DRAFT

SHAKESPEARE FOR THE 21ST CENTURY: THE NEXT 25 YEARS

SETTING THE STAGE FOR THE FUTURE Advancing the Artistic Experience, Nurturing New Audiences & Sustaining the Shakespeare Theatre Company

Shakespeare for the 21st Century: The Next 25 Years … Advancing the Artistic Experience, Nurturing New Audiences & Sustaining the Shakespeare Theatre Company

Over our first 25 years, I am proud to say that the Shakespeare Theatre Company has helped to redefine classical theatre. Beyond the work of William Shakespeare, our definition – and mission – encompass the ancient Greek and Roman plays that inspired him, the works of his contemporaries and those who followed in his tradition, as well as those modern plays which, in our humble opinion, will become classics in the centuries to come.

Classical theatre tells us about ourselves in a way that nothing else does, enriches our lives, helps us appreciate people unlike ourselves, makes us think and glories in the language that we speak. But without it going back into the schools and going to new generations of young people, it will be lost. It would be a terrible thing. I hope I don’t ever see that happen.

Michael Kahn, reflecting on his 25 years as Artistic Director of the Shakespeare Theatre Company, April 2011

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Introduction

Michael Kahn’s visionary leadership of the Shakespeare Theatre Company over the last 25 years has provided artistic experiences virtually unmatched anywhere else in America. As a result, the Shakespeare Theatre Company in Washington, D.C., is positioned as the nation’s leading classical theatre. We now stand at a threshold, looking ahead to define the steps that will further assure the Shakespeare Theatre Company remains a national leader while expanding our reach to an international level.

Advancing the artistic experience for both the audience and the actors, nurturing new audiences within different constituencies and contemporary generations and sustaining the Shakespeare Theatre Company through sound financial and strategic planning are the vital components of the next steps.

We have an opportunity to make a difference. We hope you share our aspiration for the viable future of the Shakespeare Theatre Company. As we refine our plans and prepare for this Campaign to raise $25 million in the next two years, your involvement and support is vital. Please join us and others as we make an investment to advance and position the Shakespeare Theatre Company for the 21st century.

/s/ /s/

Michael R. Klein, Chairman Steven B. Epstein, Co-Chair Shakespeare Theatre Company Shakespeare for the 21st Century Campaign

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Table of Contents

Campaign Executive Summary 5

A Record of Success: Celebrating 25 Years of Michael Kahn Leading the Shakespeare Theatre Company 6-8

Shakespeare for the 21st Century: A Vision for the Next 25 Years 9-12

Increasing Annual Funding to Secure Our Future 13-15

Call To Action 16

Giving Opportunities 17-19

Campaign Goals 20

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Campaign Executive Summary

The Shakespeare Theatre Company has become America’s premier classical theatre company by demonstrating an unwavering commitment to excellence. Under the dynamic artistic leadership of Michael Kahn, the Shakespeare Theatre Company has expanded to national and international excellence in its state-of-the-art performing arts center in Washington, D.C. by mounting legendary productions, attracting a greater number of the world’s most esteemed actors and theatre professionals, broadening our main stage offerings and maintaining our commitment to providing access to a broad audience.

During the 2011-2012 Season, the Shakespeare Theatre Company celebrates two significant anniversaries – 25 years as a theatre company and Michael Kahn’s 25 years as Artistic Director. He is recognized as America’s leading classical director and a legendary acting teacher, a man considered “synonymous with Shakespeare in Washington,” (The New York Times). Since taking over a small start- up theatre company performing at the Folger Shakespeare Library, Michael Kahn has been an agent of change in the Washington landscape. His arrival was a catalyst transforming Washington into one of America’s great theatre cities. He has made a huge contribution to D.C.’s flourishing Penn Quarter neighborhood first by moving the Shakespeare Theatre Company from the Folger Shakespeare Library to a theater in the Lansburgh in 1992 and then by opening a second theatre, Sidney Harman Hall, in 2007. Consistent artistic achievement has been his hallmark, reflected in more Helen Hayes Awards for producing plays than any other theater, international tours to Stratford-upon-Avon and Greece and widespread recognition. Michael Kahn has “molded the Shakespeare Theatre Company into the closest thing this country has to Britain’s Royal Shakespeare Company,” (Baltimore Sun).

