Playwrights Horizons Planning Team Meeting 1 May 20

Playwrights Horizons Planning Team Meeting #1 May 20, 2019

Goals for today Introduce the project and our team Develop a shared understanding of Playwrights’ current positioning Prepare for upcoming research PH Wellspring PTM #1 20190520 v 15 1

Contents Introduction Overview of Playwrights and its programs Playwrights’ season productions Board and organizational development Next steps 2

Strategic questions for the project (1 of 2) 1. How can Playwrights Horizons be best sustained into the future? 2. How should Playwrights Horizons enhance its producing model? • What balance should be sought between full-season subscribers, flexpass, membership, and single-ticket sales? • What must be done to reverse the shrinkage of the Theater’s subscriber base or to engage other ways to bring in advance revenue? • Does our casting process need to be adjusted? • Are we producing the right number of shows, and at the right times of year? • How can show-related revenue be increased in line with producing costs or supplemented with other revenue streams? 3

Strategic questions for the project (2 of 2) 3. What is the cost / benefit tradeoff of each of Playwrights Horizons’ programs? • How are these programs supporting the overall mission and strategy of the organization? • Which ones most support the financial sustainability of the Theater? • Are there some which should be modified, reconsidered or exited? 4. How will Playwrights Horizons address the following key organizational issues: • Developing an on-going strategic planning model, where strategy and strategic thinking are actively present in the regular work; • Leadership succession in the Board and staff; and • Diversity, equity and inclusion? 5. What strategic goals, initiatives and action steps will guide Playwrights Horizons into the future, both over the near term (one to three years), and the long term (three to ten years)? 4

Project timeline Work modules April May June July Aug Sept Oct 1. Assemble a baseline 2. Conduct interviews with Board and staff members 3. Assess relevant external trends 4. Assess and size revenue opportunities 5. Learn from other organizations 6. Specify organizational changes needed 7. Develop the strategic direction 8. Determine the organizational and financial implications 9. Plan for implementation 10. Write the strategic plan document Meetings Planning Team Board Today 5

List of module 1 interviewees Staff interviewees Board interviewees Adam Greenfield Benjamin Weisman Carol Fishman Kyle Sircus Leslie Marcus Linda Ibuzor Tim Sanford Alex Levy Erin Laber Fell Gray Jill Crovitz Judy Rubin Mark Birkhead Michael Patsalos-Fox Alison Koch Eva Rosa Karl Baker Olson Lizzie Stern Rochelle Torres Suzen Bria Christopher Lawrence David Caplan Jide Zeitlin Marisa Sechrest Planning Team members 6

Contents Introduction Overview of Playwrights and its programs Playwrights’ season productions Board and organizational development Next steps 7

Playwrights’ mission is central to interviewees’ love for and commitment to the organization “The talent PH supports help shape the American voice, and its impact has expanded as the organization becomes a long-standing cultural institution” “PH is a feeding ground for new writers, new works, and does an incredible job finding new talent and being supportive” “It’s a friendly, homey environment; not cut-throat like other organizations” “We are true to our mission – we don’t try to be something we are not” “I love that PH takes risks and is always cutting edge” “Even if we fundamentally do the same thing since the beginning, we are always looking at ways to do it differently” Source: Interviews with Playwrights’ staff and Board members conducted in April and May 2019; Wellspring synthesis 8

Interviewees defined success across Playwrights’ productions, audience and organization PH is successful when… • It helps playwrights start their careers Productions • It gives playwrights the tools to produce their shows in the best way possible • Artists grow through PH and positively reflect back their experiences • Its productions have audience acclaim Audience • Critics and audiences respond positively and come back to shows • Shows have great attendance • It is financially solvent Organization • All departments reach their measurable goals, e. g. , tickets sold, subscribers, fundraising, among others Source: Interviews with Playwrights’ staff and Board members conducted in April and May 2019; Wellspring synthesis 9

