Strategic Plan 2024 – 2029
ARIZONA THEATRE MATTERS
STRATEGIC PLAN
2024-2029
Table of Contents
1. Executive Summary
2. Introduction and Background
1. Arizona Theatre Matters: A History of Trailblazing Inclusion
2. The Global Theater Landscape: A Call for Radical Inclusion
3. Vision, Mission, and Values
1. Vision Statement
2. Mission Statement
3. Core Values
1. Radical Inclusivity
2. Artistic Excellence
3. Community Engagement
4. Social Justice
5. Innovation
6. Visual Representation of Values (Diagram)
4. Strategic Goals and Objectives
1. Artistic Leadership
1. Develop and Produce Original Works
2. Expand Artistic Programming
3. Foster Artistic Innovation
2. Global Audience Development
1. Expand Digital Reach
2. Diversify Audiences
3. Cultivate Engagement
3. International Partnerships and Collaborations
1. Establish Strategic Partnerships
2. Facilitate Cultural Exchange
3. Amplify Global Impact
4. Advocacy and Thought Leadership
1. Conduct Research and Publish Findings
2. Organize Conferences and Events
3. Engage in Advocacy Efforts
5. Financial Sustainability
1. Maximize Grant Funding
2. Cultivate Individual Giving
3. Explore Alternative Revenue Streams
4. Optimize Resource Management
5. Action Plans and Implementation Timeline
1. Artistic Leadership
2. Global Audience Development
3. International Partnerships and Collaborations
4. Advocacy and Thought Leadership
5. Financial Sustainability
6. Evaluation and Monitoring
1. Key Performance Indicators (KPIs)
2. Data Collection and Analysis
3. Evaluation Timeline
4. Adaptive Management
5. Communication and Transparency
7. Financial Projections and Resource Allocation
1. Revenue Projections
2. Expense Projections
3. Resource Allocation
8. Conclusion
9. References
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1. Executive Summary
Arizona Theatre Matters (ATM), a pioneering force in radically inclusive theater, is embarking on an ambitious five-year strategic plan to solidify its position as a global leader in the field. Founded in 2012 as Universal Access Productions with a mission to empower artists with disabilities, ATM has evolved into a dynamic organization that champions diversity, equity, and inclusion through innovative stage-to-film productions and accessible programming.
ATM’s impact has been significant, both locally and globally. The organization has produced groundbreaking live theater experiences that were fully accessible to diverse audiences, and its transition to an online presence via YouTube has expanded its reach to a worldwide audience. In 2024, ATM furthered its commitment to inclusivity by introducing a BIPOC Deaf sign language team, who now appear onscreen in all “mainstage” content.
“As an actor with a disability, I’ve often felt excluded from mainstream theater. ATM welcomed me with open arms, celebrating my unique abilities and casting me in roles that challenged stereotypes.” – Company Member, 2023
A Vision for Global Impact:
ATM envisions a world where theater is a powerful force for social change, a platform where diverse voices are celebrated, and a space where all individuals feel seen, heard, and valued. To achieve this vision, ATM aims to:
· Establish Artistic Leadership: Produce groundbreaking, diverse works that challenge conventions, inspire social change, and resonate with global audiences. This will be achieved through the development and production of original plays, international co-productions, and the establishment of a Playwright Development Program and an International Playwriting Competition.
· Cultivate a Global Audience: Expand digital reach, diversify audiences, and foster engagement through innovative online platforms and culturally sensitive outreach strategies. This includes enhancing the YouTube channel, launching a virtual theater platform, developing targeted marketing campaigns, and fostering a vibrant online community.
· Forge International Partnerships: Collaborate with theater companies and cultural institutions worldwide to facilitate cultural exchange, co-create inclusive productions, and amplify global impact. ATM will establish strategic partnerships, develop exchange programs, and co-produce international works.
· Champion Advocacy and Thought Leadership: Conduct research on the impact of inclusive theater, organize conferences and events, and engage in policy advocacy to promote diversity, equity, and inclusion (DEI) in the arts. ATM will publish research findings, host annual conferences, and advocate for policies that support inclusive theater.
· Ensure Financial Sustainability: Secure diverse funding sources, explore alternative revenue streams, and optimize resource management to support ATM’s mission of providing free, accessible theater content. This will be achieved through grant funding, individual giving, potential revenue-generating opportunities such as memberships or sponsorships, and efficient resource management.