His artistic talents, coupled with the extraordinary dedication and commitment of the Company’s staff and board have allowed the Shakespeare Theatre Company to maintain excellence even while tackling recent economic downturn and the challenges of our growth into a two-theater operation.

These achievements position the Shakespeare Theatre Company to celebrate this milestone in our history. We look to honor Michael Kahn’s legacy and build programs which will reinforce and secure the Shakespeare Theatre Company’s unwavering commitment to excellence in classical theatre in Washington, D.C., and across America for years to come.

This case statement describes our rich history, outlines our current challenges, and reviews our plans to meet those challenges with exciting new programs that incorporate attractive giving and naming opportunities. Our goal is to raise $25 million in the next two years in our Shakespeare for the 21st Century Campaign. This Campaign has three important objectives:

1. advancing the artistic experience for the audience and the actors; 2. nurturing new audiences; and 3. sustaining the Shakespeare Theatre Company for the next 25 years.

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A Record of Success: Celebrating 25 Years of Michael Kahn Leading the Shakespeare Theatre Company

The mission of the Shakespeare Theatre Company is to present classic theatre of scope and size in an imaginative, skillful and accessible American style that honors the playwrights’ language and intentions while viewing their work through a 21st-century lens. In addition, the vision of the Shakespeare Theatre Company is to seek to be an important resource to an expanded national and international community – as the nation’s premier destination for classic theatre, as a training ground for the next generation of theatre artists and as a model provider of high- quality educational content for students and scholars.

In 1986, our Founding Chairman, R. Robert Linowes, had the foresight to engage Michael Kahn as the artistic director when what was then known as the Shakespeare Theatre at the Folger was about to close. It proved to be a phenomenal choice. Over a short span of time, beginning with his inaugural production of Romeo and Juliet, Michael Kahn guided the theater into national prominence.

With our 1992 move to the 451-seat theater at The Lansburgh, The Shakespeare Theatre at the Folger became simply The Shakespeare Theatre. In 2007, the renamed Shakespeare Theatre Company ushered in a new era with the opening of the 774-seat Sidney Harman Hall, a second state-of-the-art theater in downtown D.C. The dual-facility Harman Center for the Arts allows the Shakespeare Theatre Company not only to continue our extraordinary classical productions, but to provide stages for other performing arts organizations in the Washington metropolitan area and noteworthy performances from across America and the world.

Over Michael Kahn’s tenure, the Shakespeare Theatre Company has performed 135 productions, including every play in Shakespeare’s canon, for more than 2.5 million audience members. Our audiences have seen rarely performed works like Cymbeline and Titus Andronicus and fresh takes on well-known plays such as the 1997 “photo-negative” production of Othello starring Patrick Stewart and the 2009 production of King Lear starring , set in the chaotic atmosphere of post-Soviet Yugoslavia.

In addition, the Company has been acclaimed for performances of other classic plays (Peer Gynt, Lady Windermere’s Fan and The Persians), for identifying modern classics (Design for Living, Sweet Bird of Youth and Old Times) and reintroducing lost classics into the modern repertory through the ReDiscovery series (Don Carlos, Lorenzaccio and The Liar).

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A Record of Success (continued)

Our stages have been graced with unforgettable performances: Elizabeth Ashley as Princess Kosmonopolis, Pat Carroll as Falstaff, Dixie Carter as Mrs. Arbuthnot, as Henry V and Richard II, Stacy Keach as King Lear, Patrick Page as Iago, Patrick Stewart as Othello and Geraint Wyn Davies as Cyrano as well as remarkable appearances from Jane Alexander, René Auberjonois, Keith Baxter, Avery Brooks, Veanne Cox, Harry Hamlin, Hal Holbrook, Sabrina Le Beauf, Judith Light, Kelly McGillis and Richard Thomas.

Perhaps most beloved of all is our original “company” – those actors who have transformed innumerable roles both familiar and not and given us indelible memories: Emery Battis, Helen Carey, Franchelle Stewart Dorn, Ed Gero, Philip Goodwin, Tana Hicken, Floyd King, Andrew Long, Nancy Robinette, David Sabin and Ted van Griethuysen.