Summary of Playwrights’ financials Revenues and expenses have generally risen over the last five years • Revenues grew 3. 2% each year on average(1), driven by increases in income from contributions, theater school and Ticket Central • Expenses grew 3. 3% each year on average(1), driven by increases in department costs, i. e. , personnel, office, and rehearsal studio costs Production income varied across the last five years • Most of the variation was due to single and extension ticket sales • Revenue from subscriptions decreased every year during this time, at 9% each year on average(1) This is the compound annual growth rate (CAGR), which calculates the average growth year on year based on the first year and the last year; looking at each individual year will show greater fluctuation 10

Playwrights revenues and expenses from FY 14 to FY 18 In $K 12, 000 10, 000 8, 000 CAGR 6, 000 Income 3. 2% Expenses 3. 3% 4, 000 2, 000 0 Surplus / (deficit)(1) FY 14 FY 15 FY 16 FY 17 FY 18 150 6 340 (462) 129 (1) Operating results Source: Playwrights’ financial information; Wellspring synthesis 11

Playwrights expenses from FY 14 to FY 18 In $K 12, 000 10, 000 8, 000 Other(1) 6, 000 Rehearsal Studios 4, 000 Ticket Central PHTS 2, 000 Production Departments 0 FY 14 FY 15 FY 16 FY 17 FY 18 (1) Includes commissions and space rentals expenses Source: Playwrights’ financial information; Wellspring synthesis 12

Playwrights revenues from FY 14 to FY 18 In $K 12, 000 10, 000 8, 000 Other(1) 6, 000 Rehearsal Studios 4, 000 Ticket Central PHTS 2, 000 Production Contributed 0 FY 14 FY 15 FY 16 FY 17 FY 18 (1) Includes commissions, space rentals, gift shop, royalty, interest and dividends, facility fees and miscellaneous income Source: Playwrights’ financial information; Wellspring synthesis 13

Playwrights production revenues from FY 14 to FY 18 In $K 3, 000 2, 500 2, 000 Other(1) 1, 500 Extensions(2) 1, 000 Redux Series ST - Sharp 500 ST - Mainstage Subscriptions 0 FY 14 FY 15 FY 16 FY 17 FY 18 (1) Includes Qualms (July Run), Enhancements and Williamstown Orchestra (2) Include only income from single ticket sales; income from subscription is included in subscriptions category Source: Playwrights’ financial information; Wellspring synthesis 14

Ideas suggested by interviewees for increasing revenue (1 of 2) Ideas for increasing revenue Marketing and reviews • Increase digital presence, by: – Developing more sophisticated content for digital media platforms – Being on more digital platforms – Creating a PH app • Innovate on how audiences perceive productions based on reviews, e. g. , by placing greater emphasis on audience ratings and acclaim • Target marketing to new, more diverse audiences • Celebrate the breadth of PH’s programming and contribution to the field, beyond season productions Tickets, subscriptions and packages • Better define the value PH can offer through subscriptions, e. g. , – Offer subscribers a deeper experience with the production process • Be more innovative in how audience members can commit to the organization • Learn from lapsed subscribers to understand why they have not renewed Source: Interviews with Playwrights’ staff and Board members conducted in April and May 2019; Wellspring synthesis 15

Ideas suggested by interviewees for increasing revenue (2 of 2) Ideas for increasing revenue: • Educate and cultivate the audience, e. g. , to: Audience – Continue to strengthen PH’s brand – Better communicate PH’s mission, values and programming – Garner greater support and attendance for a diverse set of shows • Continue to focus on young members – Learn from the large uptake of the young members program – Re-vamp packages to offer more for younger audiences, including those that age out of the young members program – Cultivate relationships for the next generation of donors – Gather input from younger staff for program ideas • Reach audiences that may be interested in connecting with PH outside of its theaters, e. g. , through digital media • Explore untapped audiences, e. g. , NYU students, local communities Other • Collaborate with other theaters to work on increasing theater attendance across the field Source: Interviews with Playwrights’ staff and Board members conducted in April and May 2019; Wellspring synthesis 16

