The Managing Director of the Provincetown Theater will work in partnership with the current Artistic Director to provide the vision and leadership necessary for fulfilling the mission of the organization.
Formed in 2001 in Provincetown, in the birthplace of American theater, the primary purpose of the Provincetown Theater Foundation (aka, Provincetown Theater) is to encourage, promote, and sustain the performing arts on Outer Cape Cod through a year-round schedule of programming at the Provincetown Theater. The Provincetown Theater provides performance and educational space for theatrical artists within the Outer Cape Cod community and beyond.
Provincetown Theater has thrived in recent years as a result of a renewed commitment to its local community and a greater investment in upholding the original legacy of Eugene O'Neill & the Provincetown Players. Audiences, donors, and sponsors have all embraced the institution's new direction and the board and staff have worked to establish a powerful upward momentum. The Provincetown Theater is now looking for an individual to help increase that valuable momentum as it seeks to develop new strategies and policies for long-term sustainability.
Located in Provincetown, MA, Provincetown Theater has an annual budget of $500,000 led by a seven-member board of directors and three key staff members, including an Artistic Director, Operations Manager, and Technical Director, a Development Consultant, and three contractors who provide design and advertising services during the production season. Home to beautiful coastlines and stunning landscapes, Provincetown is a haven for individuality and freedom of expression, and is rich in creative history on Cape Cod as the oldest continuous art colony in the country.
A recent strategic review of Provincetown Theater identified the hiring of a Managing Director as a key and immediate priority, with a focus on managing the business side of the house and providing clarity of staff roles. An inaugural hire, the Managing Director will complement the strengths of the current Artistic Director, David Drake, and bring new proficiencies and shared executive leadership to the organization. The addition of a Managing Director will also serve to provide capacity for board development activities, create the potential for alternate staffing structures, and support an internal pipeline for talent development and recruitment.
Other key recommendations identified for the continued and sustainable success of the Provincetown Theater include:
Fundraising for a financially healthy and sustainable institution for years to come.
Maximizing the potential to unlock new streams of income and secure a positive future for the financial health of the organization. Renewed focus and investment of energy and resources on fundraising through the adoption of donor stewardship best practices and communications. A long term vision and strategy for growing charitable income, along with an increased focus on the role of the board in fundraising.
Marketing to strengthen digital presence and capacity, and professionalize marketing efforts.
Guide the organization as it reframes marketing and the intersection of public relations, donor communications, and an expanded understanding of organizational brand. Prioritize a strategic, high level perspective into measurable, achievable tasks to increase engagement. Invest in a boutique digital marketing firm, the recruitment of a dedicated marketing intern, hiring of a part-time manager, coordinator, director, and/or a combination of the above.
Development of staff to grow and better understand the institution.
Key steps to take in the immediate future, in addition to the hiring of a Managing Director, include: clarification of roles and reporting, adoption of an organizational chart and a workplace violence and harassment policy, adoption of a midterm and/or annual review process, and finding meaningful ways to educate and involve the staff and board as the institution matures into a new and exciting phase of its existence.
Board Development for improved sustainability, organizational stability, and increased engagement.
Continue to put policies and systems in place with investment in both the strategic recruitment of new board members and education of new and existing board members, creating a healthy and functional board to steer the organization through the growth phase to maturity.