The Shakespeare Theatre Company also has provided invaluable service to our community. More than 30,000 students have attended SHAKESPEARIENCE Student Matinee performances. For more than 20 years, we have been collaborating with schools to fill the gap left by cuts in arts education. We work in D.C., Maryland and Virginia to help students engage a Shakespeare play and put it on stage themselves, while seeing our professional production of the same play during the same semester. At the more professional level of education, over 100 actors have received their MFA degree from our Academy for Classical Acting at The George Washington University. Most significantly, during the past two decades, more than 600,000 people have seen a free Shakespeare production through one of Washington’s most-loved traditions – our annual Free For All.

The Shakespeare Theatre Company meets and often exceeds our audience expectations by producing culturally significant classic plays with large casts, elaborate sets, elegant costumes, some of America’s leading classical actors, and above all, an uncompromising dedication to quality. The classical repertoire remains meaningful and timeless because the plays address universal themes, which resonate with us individually and within the nation’s capital. Alongside the company of actors, more than 70 full-time talented and dedicated artisans and technicians bring our productions to life. From a series of drawings and models come spectacular scenery, sets, and costumes each piece meticulously crafted, each fabric thoroughly researched, and each prop hand-fashioned by staff members who in many cases have years of training and come to Washington specifically to work for the Shakespeare Theatre Company.

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A Record of Success (continued)

Equally significant is Michael Kahn’s rich experience in inspiring generations of theatre and arts talent. In 1968, he was recruited by John Houseman to join the inaugural faculty of the Juilliard School’s drama division. Michael remained a leading member of the faculty, and served as the Richard Rodgers Director of the Drama Division from 1992 to 2006. His reputation as an acting teacher is confirmed by the careers of former students including Christine Baranski, William Hurt, Harvey Keitel, Val Kilmer, , Laura Linney, Patti LuPone, Kelly McGillis, Christopher Reeve and Robin Williams. Of particular note, Michael also has identified and trained the next generation of theatre directors. His protégés have gone on to lead some of America’s foremost theatre companies including American Theatre Company, Chautauqua Theatre Company, Perseverance Theatre, Studio Theatre, and The Shakespeare Center of Los Angeles.

Michael Kahn’s unparalleled commitment to all aspects of classical theater has brought him and the Company well deserved recognition. As “the nation’s foremost classical theatre company,” (The Wall Street Journal), the Shakespeare Theatre Company has won 75 Helen Hayes Awards and received 293 nominations. This acclaim is the direct result of Michael Kahn’s unwavering dedication to the words of the playwrights, the beauty of language, the company of actors, and the rich themes in classical theatre, viewed through a contemporary lens.

Most importantly, while many cultural institutions in Washington have focused primarily on performance, the Shakespeare Theatre Company, under the guidance of Michael Kahn, has created and expanded our education programs to maximize impact – both within schools and the greater Washington community. By guiding learners through the exploration and performance of Shakespeare’s plays and classical texts, our education programs not only support student achievement but nurture the next generation of theatre artists, leaders and supporters.

Having devoted the past 25 years to the Shakespeare Theatre Company, Michael Kahn has made remarkable contributions to the culture of the nation in Washington, D.C. He has entertained, educated and stimulated us. In the course of this quarter century, he has built an institution of extraordinary quality that is an essential component of our nation's culture. Michael Kahn has made Shakespeare hugely popular in D.C. while also setting professional standards for D.C. theatre.

To mark Michael Kahn’s vast accomplishments, we seek to honor him by raising funds essential to preserve, enhance and sustain these achievements into the future.

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Shakespeare for the 21st Century: A Vision for the Next 25 Years

As we look toward the next 25 years – and even further into the future – we will continue to build on our solid foundation. In the next two years, we have the goal to raise $25 million for The Shakespeare for the 21st Century Campaign. This Campaign has three important objectives:

1. advancing the artistic experience; 2. nurturing new audiences; and 3. sustaining the Shakespeare Theatre Company.

This campaign will let the Shakespeare Theatre Company maintain our leadership position among local and national theatres while building and cultivating a new company of actors to appear on our stages for the next 25 years. We will use new media tools to educate and engage a broader contemporary network of those interested in Shakespeare and other classic playwrights. We will make necessary investments in the facilities the Company requires to maintain its excellence – rehearsal spaces, artist housing, costume and set production shops and storage. In addition, we will invest as required in the technology and staff necessary to expand our community of patrons whose attendance and financial support are essential to our future.