Summary of Playwright’s programs and initiatives based on interviewee input Core to PH’s mission Season Productions New Works Lab Commissioning Program Young Membership Program Theatrical Fellowship Program Net revenue generators Ticket Central Playwrights Horizons Theater School Playwrights Rehearsal Studios All other Guest Curator Program Redux Series Perspectives on Playwriting Soundstage Podcast Resident Company Program Gen. PH Patron Program and Artistic Director’s Circle(1) The next pages show a preliminary view on benefits and concerns for each program, based on interviews (1) These programs were not inquired about in the interviews, so are not detailed in the next pages 17

Interviewee input on programs and initiatives that are core to Playwrights’ mission (1 of 2) Program / initiative Benefits Concerns Season Productions • Is the core of PH’s existence • Exposes playwrights to new audiences • Enables writers to grow • Faces inevitable cost increases (e. g. actors’ salaries) New Works Lab • Supports the process of developing strong productions and writers • Exposes PH to new playwrights Commissioning Program • Further supports playwrights • Gains interest from sponsors and donors • Gives PH opportunity to showcase playwrights’ work Source: Interviews with Playwrights’ staff and Board members conducted in April and May 2019; Wellspring synthesis 18

Interviewee input on programs and initiatives that are core to Playwrights’ mission (2 of 2) Program / initiative Benefits Concerns Young Membership Program • Increases audience diversity • Helps cultivate next generation of theater-goers and donors • Is supported by a grant • Does not bring in advanced earned revenue • May not retain members after they age out of the program, with the jump in ticket prices Theatrical Fellowship Program • Cultivates the next generation of leaders in theater • Creates important ties between fellows and PH • Will require greater investment from PH in the future Source: Interviews with Playwrights’ staff and Board members conducted in April and May 2019; Wellspring synthesis 19

Interviewee input on programs and initiatives that are net revenue generators (1 of 2) Program / initiative Benefits Concerns PH Theater School • Trains the next generation that will be working in theater industry • Strengthens PH’s brand with its affiliation with NYU • Provides PH with 10 years of known revenue • Generates a positive net income • Helps diversify PH’s revenue streams • Operates in a silo and has greater opportunity to integrate with PH and better align with PH’s mission Rehearsal Studios • Provides revenue that offsets the fixed costs of running theater school • Will require renovations to improve space before it can be fully utilized and full revenue potential can be reached, e. g. , soundproofing Source: Interviews with Playwrights’ staff and Board members conducted in April and May 2019; Wellspring synthesis 20

Interviewee input on programs and initiatives that are net revenue generators (2 of 2) Program / initiative Benefits Concerns Ticket Central • Currently generates a positive net income • Helps cover costs for PH’s own ticketing needs • Supports theater community, although the need is decreasing • Provides PH with contacts for its e-mail blasts • • Faces decreasing demand, as clients are using their own or cheaper platforms, so it may not be sustainable over the long run Requires substantial effort from the business / finance department to reconcile data Source: Interviews with Playwrights’ staff and Board members conducted in April and May 2019; Wellspring synthesis 21

Interviewee input on all other programs and initiatives (1 of 2) Program / initiative Benefits Concerns Guest Curator Program • Brings in new, diverse and fresh voices • Needs to be better exposed • Is not currently being monetized • Would be more effective to have diverse voices in the organization full time Redux Series • Has produced plays that have been a success with positive net income • Faces increased costs with a new contract • Requires significant staff time and organizational effort and may require additional dedicated production staff in the future Perspectives on Playwriting • Helps with audience education • Generates some revenue • Could be used to cultivate major donors • Reaches too few people and is relatively unknown • Takes a lot of staff time • Has not achieved its revenue potential Source: Interviews with Playwrights’ staff and Board members conducted in April and May 2019; Wellspring synthesis 22