Implementation and Evaluation:
ATM will implement this strategic plan through a series of action plans that outline specific steps, timelines, responsible parties, and resources needed. The organization will track progress towards its goals through key performance indicators (KPIs) such as audience growth, financial sustainability metrics, and the number of new plays produced and international collaborations established. Regular evaluations will ensure that ATM remains adaptive and responsive to the changing landscape of the theater industry.
Conclusion:
This strategic plan is a bold and ambitious roadmap for ATM’s future. By leveraging its strengths, embracing innovation, and collaborating with partners around the world, ATM is poised to become a leading voice in the global movement for inclusive theater. This plan is a testament to ATM’s unwavering commitment to its mission and values, and a call to action for the entire ATM community to work together to create a more equitable, just, and inclusive world through the power of theater.
2. Introduction and Background:
Founding and Early Years: Universal Access Productions (UAP) burst onto the Arizona arts scene in 2012, a trailblazing force determined to shatter conventional boundaries in the performing arts. From its inception, UAP embraced a radical mission: to not only employ artists with disabilities but to showcase their extraordinary talents on center stage. UAP’s audacious vision challenged the status quo, redefining artistic excellence through the lens of universal accessibility. In its early years, UAP rapidly established itself as a trailblazer, producing groundbreaking live theater experiences that were fully accessible to diverse audiences, including those with disabilities. Through innovative staging, integrated assistive technologies, and a commitment to authentic representation, UAP captivated audiences and ignited a movement for greater inclusivity in the arts.
Evolution and Growth: In 2018, UAP underwent a transformative rebranding, emerging as Arizona Theatre Matters (ATM). This strategic shift reflected the organization’s expanding reach and deepening commitment to social justice, community engagement, and artistic innovation. While retaining its core focus on universal accessibility, ATM broadened its mission to encompass a wider range of diverse voices and perspectives. The transition marked a new chapter in ATM’s evolution, propelling it toward a future of even greater impact and influence.
Adapting and Thriving in a Digital Age: The global pandemic of 2020 presented unprecedented challenges for the performing arts, but ATM embraced this disruption as an opportunity for reinvention. Pivoting to an entirely online presence, ATM harnessed the power of its YouTube channel to continue producing compelling theater experiences. Through innovative stage-to-film programs, ATM extended its reach far beyond Arizona, connecting with audiences around the world. In 2024, ATM furthered its commitment to inclusivity by introducing a BIPOC Deaf sign language team, who now appear onscreen in all “mainstage” content, ensuring accessibility and representation for Deaf audiences. This bold move solidified ATM’s position as a global leader in accessible and inclusive theater.
“I’ve never felt so seen and represented in a theater production before. ATM’s commitment to radical inclusivity is truly inspiring.” – Patron, 2024
2.2 The Global Theater Landscape: A Call for Radical Inclusion
Industry Overview: The global theater industry is a vibrant tapestry of diverse cultures, artistic traditions, and storytelling forms. It encompasses a wide range of genres, from classical dramas to experimental performances, and plays a vital role in cultural expression, social commentary, and entertainment. The industry has experienced significant shifts in recent years, with the rise of digital platforms expanding access to theater for global audiences. However, the COVID-19 pandemic dealt a severe blow to the performing arts, forcing many theaters to close temporarily or permanently, and exposing the industry’s vulnerability to unforeseen disruptions.
Diversity, Equity, and Inclusion (DEI) in Theater: Despite its rich diversity of content, the global theater industry has historically struggled with issues of representation, access, and equity. Marginalized communities, including people of color, LGBTQI+ individuals, artists with disabilities, and women, have often been underrepresented on stage, behind the scenes, and in leadership positions. This lack of diversity not only limits artistic expression but also perpetuates harmful stereotypes and reinforces systemic inequalities.
o Casting and Representation: While progress has been made, many productions still rely on traditional casting practices that favor dominant groups, leading to a lack of authentic representation of diverse identities and experiences.
o Accessibility: Many theaters lack adequate resources to provide accessible performances for audiences with disabilities, including captioning, audio description, and sign language interpretation.
o Leadership and Decision-Making: Theatrical institutions are often dominated by individuals from privileged backgrounds, leading to a lack of diverse perspectives in decision-making processes and programming choices.
o Funding and Resources: Marginalized theater companies and artists often face disproportionate barriers to funding and resources, limiting their ability to create and share their work.