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st Shakespeare for the 21 Century: A Vision for the Next 25 Years (continued)

Challenge #1: Artistic

The Shakespeare Theatre Company needs the best directors, designers and actors in order to create the extraordinary productions that have become our hallmark. To find and engage such an ensemble is an ongoing budget challenge. Securing these leading artists requires that we provide salaries above union minimums. It also requires adequate rehearsal time to give director and actors the time for their creativity to fully blossom. In addition, it is essential that we provide appropriate housing for visiting directors and actors on a cost-effective basis in what is increasingly a difficult market.

Goal: Advancing the Artistic Experience

• Build the financial foundation required to invest in distinctive, grand scale works such as King Lear, Roman and Leadership repertories, Twelfth Night and Candide. • Restore 12% cuts in production budgets in order to have adequate rehearsal time and produce the best shows. • Be competitive among major regional theatres in actor salaries. • Establish long-term artist housing and amenities. • Create an environment that does not constrain our directors’ imagination and concepts. • Continue appearances by America’s leading classical actors, directors and designers. • Build the next generation of classical company members.

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st Shakespeare for the 21 Century: A Vision for the Next 25 Years (continued)

Challenge #2: New Audiences

The reduction, and in some respects the elimination, of arts education budgets in our schools, requires that we redouble efforts not only to fill the gap left by budget cuts in arts education in the schools but also to educate new and younger arts patrons. This is essential to ensure a future audience for classical theatre, as well as to develop well-rounded citizens. As arts funding is cut, private contributions become more important particularly to sustain educational activities such as those of the Shakespeare Theatre Company.

We seek to continue as a national leader in theatre accessibility. We nurture new audiences by making our performances available to as many schoolchildren, college students and young professionals as possible. In addition, we will sustain and extend our educational mission with middle and high school students by increasing our presence in the D.C. Public Schools while maintaining our current strong relationships with private and charter schools as well as the school districts in the neighboring areas of Northern Virginia and suburban Maryland.

Goal: Nurturing New Audiences • Establish the Shakespeare Theatre Company as a national leader in making theatre accessible, continuing the Free for All tradition. • Create the largest subsidized ticket program for young audiences in the country. • Implement District Shakespeare, an expansion of the Shakespeare Theatre Company’s in-school programs for arts integration and literacy that will serve as a national model connecting students to the classical theatre. • Generate national awareness of the Shakespeare Theatre Company as America’s leading classical theatre through the online destination, StagingShakespeare.org, for information about producing and performing Shakespeare. • Work toward our goal to bring every DC public high school student to at least one live, full stage performance at the Shakespeare Theatre Company.

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st Shakespeare for the 21 Century: A Vision for the Next 25 Years (continued)

Challenge #3: Sustainability

The ongoing economic downturn makes clear how changes in the financial and political environment put the Shakespeare Theatre Company at risk. We cannot take federal, corporate or foundation funding for granted, or even that of our most dedicated individual supporters. For example, the National Capital Arts and Cultural Affairs Program, a federal line item grant to fund arts in Washington, D.C., was reduced drastically in spring 2011 resulting in a late year cut of more than $350,000. This had to be absorbed by the Shakespeare Theatre Company, resulting in cuts to a budget already prudently reduced to reflect prior reductions in corporate funding as a result of the economic downturn.

In response to these challenges, The Shakespeare Theatre Company has effectively streamlined our business model, taking every opportunity to operate at the most efficient level possible. And our loyal board and supporters stepped up to the challenge with renewed and even increased support. While these were all admirable and thus far successful efforts, the lesson is clear. To ensure our future a leader in classical theatre nationally and internationally, we must develop a financial base to provide some security that will allows us to maintain our essential commitment to excellence and our organizational stability.

Goal: Sustaining the Shakespeare Theatre Company • Create capital reserves sufficient to operate without a dangerous reliance on external debt. • Put the Company in a financial position adequate to attract the next generation of leadership. • Enable the Company to make the artistic choices essential to creating great productions and presenting important international theatre. • Guarantee the ability to maintain and upgrade necessary facilities. • Encourage future income through wills, bequests, trusts and annuities.