Interviewee input on all other programs and initiatives (2 of 2) Program / initiative Benefits Concerns Soundstage Podcast • Provides an innovative and exciting opportunity to enter a growing space on a new digital platform May have the potential to generate revenue Speaks to a younger audience Reaches non theater-goers • Faces a lot of uncertainty as to how successful it will be, as the digital platform is a crowded space Supports theater community Allows PH to be an incubator for new theater groups Brings in new, fresh ideas Develops emerging writers • Causes PH to forgo potential revenue from space rentals • Requires relationship management with companies • May need better definition of benefits to PH • • • Resident Company • • Gen. PH • • Helps develop a new generation of donors and Board members Brings a wider range of perspectives into the Board Source: Interviews with Playwrights’ staff and Board members conducted in April and May 2019; Wellspring synthesis 23

Reference Interviewees were positive about further integration between Uptown and Downtown programs Interviewees gave ideas to enhance the relationship between Uptown and Downtown, including: • Better align theater school with PH’s mission – And, ideally teach more students about playwriting • Have more Uptown staff teach at the Theater School • Bring PH’s audience Downtown, by: – Hosting one or more of the programs and initiatives Downtown – Organizing events, happy hours and conversations Downtown • Capture a new, younger audience from Downtown that does not usually go Uptown • Maintain a community of Theater School graduates • Include Downtown in PH’s organization by: – Using the same systems across all programs, e. g. , file sharing, communications – Further integrating Downtown staff with the rest of the organization Source: Interviews with Playwrights’ staff and Board members conducted in April and May 2019; Wellspring synthesis 24

Preliminary criteria to analyze costs and benefits of Playwrights’ programs Category Criteria Alignment with PH’s mission 1. Furthers PH’s mission and impact 2. Does not distract from carrying out PH’s mission Financial sustainability 3. Expenses are supported by earned or dedicated contributed income 4. Contributes financially and helps subsidize other programs 5. Cultivates donors for increased fundraising Audience development 6. Cultivates PH’s current and new target audience 7. Attracts a younger and more diverse audience Branding and visibility 8. Strengthens PH’s brand increases its visibility 25

Contents Introduction Overview of Playwrights and its programs Playwrights’ season productions Board and organizational development Next steps 26

Summary of Playwrights ticket sales and revenues PH’s membership numbers have decreased over the last ten years • Subscriptions decreased at 7% and flex passes at 10% each year on average, with a sharp increase in FY 13 • Young and student members grew significantly since they were introduced in FY 11, offsetting the decrease in more traditional subscription packages – However, ticket revenue from young and student members has not made up for the decrease in ticket revenue from subscriptions and flex passes PH single ticket sales have fluctuated over the past six years • With most significant dips in FY 15 and FY 17 • With greater fluctuation than subscription numbers, resulting in a greater impact on overall ticket sales revenue year on year • Making up the largest revenue source Relatedly, net costs of productions have increased during the past six years 27

Change in number and type of subscribers / members over ten years # of subscribers / members 7, 000 6, 000 5, 000 PHTS Flexpass 4, 000 Student Members Young Members 3, 000 Members Gen PH 2, 000 Patrons Other(1) 1, 000 0 FY 09 Flexpass Subscriptions FY 10 FY 11 FY 12 FY 13 FY 14 FY 15 FY 16 FY 17 FY 18 (1) Include partial subscriptions; this category is only included until 2012 Source: Playwrights’ “Final Sub Sales Report 09 -19” document; Wellspring synthesis 28

Renewal rates for subscriptions and all other packages and memberships over ten years % of people who renew 100% 90% 80% 70% 60% Subscriptions 50% All packages / memberships 40% 30% 20% 10% 0% FY 09 FY 10 FY 11 FY 12 FY 13 FY 14 Source: Playwrights’ “Final Sub Sales Report 09 -19” document; Wellspring synthesis FY 15 FY 16 FY 17 FY 18 29