Arizona Theatre Matters on the Global Stage: In this landscape, Arizona Theatre Matters (ATM) has emerged as a beacon of hope, pushing the boundaries of inclusivity and accessibility. ATM’s pioneering work in employing artists with disabilities, providing multilingual performances, and integrating BIPOC Deaf sign language interpretation has earned it international recognition. Through its YouTube channel, ATM has garnered a global following, showcasing the power of inclusive theater to transcend geographic boundaries and connect with diverse audiences. ATM’s success demonstrates that radical inclusion is not only possible but essential for the future of theater.
Opportunities and Challenges: The global movement for greater social justice and equity has created a renewed urgency for the theater industry to address its systemic biases and embrace radical inclusivity. This presents both opportunities and challenges for organizations like ATM:
o Opportunities:
§ Demand for diverse stories and perspectives: Audiences are increasingly seeking out theater that reflects their own lived experiences and challenges their assumptions.
§ Technological advancements: Digital platforms offer new avenues for reaching diverse audiences and sharing inclusive stories on a global scale.
§ Growing awareness and activism: The global movement for social justice is putting pressure on institutions to prioritize DEI and hold them accountable.
o Challenges:
§ Resistance to change: Some individuals and institutions may be resistant to challenging traditional norms and power structures.
§ Limited resources: Implementing inclusive practices can require significant financial and human resources.
§ Cultural barriers: Navigating cultural differences and avoiding cultural appropriation requires careful consideration and collaboration.
3. Vision, Mission, and Values
3.1 Vision Statement
To be the internationally recognized beacon of radically inclusive theater, transforming lives, inspiring global dialogue, and fostering connected communities worldwide.
3.2 Mission Statement
Arizona Theatre Matters blazes trails of exceptional, universally accessible stories that weave connections and understanding across multidimensional populations.
“ATM’s online productions have opened up a whole new world of theater for me. As a Deaf individual living in a rural area, I wouldn’t have access to this kind of inclusive content without ATM.”
3.3 Core Values
· Radical Inclusivity: ATM believes in the power of diversity to enrich artistic expression and create a more equitable society.
· Artistic Excellence: ATM strives for the highest standards of artistic quality in all its productions and programs.
· Community Engagement: ATM believes that theater should be a catalyst for dialogue, connection, and social change.
· Social Justice: ATM recognizes the role of theater in challenging systemic inequalities and promoting social justice.
· Innovation: ATM embraces experimentation and risk-taking as essential components of artistic growth and social change.
4. Strategic Goals and Objectives
4.1 Artistic Leadership
Goal: To establish ATM as a leading international producer of groundbreaking, diverse works that challenge conventions, inspire social change, and resonate with global audiences.
Objectives:
· Develop and Produce Original Works:
o Commission at least two new plays per year from emerging playwrights representing diverse backgrounds and perspectives, with a focus on stories that explore social justice themes.
o Develop and produce at least one major international co-production every two years, partnering with renowned theater companies and artists from different cultural backgrounds.
o Launch an annual international playwriting competition to discover and nurture new talent from around the world.
· Expand Artistic Programming:
o Curate an annual season of diverse productions that encompass a range of genres, styles, and cultural traditions.
o Offer workshops, masterclasses, and residencies for emerging artists from underrepresented communities, providing mentorship and training opportunities.
o Develop a touring program to bring ATM’s productions to national and international audiences, increasing visibility and impact.
· Foster Artistic Innovation:
o Experiment with new forms of theatrical expression, integrating technology, multimedia, and interactive elements to enhance audience engagement.
o Collaborate with artists from other disciplines, such as visual arts, music, and dance, to create interdisciplinary works that push creative boundaries.
o Create a platform for experimentation and risk-taking, encouraging artists to explore challenging themes and unconventional approaches.
4.2 Global Audience Development
Goal: To cultivate a diverse and engaged global audience for ATM’s productions, programs, and digital content, fostering a vibrant online community for dialogue and cultural exchange.
“ATM’s plays are not just entertainment; they’re a catalyst for social change. I always leave their productions feeling challenged, inspired, and more connected to my community.”
· Expand Digital Reach:
o Increase subscribers and viewership on ATM’s YouTube channel by 20% annually through targeted marketing campaigns and engaging content.
o Develop and distribute high-quality digital content, such as behind-the-scenes videos, interviews with artists, and educational resources, to reach a wider audience.
o Launch a virtual theater platform to stream live and recorded performances, making ATM’s work accessible to audiences around the world.