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Increasing Annual Funding to Secure Our Future This Campaign includes funding new and expanded programmatic initiatives that require additional annual support. These new programs include:

StagingShakespeare.org StagingShakespeare.org is a planned online initiative to provide an in-depth resource for current and potential audiences, students and educators as well as similar users nationally and internationally. StagingShakespeare.org will promote the illustrious history of the Shakespeare Theatre Company and provide users with different artistic perspectives and interpretations of Shakespeare and classical theatre, securing our position as a leading producer and educator of classical theatre. To create this web portal, we will combine our four-year Theatre History Initiative with a compilation of 25 seasons of production history and archival footage, various artist interviews, design plans, sketches and literary articles to create a definitive resource on Shakespeare and classical theatre. Through design and updatable content, StagingShakespeare.org will be accessible to audiences looking to deepen their knowledge and understanding of plays. The site also will cater to students seeking to further research and investigate classical theatre, as well as allow us to provide secured content to our local educators and schools.

This project has the goal of sharing the Shakespeare Theatre Company’s knowledge and expertise in producing Shakespeare and classical plays. The concept is an updatable online website that will combine existing classical theatre history literature with the Theatre’s 25-year production history. The goal is to keep new audiences in touch with Shakespeare and the classics, while providing them with different artistic interpretations of the material and insights into the methods that go into producing classical works on stage. The target audience for StagingShakespeare.org is educators, students of all ages, dramaturges, theatre professionals, actors and the theatre-going public. This website will be free and accessible— locally, nationally and internationally. This program will also include exploring the national broadcast of Shakespeare Theatre Company productions.

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Increasing Annual Funding to Secure Our Future (continued)

District Shakespeare To meet the Shakespeare Theatre Company’s vision “to be an important resource to an expanded national and international community” and to be “a model provider of high-quality educational content for students and scholars”, we must first successfully engage, create and sustain viable partnerships within our own community, solidifying our Company’s role as a precious resource to our District of Columbia institutions of learning.

The mission of the Shakespeare Theatre Company Education Department is to deepen understanding of, appreciation for and connection to classic theatre among diverse learners of all ages through accessible programs that celebrate multiple perspectives. We want to fulfill this mission by providing every Washington, D.C. public middle school and high school serving 8th grade through 12th grade with a classical theatre experience while maintaining our strong relationships with private schools, charter schools and Maryland and Virginia school systems. Such programs as Text Alive!, an arts integration program, ShakesPEERS, an artistic enrichment afterschool program, and SHAKESPEARIENCE, a student matinee and discussion program, have become widely recognized models for arts education. Also a strong emphasis will be on training local educators through professional development workshops. Ultimately, we aim to develop our in-school education programs into national models for arts and literary integration in the classroom.

There are currently fifty-five District of Columbia Public Schools (DCPS) serving 8th through 12th grade classrooms. In the past two years, only 17 schools, or 31%, have partnered with Shakespeare Theatre Company through our current educational programming. In moving toward the achievable goal of the engaging every DCPS ninth-grader by 2014-2015, we will seek out affiliations with the remaining 69% of District Schools, forging a path in creating a national educational model for cultural enrichment.

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Increasing Annual Funding to Secure Our Future (continued) Building Young Audiences To honor Michael Kahn’s commitment to making Shakespeare and classical theatre accessible to all, we plan to continue Free For All and create the largest subsidized ticket program in the country for people 35 and under. This includes our reduced tickets for students and school groups.

The Shakespeare Theatre Company would like to provide increased accessibility to productions, attract and retain new and young audiences, assist in filling seats for all programming, and solidify the Company’s position as a provider of affordable art. With this initiative, the Company will combine several existing programs with this similar goal to be the leading provider of accessibly priced tickets in the country.

This goal requires that we make at least 35,000 tickets available each season at a price of $20 or below. We currently have several programs in place that give us a base of approximately 25,000 tickets a season: • SHAKESPEARIENCE – 5,000 tickets for high school students (ages 14 – 17) • Young Theatre-Goer subscriptions – 6,500 tickets for 35 and under. Goal for next season – increase by almost 30% to 8,400 tickets • Young Prose Single Tickets – 11,500 tickets for 35 and under released week of performance. • Young Prose Nights – 1,000 tickets for young professional events, 35 and under. Goal for next season – increase 50% to 1,500 tickets. Our goal is to brand and grow the 35 and under age group. Market statistics show that 33% of the Washington, D.C. metropolitan area is between the ages of 15 and 35, accounting for approximately 200,000 potential audience members, not including approximately 35 colleges and universities in the metropolitan area with transitional audiences during school sessions and any high school students in the area school systems.