Number and type of tickets sold in past six years # of tickets sold 70, 000 60, 000 50, 000 Discounted tickets Full-price tickets Student Members Young Members Gen PH Patrons Guests(1) Flexpass Subscriptions 40, 000 30, 000 20, 000 10, 000 0 FY 13 FY 14 FY 15 FY 16 FY 17 FY 18 (1) Include SPH Guests and Devo Guests Source: Playwrights’ “Final Wrap Summary by Ticket Type FY 13 -19” document; Wellspring synthesis 30

Revenue by type of ticket in past six years Revenue in $K 3, 500 3, 000 2, 500 Discounted tickets Full-price tickets Student Members Young Members Gen PH Patrons Guests(1) Flexpass Subscriptions 2, 000 1, 500 1, 000 500 0 FY 13 FY 14 FY 15 FY 16 FY 17 FY 18 (1) Include SPH Guests and Devo Guests Source: Playwrights’ “Final Wrap Summary by Ticket Type FY 13 -19” document; Wellspring synthesis 31

The net cost of productions has increased significantly over the last six years Net income (cost) in $K 200 0 Mainstage Sharp (200) (400) (600) (800) (1, 000) FY 13 Source: FY 14 FY 15 FY 16 FY 17 Playwrights’ “Production Comparison costs ongoing” document; Wellspring synthesis FY 18 32

Summary of findings on Playwrights’ season productions Playwrights experiences variation in attendance across productions and seasons Interviewees reflected on plays they particularly enjoyed or did not enjoy and identified characteristics that they believe may make plays or seasons more or less successful, and also gave ideas for strengthening season productions Findings from previous survey and focus group research suggests that PH may have the opportunity to increase audiences for its season productions by: • Developing a stronger brand around its unique mission and programming • Clarifying its competitive positioning in the off-Broadway theater scene through more targeted communications and marketing – Subscribers are most interested in supporting theaters – Single ticket buyers are most influenced by the playwright, reviews, or word of mouth 33

There is variation in attendance across productions and theaters in the last six years (1 of 2) # of tickets sold 14, 000 12, 000 Mainstage 10, 000 Extensions 8, 000 Single tickets Subscriptions/ passes 6, 000 4, 000 Sharp 2, 000 FY 16 FY 17 (1 Miles for Mary ) The Treasurer Dance Nation Mankind This Flat Earth For Peter Pan Log Cabin (1 Men on Boats ) The Profane A Life The Light Years Aubergine Rancho Viejo Bella Hir Antlia Pneumatica The Christians Marjorie Prime Indian Summer Familiar 0 Extensions Single tickets Subscriptions/ passes FY 18 (1) Shows in the Redux Series Source: Playwrights’ “Strategic Planning Report” document; Wellspring synthesis 34

There is variation in attendance across productions and theaters in the last six years (2 of 2) # of tickets sold 14, 000 12, 000 Mainstage 10, 000 Extensions 8, 000 Single tickets 6, 000 Subscriptions/ passes 4, 000 Sharp 2, 000 FY 13 FY 14 Source: Playwrights’ “Strategic Planning Report” document; Wellspring synthesis Grand Concourse Iowa Booty. Candy Pocatello Placebo The Qualms Sea Monsters Kama Sutra Mr Burns Watson Stage Kiss Fly by Night The Whale The Call Detroit The Great God Pan The Flick Far from Heaven 0 Extensions Single tickets Subscriptions/ passes FY 15 35

Interviewees identified characteristics they believe make plays and seasons more or less successful Plays and seasons are more successful when they… • Provoke further thought and conversation • Touch on issues that audience members can connect to personally • Approach topical and current subjects • Are experimental • Share a unique and fresh voice • Incorporate humor • Invoke an emotional response Plays and seasons are less successful when they… • Do not have characters or topics that deeply connect to the broader audience • Are not finished before they are produced • Are chosen because of a personal relationship with the playwright rather than the quality of the work • Are consistently dark and heavy • Do not invoke a variety of emotions or topic areas • Have high quality production and acting • Are more “commercial” and attend to a broader audience • Cast stars • Are intimate, e. g. , in the Sharp Theater • Include musicals Source: Interviews with Playwrights’ staff and Board members conducted in April and May 2019; Wellspring synthesis 36

