Friday, December 31, 2010

The First Review

Our first review is in Southern Theatre, the journal of the Southeastern Theatre Conference (SETC).  The reviewer is--full disclosure--a long-time friend of Jim Patterson but also a theater professional: Phillip Hill, professor emeritus of drama at Furman University in Greenville, SC. Any one who knows Phil knows he is a plain-speaking, upright individual.

The take-away from the review is "Stage Money has something important to offer to everyone with a serious interest in the American theatre."

Complete review follows:

Full disclosure: I first read this book in manuscript and offered suggestions, some of which its authors apparently have adopted. On reading the published version, I still find it intensely interesting and very valuable.
Its authors describe Stage Money: The Business of Professional Theater as a “cynical book,” focusing on how play productions are financed in the U.S. in the early 21st Century. It is “not a how-to book on theater producing,” but a book on “how theater is paid for.” To that end, the authors marshal a compelling array of statistics and production details with extraordinary completeness, at least in respect to the Broadway theatre. Also included are statistics from the nation’s not-for-profit theatres, as well as some other commercial theatre activities. Although “Broadway” theatre can be definitively identified, there is no generally agreed upon definition of “professional” theatre outside of Broadway; the authors admit this limitation and use sampling techniques to document the rest of their universe as fully as they can.
One of the co-authors, Donahue, holds an MBA, and his expertise in legal structures, financial statistics and economic theory shapes the book. Donahue’s co-author is an emeritus theatre professor, a director and a writer on theatre, and the fact that the art is the reason for the money is never overlooked. Many theatre people eschew mathematics, money and legalisms as somehow foreign to their art, but this book demonstrates how central to theatre art these seemingly dreary matters are, and it does so in eminently readable, even entertaining, form. In short, the eschewers are the very people who most need to read the book.
I had thought for decades that I understood as much about Broadway producing as anyone without the actualexperience, but I learned much that I didn’t know before. I have been aware for decades of the increasing importance of the not-for-profit professional theatre (NFP), but this book explores the symbiotic relationshipsamong NFPs and Broadway and the Road in truly enlightening ways. I thought I understood why ticket prices have inflated horrendously during my lifetime, while actors struggled to survive, but I didn’t know the half of it. In short, I think Stage Money has something important to offer to everyone with a serious interest in the American theatre.
One warning: The facts and figures come, for the most part, from the first decade of this century, and are supplemented right up to the publication date. But the data will date quickly, as the authors demonstrate by discussing the effects of the current recession and speculating about what recovery from that recession may entail. They offer their website (www.stagemoney.net) as a source of more up-to-date statistics, but the book will almost certainly suffer as new facts cause the old ones to appear dated.
Read it now.

End quotation.

Saturday, December 18, 2010

The Urge to Merge

In the Afterword to Stage Money: The Business of the Professional Theater the impact of the recession on the theater, particularly the not-for-profit theater, is examined. We write that statistics show that the NFP theater was ready for consolidation before the recession.  And a recession always speeds the pace of consolidations.

"Consolidation" is a business term for what happens when some line of business is overbuilt, when there are more suppliers than there are buyers to support.  In response, firms go under, become smaller often via bankruptcy, change their line of business, or merge with other businesses hoping size will save them.  With fewer suppliers, the supply and demand become balanced. We've seen lots of NFP theaters going under and a few going through bankruptcy to reorganize their debt.  Many NFP theaters are staging safer, more middle-of-the-road material than before, a kind of changing of their line of business.  Now we're seeing mergers.

Colonial Theatre and Berkshire Theatre Festival are merging, according to an article by Larry Murray writing for Berkshire On Stage.  The two theaters are about 25 miles from each other, in Pittsfield and Stockbridge, Massachusetts, and differ in size and ambition.  Reconciling the differences should be an interesting challenge to all involved.

Berkshire Theatre's 2009Einstein Show.
The Berkshire Theatre describes its mission as "to sustain, promote, and produce theatre for its community through performance and educational activities. . . .dedicated to producing theatre that recognizes its venerable past, while providing a home for the next generation of the American theatre's creative artists."  It has two performances spaces, seating 400 and 120.  It produces revivals and new plays with a yearly budget of $2.7 million as of its 2008 IRS filing.

The Colonial Theatre mission is "[t]o enrich life in Pittsfield and the Berkshires by presenting, producing, and hosting a wide variety of quality performing arts events, accessible to all, while fostering artistic collaboration and performing arts education in a restored national historic landmark building.  Its one theater seats 700 and largely books touring acts and shcws. Colonial's yearly expenses as of its 2008 IRS filing were just a little more than $2 million.

Not coincidentally, Arts Insights, the monthly newsletter of the Arts Consulting Group, posted a good piece in November 2010 titled "To Merge or Not to Merge? The Right Process Reveals the Answer," written by Karhryn R. Martin.

Why is the NFP theater ripe for consolidation?  Because of two facts.  Between 1990 and 2005 the number of NFP theaters with budgets of $75,000 or more doubled.  But between 1992 and 2008 the audience for theater increased by only 1.7 percent.  Clearly, there are more NFP theaters--many started during a time of relative economic plenty--than there are audiences to support them.  For the source of these statistics, see page 153 of Stage Money.

Added January 20, 2011

It's not theater, per se, but yesterday the Kennedy Center announced that it is taking over operations of the Washington National Opera, which without this merger, "appeared doomed," according to the Washington Post"In what amounts to a rescue operation, the Kennedy Center announced Thursday that it is taking over the Washington National Opera, a company that has been floundering artistically and financially for years." The consolidation in the performing arts goes on.