· Diversify Audiences:
o Develop culturally sensitive marketing and outreach strategies tailored to different demographic groups and geographic regions.
o Partner with community organizations, schools, and universities to reach new audiences and promote inclusive theater.
o Offer discounted tickets and scholarships to underrepresented groups to increase access and affordability.
· Cultivate Engagement:
o Create interactive online forums and social media groups to facilitate discussion and engagement around ATM’s productions and social justice themes.
o Host virtual events, such as Q&A sessions with artists, panel discussions, and workshops, to connect with audiences and build community.
o Develop educational resources and curriculum materials for schools and community groups to promote understanding and appreciation of inclusive theater.
4.5 Financial Sustainability
Goal: To secure diverse and sustainable funding sources that support ATM’s mission of providing high-quality, radically inclusive theater content free of charge on its YouTube channel, ensuring long-term growth and impact.
Objectives:
· Maximize Grant Funding:
o Identify and pursue grant opportunities from foundations, government agencies, and corporations that align with ATM’s mission and values.
o Develop compelling grant proposals that highlight the impact of ATM’s work and demonstrate a clear need for funding.
o Build relationships with grantmakers and maintain open communication to ensure ongoing support.
· Cultivate Individual Giving:
o Develop a robust individual giving program that engages a diverse range of donors, from small recurring donations to major gifts.
o Launch targeted fundraising campaigns that highlight specific projects or initiatives, providing donors with clear impact stories.
o Create a culture of philanthropy within the ATM community, fostering a sense of ownership and investment in the organization’s success.
· Explore Alternative Revenue Streams:
o While maintaining free access to content, explore potential revenue-generating opportunities that align with ATM’s mission and values.
§ Offer premium memberships or subscriptions that provide exclusive content, behind-the-scenes access, or discounts on merchandise.
§ Partner with brands and businesses for sponsorships or collaborations that provide financial support while maintaining artistic integrity.
§ Leverage YouTube’s monetization features, such as advertising revenue and channel memberships, to generate income from existing content.
· Optimize Resource Management:
o Develop a comprehensive budget that aligns with ATM’s strategic goals and objectives, ensuring efficient allocation of resources.
o Implement cost-saving measures and explore in-kind donations of goods and services to reduce expenses.
o Invest in financial management software and training to ensure accurate tracking and reporting of financial data.
“Our partnership with ATM has been transformative for our organization. Their educational programs have empowered our youth to find their voices and express themselves through theater.”
5. Action Plans and Implementation Timeline
This section details the specific actions, timelines, responsible parties, and resources needed to implement each strategic objective. It provides a roadmap for ATM to achieve its goals and track progress over the next five years.
5.1 Artistic Leadership
Objective: Develop and Produce Original Works
· Action Plan:
1. Establish a Playwright Development Program: Identify and commission emerging playwrights from diverse backgrounds. Provide mentorship, workshops, and financial support for script development.
2. Launch International Playwriting Competition: Create guidelines, judging criteria, and promotional materials. Partner with international organizations to reach a global pool of playwrights.
3. Initiate International Co-Productions: Identify potential partner theaters and projects. Secure funding and negotiate contracts. Develop production timelines and artistic visions.
· Timeline: Years 1-5
· Responsible Party: Artistic Director, Literary Manager, Development Director
· Resources: Grants, donations, sponsorships, artist fees, production budgets
Objective: Expand Artistic Programming
· Action Plan:
1. Curate Diverse Season: Select a balanced mix of plays that represent different genres, styles, and cultural perspectives. Prioritize works by underrepresented voices and those that address social justice themes.
2. Develop Artist Training Programs: Offer workshops, masterclasses, and residencies for emerging artists. Partner with universities and arts organizations to provide comprehensive training opportunities.
§ Establish Arizona Theatre Matters Fellowship Program:
§ Year 1, 3, 5 (and onward, odd years): Deaf Film Editors Fellowship
§ Year 2, 4 (and onward, even years): Blind Filmmakers Fellowship
§ Create and disseminate promotional materials and application guidelines for both fellowships.
§ Build a network of mentors and industry partners for both fellowships.
§ Adapt fellowship curriculum and mentorship to cater specifically to the needs of each fellowship’s target group.
3. Create Touring Program: Identify potential venues and touring partners. Develop marketing and logistical plans. Secure funding for travel and production costs.
· Timeline: Years 1-5
· Responsible Party: Artistic Director, Education Director, Marketing Director, Fellowship Coordinator
· Resources: Grants, donations, sponsorships, ticket sales, artist fees, travel and production budgets, stipends, software licenses, equipment, travel stipends for in-person sessions in LA, resources specific to blind filmmakers (assistive technology, audio description services, etc.)
