In 2016, the neighborhood of Logan Circle was in the midst of rapid gentrification. David Muse, Artistic Director of Studio Theatre, had led the company through a tumultuous transition and revised the theater’s mission statement, which called for Studio to build a “more thoughtful, more empathetic, and more connected community.” Muse wanted to attract residents of the neighborhood to spend time in the theater. His plans to do so included a renovation of the building funded by the largest capital campaign Studio had ever undertaken, as well as diversification of the audience through direct marketing and community engagement led by a staff committee. As the company was preparing a Five-Year Plan to address these goals, the renovation plans were going far over-budget, and Muse and his Managing Director, Meridith Burkus, had to decide how to prioritize resource allocations to achieve their newly-stated mission.
Publication Date: 2018-05-03
Suggested Citation: Jaime Totti, "Studio Theatre (2016)," Yale Theater Management Knowledge Base Case Study #17-88, May 3, 2018
Keywords: Theater, Performing Arts, Facilities, Growth Trajectories, Organizational Direction, Audience, Capital Campaign, Capital Project, Community, Marketing, Mission, Strategic Planning, Leadership Transition, Washington D.C.
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