Interviewees pointed to season productions’ strengths and areas for growth Strengths • Puts playwrights at the center of its work • Has established a strong commitment to and execution of diverse seasons with diverse playwrights • Allows audience members to have a wide breadth of experience with every show • Has two theaters, allowing for more diversity in play selection and experience • Has a dynamic pricing system that allows for maximizing ticket revenues Areas for growth • Continue to develop the voice of the organization, e. g. , by emphasizing the mission in each play, allowing the public to recognize PH as an institution rather than for individual shows • Involve artistic staff more during rehearsals • Have more flexibility on the timing and length of shows, approaching each one individually • Cast 1 to 2 stars before the season starts so they can be publicized before audience members buy subscriptions and other packages • Incorporate more variation in a season, e. g. , more commercial productions, one comedy per season Source: Interviews with Playwrights’ staff and Board members conducted in April and May 2019; Wellspring synthesis 37

Reference Key findings from Playwrights 2016 survey PH’s audience is composed of individuals who are generally heavy consumers of culture, particularly theater • The majority of respondents attended PH for 4+ years • Possibly representing a different audience, 70% of the young members program respondents attended PH for under 3 years The top reported information sources from audiences are PH emails, reviews, and PH direct mail • Indicates PH retains some ability to shape audience perception of the organization and its work • Reviews are also a key component of shaping perception Respondents link PH most closely to its playwrights and specific shows, as compared to its mission, artistic staff, or adventurous work • They have limited knowledge of other PH programs Positive associations with PH include “quality, ” “intelligent” and “new work, ” while negative associations include “traditional” Source: Playwrights’ “PH Survey Results Presentation 20160512” document; Wellspring synthesis 38

Reference Key findings from Playwrights 2016 focus groups Participants were asked to assess the off-Broadway theater landscape on a scale of “old guard” to “avant-garde, ” and PH was: • Seen as “middle of the road” between the two, closer to the “old guard” • Grouped with Signature Theatre, 2 ST, Atlantic Theater Company, Vineyard Theatre, and MCC Theater, as generally strong brands for developmental stages that put more focus on new work – Seen as most similar to the Signature Theatre, using similar directors, and playwrights – Unable to be distinguished from these theaters in its competitive set Pure prospects identified barriers to attending PH shows, including a lack of familiarity with the work and theater Single ticket audiences and lapsed subscribers are largely influenced by their interest in particular plays, as opposed to consistent interest in an institution / brand itself • Lapsed subscribers attributed their status to a “bad season, ” and, for traditionalists, a sense that the work is becoming too “trendy” Source: Playwrights’ “Gundell final presentation” document; Wellspring synthesis 39

Contents Introduction Overview of Playwrights and its programs Playwrights’ season productions Board and organizational development Next steps 40

Board and institutional giving have consistently been an important source of contributed income for Playwrights In $K 4, 500 4, 000 CAGR 3, 500 Campaign draw(1) 59. 4% 2, 500 Digital Audience Initiative - 2, 000 Other(2) -19. 5% 1, 500 Government 10. 6% Board 1. 8% Individuals 0. 1% Events 4. 5% Institutional 4. 6% 3, 000 1, 000 500 0 FY 14 FY 15 FY 16 FY 17 FY 18 (1) Started in FY 15 (2) Includes Residents Program and recording support Source: Playwrights’ financial information; Wellspring synthesis 41

Interviewees believed there is opportunity to strengthen Playwrights’ fundraising efforts Interviewees spoke to how PH could increase fundraised revenue, e. g. , • Improve PH’s branding and communications, e. g. , by sharing: – How PH is unique in the way it supports artists – The impact that PH has in artists’ lives and the artistic community • Create mission-specific funds to attract mission-oriented philanthropic dollars • Better leverage Young Members and Gen. PH programs to create and develop a pipeline for new donors – Understand how and why the younger generation donates to organizations, e. g. , values, desired level of accountability • Make it easier and faster for individuals to donate beyond using the ticketing platform • Strengthen Board fundraising capacity and network Source: Interviews with Playwrights’ staff and Board members conducted in April and May 2019; Wellspring synthesis 42