Many of the audiences that attend these programs come in through grass roots efforts or direct email offers. With limited marketing budgets and a low yield of ticket price, the cost to dedicate marketing dollars to grow this program has been prohibitive. Our goal for next season is to increase the $15 tickets to a total of 15,000 which would include a deeper discount for active duty military. As part of this Campaign, we are seeking donors to underwrite the costs to subsidize these tickets and market the program.

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Call To Action

As we commence our next 25 years, the Shakespeare Theatre Company will be motivated by the visionary direction of our first 25 years: building an unmatched reputation through new ideas and new interpretations of the messages in classical theatre that will resonate now and forever.

This Campaign is our plan to add an essential level of financial security – to empower the Shakespeare Theatre Company to take artistic chances and protect against unforeseen economic challenges like snow closures, federal budget appropriations or the vagaries of the stock market.

We now must secure the future by building a solid foundation of funding, new audiences and an artistic company and experience without American or international equal.

We urge your generous support of the Shakespeare Theatre Company through the Shakespeare for the 21st Century Campaign.

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Giving Opportunities

In the initial phase of the Campaign, we are seeking transformational gifts, many with remarkable naming opportunities, to help us reach our goal. We invite our patrons to make additional investments to their annual fund gifts to help us sustain the future for the Shakespeare Theatre Company. As we reach out to a broader audience, beyond our current donors, we will focus on attracting new and larger contributors while engaging them with the Company in innovative and creative ways –always with an eye toward the future. Bequests and other types of planned gifts will become an important part of building a legacy of artistic excellence that will endure for decades to come.

I. Naming Opportunities

Renaming the theater at the Lansburgh $15 million Must be negotiated with Gund/Charles E. Smith Management (depending on term)

Additional Naming Opportunities at the Lansburgh Theatre . Stage (tbd) . Lobby (tbd) . Rotunda (tbd) . Hall (tbd) . Box Office (tbd) . Gift Shop (tbd)

Naming Opportunities at Sidney Harman Hall . Orchestra Terrace $4 million . Patrons Lounge $3 million . The Forum $2 million . Gift Shop $1 million

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II. Artistic Support Funds $4 million

Artistic Fund To commemorate Michael Kahn’s 25 years of tremendous success in building “one of the world’s three great Shakespearean theatres,” the Shakespeare Theatre Company Board of Trustees will establish The ______Artistic Fund. This board-restricted fund will provide working capital for the Shakespeare Theatre Company’s productions. We also will welcome and pursue bequests and other planned gifts designated to The ______Artistic Fund.

Original Company Actor Fund As a part of The ______Artistic Fund, the Board of Trustees also will establish The Original Company Actors Fund to perpetuate the legacy of those who played invaluable roles in our early and ongoing success: Emery Battis, Helen Carey, Franchelle Stewart Dorn, Ed Gero, Philip Goodwin, Tana Hicken, Floyd King, Andrew Long, Nancy Robinette, David Sabin and Ted van Griethuysen. This fund will provide a stipend to secure the best actors for our future seasons.

Distinguished Performer Fund Also, for donors who want to support an actor of note to perform in D.C., they can underwrite “The ______Distinguished Performer Fund” which would fund the annual salary of the actor. The donor would receive distinctive benefits that may include a small dinner or event with that actor.

Sidney Harman Memorial Fund (under consideration) When Sidney Harman made the generous commitment which created the Harman Center for the Arts, he envisioned an urban arts center that showcased theatre, music, dance and film – not only by the distinguished local companies that give our nation’s capital its vibrant arts scene, but also by outstanding national and international performers that might otherwise not be seen in Washington. The Sidney Harman Memorial Fund will help the Shakespeare Theatre Company continue to honor Sidney’s foresight by underwriting and subsidizing the hundreds of performances that fulfill this expansive vision of a state-of-the-art downtown home for the arts in our nation’s capital.

