection with stakeholders Connected to core program and mission Takes advantage of ASC’s fundraising capacity relative to industry peers (NEA, 2008) Helps to balance ASC’s overall revenue mix Has potential to be a turning flywheel (Collins, 2005) Large gifts could provide source of capital to reduce or eliminate debt AmericanShakespeareCenter

  28. “To Be or Not To Be”….a Great, Mission Driven, Flywheel Turning Organization What does will it require of ASC? Balance Governance Inter-dependent on local culture Regenerating fundraising program Diverse revenue generating stream Succession planned, not crisis saved Smith, A. 2009 AmericanShakespeareCenter

  29. In conclusion, our journey with ASC was a process of innovation as a result of some unexpected findings Sticking with the mission is an appropriate strategy Connection with stakeholders on a deeper level will yield results; board diversification is a good place to start The level of earned income is not the problem A strong, programmatic fundraising mechanism could eliminate the need for crisis appeals So, for the board, management and staff of ASC, we think our findings and recommendations are…….. AmericanShakespeareCenter

  30. “As You Like It!” AmericanShakespeareCenter

  31. References: Ackoff, R. (2008, December 12). YouTube. Message posted to http://www.youtube.com/watch?v=MBrEJjT-dWU&feature=related Collins, Jim. (2005). Good to great and the social sectors. New York:Harper Collins. Drucker, Peter. (1985). Innovation and entrepreneurship: Practice and principles. New York: Harper & Row. Edwards, Michael. (2008). Just another emperor? The myths and realities of philanthrocapitalism. New York: The Young Foundation. Emery, F.E. and Trist, E.L. (1965). “The causal texture of organizational environments.” Human Relations, Vol. 18, No. 1, 21-32. Sage Publications. Esty, Daniel and Winston, Andrew. (2009). Green to Gold: How smart companies use environmental strategy to innovate, create value, and build competitive advantage. Hoboken: John Wiley. Guidestar. (n.d.). Non Profit report section. Retrieved August 1, 2009, from http://www2.guidestar.org/ReportNonProfit.aspx?ein=54-487955&Mode=NonGx&lid=531476&dl=True Laszlo, Chris. (2008). Sustainable value: How the world’s leading companies are doing well by doing good. Stanford: Stanford University Press. National Endowment for the Arts. (2008). “All America’s a Stage: Growth and Challenges in Nonprofit Theater”. www.arts.gov National Endowment for the Arts. (2009). All America's a stage. Retrieved July 27, 2009, from http://arts.endow.gov/research/TheaterBrochure12-08.pdf Oster, S., Massarsky C., and Beinhacker S., (eds.) (2004). Generating and sustaining nonprofit earned income. San Francisco: Jossey Bass. Smith, Anthony. (2009). Stewardship design principles. Presented at Global Forum 2009 on Business as an Agent of World Benefit, UN Social Compact and Case Western University, Cleveland, OH. June 2-5, 2009. Smith, Marilyn. (2000). Steward-leadership in the public sector. Presented at 23rd Annual Conference on Public Administration Teaching. Fort Lauderdale, FL.

  32. AmericanShakespeareCenter

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