Interviewees gave ideas for how the Board could grow in fundraising and in diversifying its skillsets Ways to improve Board fundraising Expertise to add to the Board Increase fundraising responsibility across all Board members • Responsibility is currently concentrated with a few members • Perception of appropriate give-get amount differs across the Board As the Board adds new members, it could benefit from additional expertise in: • Fundraising and networking, in a way that increases PH’s visibility • Technology and digital platforms • Finance and banking • Real estate • Advertising, marketing, and data analytics • Art, in theater or other art forms Recruit new members who have the capacity and are committed to raise significant funds from new networks • May require reaching outside of current social networks to find new members Develop more connections to large corporations for increased opportunity for institutional fundraising Source: Interviews with Playwrights’ staff and Board members conducted in April and May 2019; Wellspring synthesis 43

Playwrights has increased its focus on diversity, equity and inclusion, but recognizes greater opportunity for growth Productions Audience Playwrights / actors have increased in diversity in the past few years, a key strength the organization is committed to Diverse productions may be less attractive to PH’s traditional audience, but brings in a more diverse audience Still, the playwrights / actors are selected from a non-diverse perspective There is opportunity to better target and increase diverse audiences for particular plays, and to retain them for future plays Staff Conversation around DEI is increasing, such as through participation in Race Forward(1) Staff desire a more inclusive environment, where all voices are heard Board There is a high perceived need to diversify the Board in age, race, and skillset There is also great opportunity to diversify the Board, by increasing its size with diverse new members Compensation and benefits are viewed as not competitive, potentially limiting the pool of recruiting diverse candidates (1) We will be incorporating learning from PH’s participation in Race Forward into this strategic planning process Source: Interviews with Playwrights’ staff and Board members conducted in April and May 2019; Wellspring synthesis 44

Interviewees would like to define a pathway for succession planning through this strategic planning process Generally, interviewees believed PH is already engaged in limited succession planning at the staff level • There is opportunity to be more transparent and intentional in succession planning for various positions – • Some departments have been more intentional than others in this There is a perception of limited growth potential for younger staff more generally Most interviewees agreed that succession planning is harder to do for the Board • Some believed PH should consider looking externally for candidates Through this strategic planning process, interviewees would like define a pathway for succession planning in PH that incorporates best practices, e. g. , • Having a short list of internal and external candidates to succeed each department head Source: Interviews with Playwrights’ staff and Board members conducted in April and May 2019; Wellspring synthesis 45

Interviewees mentioned other opportunities for future organizational growth Growth area What interviewees would like Inclusiveness and feedback Greater opportunity for junior staff to provide input and feel their voice is heard • An institutionalized feedback system that facilitates regular and open feedback, both upward and downward Decision-making hierarchy Greater distribution of decision-making across staff, which currently tends to reside with top management for: • More efficient decision-making that shares different levels of responsibility across different levels of staff • Faster implementation of good ideas that emerge from more junior staff Ongoing strategic planning An organizational orientation towards planning that: • Is proactive, rather than reactive • Empowers staff to execute on articulated goals • Regularly evaluates progress on strategic goals that are revisited and modified annually, if needed Compensation and benefits Increased flexibility in the workplace, such as: • Ability to do remote work • Improved maternity leave Source: Interviews with Playwrights’ staff and Board members conducted in April and May 2019; Wellspring synthesis 46

Contents Introduction Overview of Playwrights and its programs Playwrights’ season productions Board and organizational development Next steps 47

Next steps Prepare for the upcoming Board meeting on June 27 th Assess relevant external trends through targeted fact-finding Conduct external interviews on the range of revenue opportunities emerging through our research 48