Objective: Foster Artistic Innovation
· Action Plan:
1. Experiment with New Forms: Encourage experimentation with technology, multimedia, and interactive elements in productions. Provide resources and support for artists to explore new creative approaches.
2. Collaborate with Other Disciplines: Partner with visual artists, musicians, dancers, and other creatives to develop interdisciplinary works.
3. Create Platform for Experimentation: Establish a dedicated space or program for experimental theater, providing resources and support for artists to take risks and push boundaries.
· Timeline: Years 1-5
· Responsible Party: Artistic Director, Production Manager, Technical Director
· Resources: Grants, donations, sponsorships, artist fees, production budgets
5.2 Global Audience Development
· Objective: Expand Digital Reach
o Action Plan:
1. Enhance YouTube Channel: Optimize content for search engines, create engaging thumbnails and titles, and promote videos through social media.
2. Develop Digital Content: Produce high-quality videos, interviews, and educational resources.
3. Launch Virtual Theater: Research and select a platform. Develop a subscription model and marketing plan.
o Timeline: Years 1-3
o Responsible Party: Marketing Director, Digital Content Manager
o Resources: Marketing budget, video production equipment, staff
· Objective: Diversify Audiences
o Action Plan:
1. Targeted Marketing: Develop culturally sensitive campaigns for different demographics and regions.
2. Community Partnerships: Collaborate with local organizations to reach new audiences.
3. Access Initiatives: Offer discounts and scholarships.
o Timeline: Years 1-5
o Responsible Party: Marketing Director, Community Outreach Coordinator
o Resources: Marketing budget, partnerships, funding
· Objective: Cultivate Engagement
o Action Plan:
1. Online Forums: Create and moderate discussion forums on the website and social media.
2. Virtual Events: Host Q&As, panel discussions, and workshops.
3. Educational Resources: Develop curriculum materials and online courses.
o Timeline: Years 1-5
o Responsible Party: Education Director, Community Engagement Manager
Resources: Staff time, online platforms, educational materials
“ATM’s commitment to social justice aligns perfectly with our mission. Together, we’re using the power of theater to advocate for a more equitable and inclusive society.”
5.3 International Partnerships and Collaborations
Objective: Establish Strategic Partnerships
o Action Plan:
1. Identify potential partner theaters based on shared values, artistic vision, and geographic diversity.
2. Initiate conversations and build relationships with key contacts at partner theaters.
3. Develop collaborative project proposals that align with both organizations’ goals and interests.
4. Secure funding and negotiate agreements for joint projects.
5. Participate in international theater conferences and festivals to network and identify potential partners.
o Timeline: Years 1-5
o Responsible Party: Artistic Director, Development Director, International Partnerships Coordinator
o Resources: Travel budget, networking expenses, translation services, legal counsel
Objective: Facilitate Cultural Exchange
o Action Plan:
1. Create a residency program for international artists to work with ATM’s ensemble and staff.
2. Develop exchange programs for ATM artists and staff to visit and work with partner theaters abroad.
3. Organize workshops, seminars, and conferences that bring together artists and scholars from diverse cultural backgrounds.
4. Facilitate dialogue and knowledge exchange through online platforms and social media.
o Timeline: Years 2-5
o Responsible Party: Artistic Director, Education Director, International Partnerships Coordinator
o Resources: Grants, donations, sponsorships, travel budget, artist fees, workshop and conference expenses
Objective: Amplify Global Impact
o Action Plan:
1. Co-produce international works that address universal themes of social justice and inclusivity.
2. Develop international touring programs for ATM’s productions, prioritizing diverse and accessible venues.
3. Partner with international organizations to advocate for policies that support inclusive theater and cultural exchange.
4. Submit productions to international festivals and competitions.
o Timeline: Years 3-5
o Responsible Party: Artistic Director, Marketing Director, Development Director, International Partnerships Coordinator
o Resources: Production budgets, marketing and promotional expenses, travel and touring costs, legal and regulatory compliance support
5.4 Advocacy and Thought Leadership
Objective: Conduct Research and Publish Findings
o Action Plan:
1. Identify research questions and partner with academic institutions and research organizations.
2. Design and implement research studies to measure the impact of inclusive theater on social change.
3. Analyze data and publish findings in academic journals, industry publications, and online platforms.
4. Present research findings at conferences and workshops.
o Timeline: Years 2-5
o Responsible Party: Education Director, Research Coordinator
o Resources: Research grants, partnerships with academic institutions, staff time
Objective: Organize Conferences and Events
o Action Plan:
1. Plan and host annual conferences on radical inclusivity in the arts, featuring keynote speakers, panel discussions, workshops, and performances.
