In October of 2011, Lisa Steindler, the Executive Artistic Director of Z Space, a San Francisco-based non-profit organization that developed and produced new theatrical work, readied herself for the annual board retreat. She was excited by the opportunities she saw for Z Space, which had proven itself capable of significant change, but her excitement was tempered somewhat by a sense of uncertainty. In the midst of planning for Z Space’s capital campaign, Steindler learned that a small adjacent theater space would soon become available. But Z Space already had big plans to turn its own large theater into the versatile space Steindler had always wanted it to be, and it was unclear how a second theater would fit into those plans. She wasn’t entirely sure if, or how, all of Z Space’s plans could happen at the same time. Could Z Space take on a second performance space while it was still figuring out the first? Should it? This case explores facilities and real estate decision-making at a growing theater company.
The case video includes interview footage of Lisa Steindler, Executive Artistic Director.Publication Date: 2012-07-03
Suggested Citation: Jonathan Wemette, "Z Space (2011)," Yale Theater Management Knowledge Base Case 11-44, July 3, 2012
Keywords: Theater, Performing Arts, San Francisco, California, Case Video, Facilities, Capital Campaign, Leadership, Organizational Direction, Growth Trajectories, Scale
Teaching Notes: Yes (please contact firstname.lastname@example.org)
About the Theater Management Knowledge Base
This case is from the Theater Management Knowledge Base, a body of arts management material created by Yale School of Drama Theater Management students and faculty, overseen by an editorial board of leading practitioners. For more information or for help in selecting cases suitable for your educational or organizational purposes, please email email@example.com.