In the four years since the opening of Sidney Harman Hall, Sidney’s vision has inspired unforgettable theatrical performances such as Helen Mirren in Phèdre, a solo performance by Ian McKellen, the National Theatre of Scotland’s Black Watch, and The Tricycle Theatre’s The Great Game: Afghanistan. Dance performances have included The Washington Ballet, the Trey McIntyre Project, Step Afrika!, and Merce Cunningham Dance Company. Musicians ranging from Wynton Marsalis to Frederica von Stade to the Washington Bach Consort have performed on this stage. In addition, Sidney Harman Hall has hosted one of the most publicized 2008 Inaugural events, an appearance by the Dalai Lama, as well as Indecision 2010 from “The Daily Show with Jon Stewart”, the NEA Opera Honors, and broadcasts of National Public Radio. In the coming season, in addition to performances of Synetic Theater and Washington Performing Arts Society, the Harman Center venues will also launch the national tour of FELA!, the unconventional Tony Award-winning musical about the life of Nigerian musician and political activist Fela Kuti, as well as host Ireland’s Gate Theatre’s presentation of Krapp’s Last Tape by Samuel Beckett featuring legendary British actor John Hurt.

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III. Shakespeare Theatre Company Arts Campus $3.2 million

In total, the Shakespeare Theatre Company is made up of a diverse staff of full time, part time, and contract employees in 22 departments at seven locations in the Washington, D.C. area. We look to improve and consolidate our rehearsal and technical facilities to provide optimal working conditions for our actors and artisans. In addition, as costs of materials and labor continue to rise we will need to keep our focus on maintaining our artistry. These funds will be used to provide the secure financial base that is essential for every great performing arts institution to succeed and thrive.

Nearly five percent of Shakespeare Theatre Company’s annual budget goes toward rent to cover artist housing. As the economy recovers, we expect rents to increase accordingly. To provide enduring stability to Shakespeare Theatre Company’s financial operations, we are seeking a long-term solution that will provide 30-45 rental units. The Shakespeare Theatre Company continues to explore alternatives to solve its long-term housing needs and desires to consolidate all of its non-theatre facilities into a single facility or neighborhood.

IV. Distinctive Programming Fund $1.5 million

This fund underwrites distinctive as well as superlative and on-going international programming presented in addition to the mainstage series. As part of our 25th Anniversary, the season will include the “Distinctive Programming Fund” which includes The Bard’s Broadway, Classical Conversations, and a full-day reading of all three parts of Henry VI. This follows other distinctive, classical theatre like Helen Mirren in Phèdre. Also, this fund underwrites significant international theatre like the Tricycle Theatre’s The Great Game: Afghanistan and the National Theatre of Scotland’s Black Watch. In the future, this fund may provide supplemental production support for renowned directors, major actors and top-notch production values. Planned international performances for the Anniversary Season include: FELA!, the unconventional hit musical about the life of the Nigerian singer- activist, Fela Kuti; Krapp’s Last Tape, starring British actor, John Hurt in the Samuel Beckett classic from Ireland’s Gate Theatre; and Basil Twist’s Petrushka.

V. Institutional Positioning $2.3 million

As part of this Campaign, we are advancing the Shakespeare Theatre Company through an active “positioning” process to help our constituencies understand value and identify with the Shakespeare Theatre Company. This positioning includes a national public relations initiative and a Commemorative 25th Anniversary Book. Also, this line item includes the fundraising /development budget for the Campaign which is $1.5 million or 6%. This percentage is low on the scale of generally accepted average fundraising costs for campaigns (usually 5 to 15 percent of the total fundraising goal of the campaign).

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Campaign Goals

The purpose of this Campaign is to raise $25 million by July 2013. Donors will have the opportunity to give their gifts in one lump sum or to pay significant gifts over time, up to five years. There are three areas of giving included in the Campaign:

Annual – donors can make an annual or a multi-year annual pledge to expand the annual fund allowing the Company to continue these programs on an on-going basis. Planned – donors can include the Company in their estate plans to perpetuate and underwrite the future programs of the Company. Remarkable – donors can invest a larger extraordinary contribution to make transformational gifts that may have a donor naming opportunity.

Campaign Plans

Item Amount______

Annual Fund (Two years at $7 million/year) $14 million Adding New Annual Initiatives to Maintain Leadership Position o StagingShakespeare.org o District Shakespeare o Building Young Audiences

Board-Restricted Funds $4 million o The Artistic Fund o The Original Company Actors Fund o The Distinguished Performer Fund o The Sidney Harman Memorial Fund

Shakespeare Theatre Company Arts Campus $3.2 million

Distinctive Programming Fund $1.5 million

Institutional Positioning $2.3 million o Institutional Marketing including national PR campaign and commemorative book o Development/Fundraising ($1.5 million) ______TOTAL $25 million

20 CONFIDENTIAL DRAFT: Friday, July 01, 2011