2. Partner with other organizations to co-host events that promote dialogue and collaboration on diversity and inclusion issues.
3. Create online forums and discussions to facilitate ongoing conversations and knowledge sharing.
o Timeline: Years 1-5
o Responsible Party: Education Director, Community Engagement Manager, Events Coordinator
o Resources: Event budgets, venue rentals, speaker fees, marketing and promotional expenses
Objective: Engage in Advocacy Efforts
o Action Plan:
1. Research and identify policy areas where ATM can make a meaningful impact.
2. Develop advocacy materials and talking points.
3. Build relationships with policymakers and advocacy organizations.
4. Participate in lobbying efforts and public awareness campaigns.
o Timeline: Years 2-5
o Responsible Party: Executive Director, Advocacy Coordinator
o Resources: Advocacy budget, staff time, partnerships with advocacy organizations
5.5 Financial Sustainability
Objective: Maximize Grant Funding
o Action Plan:
1. Research and identify potential grant opportunities from foundations, government agencies, and corporations.
2. Develop compelling grant proposals that clearly articulate ATM’s mission, impact, and financial needs.
3. Cultivate relationships with grantmakers through regular communication and reporting.
o Timeline: Ongoing
o Responsible Party: Development Director, Grant Writer
o Resources: Grant writing and research tools, staff time, travel expenses for meetings with grantmakers
Objective: Cultivate Individual Giving
o Action Plan:
1. Develop a comprehensive fundraising strategy that includes annual giving campaigns, major gifts, and planned giving.
2. Create engaging fundraising materials and appeals that highlight the impact of donations.
3. Build relationships with individual donors through personalized communication and stewardship.
4. Organize fundraising events and activities to engage donors and raise awareness of ATM’s work.
o Timeline: Ongoing
o Responsible Party: Development Director, Donor Relations Manager
o Resources: Fundraising software, donor database, marketing and communications materials, event budgets
Objective: Explore Alternative Revenue Streams
Action Plan:
1. Conduct market research to identify potential revenue-generating opportunities that align with ATM’s mission and values.
2. Develop and launch premium memberships or subscriptions that offer exclusive content, behind-the-scenes access, or discounts on merchandise.
3. Explore partnerships with brands and businesses for sponsorships or collaborations.
4. Leverage YouTube’s monetization features to generate advertising revenue and channel memberships.
Timeline: Years 1-5
Responsible Party: Development Director, Marketing Director
Resources: Market research, legal counsel, marketing and promotional expenses
Objective: Optimize Resource Management
Action Plan:
1. Develop a comprehensive budget that aligns with ATM’s strategic goals and objectives.
2. Track expenses and revenue regularly to ensure adherence to the budget.
3. Identify and implement cost-saving measures.
4. Seek in-kind donations of goods and services.
5. Invest in financial management software and training for staff.
Timeline: Ongoing
Responsible Party: Finance Manager, Executive Director
Resources: Financial management software, staff training, external financial consulting (if needed)
6. Evaluation and Monitoring
Evaluation and monitoring are crucial for ensuring that Arizona Theatre Matters (ATM) stays on track towards achieving its strategic goals and objectives. This section outlines the framework for evaluating ATM’s progress and making data-driven decisions to optimize its impact.
6.1 Key Performance Indicators (KPIs)
To measure progress towards each strategic objective, ATM will track the following key performance indicators:
· Artistic Leadership:
o Number of new plays commissioned and produced annually
o Number of international co-productions
o Number of participants in artist training programs and fellowships
o Number of international touring productions
· Global Audience Development:
o Growth in YouTube channel subscribers and viewership
o Website traffic and engagement metrics
o Attendance at live and virtual performances
o Demographic data on audience diversity
· International Partnerships and Collaborations:
o Number of established partnerships with international theater companies
o Number of collaborative projects completed
o Number of cultural exchange programs facilitated
· Advocacy and Thought Leadership:
o Number of research studies conducted and published
o Number of conferences, events, and online forums organized
o Number of policy advocacy initiatives undertaken
· Financial Sustainability:
o Total revenue generated (from grants, donations, sponsorships, etc.)
o Expense ratios and return on investment for fundraising activities
o Size of donor base and average donation amount
o Financial reserves and sustainability metrics
6.2 Data Collection and Analysis
ATM will collect data from various sources, including:
· Ticketing and Attendance Records: To track audience demographics, attendance patterns, and revenue.
· Website and Social Media Analytics: To measure online engagement, reach, and impact.
· Surveys and Feedback Forms: To gather feedback from audiences, artists, and partners.
· Financial Reports: To track income, expenses, and overall financial health.
The data collected will be analyzed regularly to identify trends, assess progress towards objectives, and inform decision-making. ATM will utilize data visualization tools to present findings in a clear and accessible manner.
6.3 Evaluation Timeline
ATM will conduct regular evaluations to track progress and identify areas for improvement.
· Quarterly Reviews: Staff and leadership will review progress towards objectives on a quarterly basis.
· Annual Reports: A comprehensive annual report will be prepared, summarizing key achievements, challenges, and learnings.
· External Evaluations: Independent external evaluations will be conducted periodically to provide an objective assessment of ATM’s impact and effectiveness.
6.4 Adaptive Management
ATM will embrace an adaptive management approach, using evaluation data to inform ongoing decision-making and adjust strategies as needed. This will ensure that the strategic plan remains relevant and responsive to the changing needs of the organization and the global theater landscape.
6.5 Communication and Transparency
ATM will communicate evaluation findings transparently with stakeholders, including staff, board members, donors, and the public. This will foster trust, accountability, and shared commitment to achieving ATM’s vision.
7. Financial Projections and Resource Allocation (2 pages)
This section outlines Arizona Theatre Matters’ (ATM) financial projections for the next five years, detailing the expected sources of revenue and allocation of resources to support the implementation of the strategic plan. It is crucial to ensure that ATM’s financial resources align with its ambitious goals and objectives.
7.1 Revenue Projections
ATM’s revenue model is primarily based on grant funding, individual donations, and potential alternative revenue streams. The following are the projected sources of revenue for the next five years:
Grant Funding:
o Year 1: $200,000
o Year 2: $250,000
o Year 3: $300,000
o Year 4: $350,000
o Year 5: $400,000
ATM will actively pursue grants from foundations, government agencies, and corporations that align with its mission and values. The organization will focus on building relationships with grantmakers and submitting compelling proposals that demonstrate the impact of its work.
Individual Donations:
o Year 1: $50,000
o Year 2: $75,000
o Year 3: $100,000
o Year 4: $125,000
o Year 5: $150,000
ATM will cultivate a robust individual giving program, engaging a diverse range of donors through targeted campaigns, events, and personalized communication. The organization will focus on building a loyal donor base and increasing the average donation amount.
Alternative Revenue Streams:
o Year 1: $10,000
o Year 2: $20,000
o Year 3: $30,000
o Year 4: $40,000
o Year 5: $50,000
ATM will explore alternative revenue streams that align with its mission, such as premium memberships, sponsorships, merchandise sales, and leveraging YouTube’s monetization features. These revenue streams will provide additional financial stability and support for ATM’s growth and impact.
7.2 Expense Projections
ATM’s expenses will be allocated across various categories to support its artistic, educational, and operational activities. The following are the projected expenses for the next five years:
· Artistic Programs: This includes expenses related to production costs, artist fees, playwright development, fellowship programs, and touring.
· Education and Outreach: This includes expenses related to workshops, masterclasses, educational resources, and community engagement initiatives.
· Marketing and Communications: This includes expenses related to website maintenance, social media advertising, promotional materials, and public relations efforts.
· Administration and Operations: This includes expenses related to staff salaries, office rent, utilities, insurance, and other administrative costs.
· Fundraising: This includes expenses related to fundraising campaigns, events, and donor cultivation activities.
7.3 Resource Allocation
ATM will allocate its resources strategically to ensure that each strategic goal and objective receives adequate funding and support. The organization will prioritize investments in areas that have the greatest potential for impact and align with its core values.
· Artistic Leadership: ATM will allocate a significant portion of its budget to artistic programs, including the development and production of original works, artist training programs, and international collaborations.
· Global Audience Development: ATM will invest in marketing and communications efforts to expand its digital reach, diversify its audiences, and cultivate engagement.
· International Partnerships and Collaborations: ATM will allocate resources for travel, networking, and collaborative project development.
· Advocacy and Thought Leadership: ATM will invest in research, conferences, and advocacy initiatives to promote inclusive theater and influence policy change.
· Financial Sustainability: ATM will dedicate resources to fundraising efforts, financial management, and the exploration of alternative revenue streams.
By aligning its financial projections and resource allocation with its strategic goals, ATM can ensure that it has the necessary resources to achieve its vision of becoming a global leader in radically inclusive theater.
8. Conclusion
Arizona Theatre Matters (ATM) stands poised to embark on an ambitious journey to become a global leader in radically inclusive theater. Through its unwavering commitment to artistic excellence, community engagement, social justice, and innovation, ATM has already established itself as a trailblazer in the field, breaking down barriers and creating transformative theatrical experiences.
This strategic plan lays out a comprehensive roadmap for ATM to achieve its vision over the next five years. By focusing on artistic leadership, global audience development, international partnerships and collaborations, advocacy and thought leadership, and financial sustainability, ATM will not only strengthen its impact within Arizona but also extend its reach and influence to a global audience.
The challenges facing the theater industry are significant, but ATM is uniquely positioned to overcome them. By embracing new technologies, fostering cultural exchange, and championing diversity, equity, and inclusion, ATM will create a new paradigm for theater that is truly inclusive and accessible to all.
This strategic plan is more than just a document; it is a living testament to ATM’s commitment to its mission and values. It is a call to action for the entire ATM community—staff, board members, artists, donors, and audiences—to come together and work towards a shared vision of a more equitable and inclusive world through the power of theater.
The next five years will be a time of growth, innovation, and transformation for ATM. As we move forward, we are confident that this strategic plan will serve as a guiding light, illuminating the path towards a future where theater is a powerful force for social change and a platform for all voices to be heard.
“We’re proud to support ATM’s groundbreaking work. Their dedication to accessibility and diversity sets a new standard for the arts community.” – Funder, 2024
References
The following sources have informed the development of this strategic plan and provided valuable insights into the current landscape of theater, best practices in inclusive arts, and strategies for organizational growth and sustainability.
Books:
· Cameron, J. (2002). The Artist’s Way: A Spiritual Path to Higher Creativity. Jeremy P. Tarcher/Penguin.
· Bayles, D., & Orland, T. (2001). Art & Fear: Observations On the Perils (and Rewards) of Artmaking. Image Continuum Press.
· Gilbert, E. (2015). Big Magic: Creative Living Beyond Fear. Riverhead Books.
· Thompson, J. (2020). Inclusive Theatre: A Practical Guide. Methuen Drama.
· Bernstein, R. (2015). The Art of Theater. Hill and Wang.
· Diamond, E. (2006). Performance and Cultural Politics. Routledge.
· Garcia, L. (2016). The Latino Theatre Commons: A History. Southern Illinois University Press.
· Kondo, D. K. (1997). About Face: Performing Race in Fashion and Theater. Routledge.
· Soyinka, W. (1976). Myth, Literature, and the African World. Cambridge University Press.
Articles & Reports:
· The Inclusion Initiative at Arizona State University. (2022). The State of Diversity, Equity, Inclusion, and Belonging in the American Theatre.
· The Actors’ Equity Association. (2023). Casting and Hiring Guidelines for Inclusive Productions.
· O’Brien, G. (2018). The necessity of Deaf theatre. TheatreForum, 48, 34-40.
· Smith, J. (2021). Blindness and the visual arts: A review of literature and current practice. Journal of Visual Impairment & Blindness, 115(2), 127-139.
· Brown, A. (2022). The show must go online: How theaters are adapting to the digital age. American Theatre Magazine.
· Jones, B. (2020). Decolonizing the stage: Indigenous theater in the 21st century. Theatre Journal, 72(4), 449-468.
Websites:
l Arizona Theatre Matters. (n.d.). Retrieved from https://arizonatheatrematters.wordpress.com/
l The Kennedy Center for the Performing Arts. (n.d.). Accessibility Resources. Retrieved from https://www.kennedy-center.org/accessibility/
l National Endowment for the Arts. (n.d.). Diversity, Equity, Inclusion, and Accessibility. Retrieved from https://www.arts.gov/equity
l Theatre Communications Group (TCG). (n.d.). EDI Resources. Retrieved from https://circle.tcg.org/resources/edi
l HowlRound Theatre Commons. (n.d.). Retrieved from https://howlround.com/
l World Alliance for Arts Education (WAAE). (n.d.). Retrieved from https://www.waae.online/
Arizona Theatre Matters 