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      in Movies

      Film Academy Looks Overseas for Donors

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      The Academy of Motion Picture Arts and Sciences has announced a global $500 million campaign to shore up its financial future.The Academy of Motion Picture Arts and Sciences on Friday announced a global $500 million fund-raising effort to help diversify its base of support and ensure its financial future in a period of transformation for the film industry and the nonprofit cultural sector.“Both are going through radical business model shifts right now due to changing audience habits and revenue streams,” Bill Kramer, the chief executive of the Academy of Motion Picture Arts and Sciences, said in an email. “As a nonprofit, and like any healthy organization or company, the academy needs a sustainable and diverse base of support to allow for solid long-term planning and fiscal certainty.”Announced during a news conference in Rome hosted by the Italian film studio Cinecittà, the campaign is called Academy100, in honor of the 100th Oscars ceremony in 2028. The academy plans to use about $300 million of the new funds to bring its endowment to $800 million; the remainder will go toward operating expenses and special projects.The academy currently has an annual operating budget of about $170 million, 70 percent of which comes from its Oscars broadcast deal with Disney and ABC, which runs through 2028. About $45 million of the operating expenses are used by the Academy Museum of Motion Pictures.Given the challenges experienced by many cultural organizations, the academy has reason to want to shore up its finances. In March, for example, Joana Vicente of the Sundance Film Festival resigned after less than three years as chief executive amid questions about her fund-raising abilities. Last summer, Center Theater Group in Los Angeles announced a series of sharp cutbacks — including suspending productions at the Mark Taper Forum — to deal with drops in revenue and attendance. And the Metropolitan Opera in New York has withdrawn emergency funds from its endowment.The academy said in its news release that the money raised “will endow and fund programs that recognize excellence in cinematic artistry and innovation; preserve our film history; enable the creation of world-class film exhibitions, screenings and publications; train and educate the next generation of diverse global film artists; and produce powerful digital content.”More than $100 million has already been committed to the campaign, the academy said, including support from Rolex, which is based in Switzerland.As part of the effort, the academy plans to host gatherings and events in locations around the world to “become increasingly global,” press materials said, and help develop a global “pool of new filmmakers and academy members and support the worldwide filmmaking community.”The academy said its “expanded international outreach” will include Buenos Aires; Johannesburg; Kyoto, Japan; Lagos, Nigeria; London; Marrakesh, Morocco; Melbourne, Australia; Mexico City; and Mumbai. More

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      in Theater

      Nonprofit Theaters Are in Trouble. Lawmakers Are Proposing Help.

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      Proposed legislation would allocate $1 billion annually for an industry coping with rising expenses and smaller audiences.The financial crisis facing nonprofit theaters in America has captured the attention of Congress, where a group of Democratic lawmakers is introducing legislation that would direct $1 billion annually to the struggling industry for five years.That money could be used for payroll and workforce development, as well as other expenses like rent, set-building and marketing. But the legislation, which lawmakers introduced on Tuesday, faces long odds at a time when a divided Congress — where Republicans control the House and Democrats lead the Senate — has had trouble agreeing on anything.Nonprofit theaters around the country have reduced their programming and laid off workers to cope with rising expenses and smaller audiences since the coronavirus pandemic began. There are exceptions — some nonprofit theaters say they are thriving — but several companies, including New Repertory Theater in suburban Boston, Southern Rep Theater in New Orleans, and Book-It Repertory Theater in Seattle, have ceased or suspended operations in response to the crisis.“It hasn’t been a recovery for the nonprofits — they’re really lagging compared to many other sectors in the economy, and it’s for a lot of reasons,” Senator Peter Welch of Vermont, one of the legislation’s sponsors, said in an interview. “So they do need help.”Mr. Welch argued that the organizations merit government assistance because they strengthen communities and benefit local economies.The legislation, which is called the Supporting Theater and the Arts to Galvanize the Economy (STAGE) Act of 2024, is also being sponsored by Senators John Fetterman of Pennsylvania and Jack Reed of Rhode Island. Representative Suzanne Bonamici of Oregon is sponsoring it in the House.Senator Chuck Schumer of New York, who is the majority leader and who led the fight to win government aid for performing arts organizations during the pandemic, is supportive of the proposed legislation and is also open to other ways to assist nonprofit theaters, according to a spokesman.The pandemic aid package that Mr. Schumer championed serves as a precedent: In 2020, Congress passed the Save Our Stages Act, which led to a $16 billion Shuttered Venue Operators Grant program that made money available to a wide array of commercial and nonprofit performing arts organizations.Mr. Welch said the earlier aid program succeeded despite initial skepticism.“With everything else that was going on, the expectation was this would die on the vine, but it didn’t — as this started getting momentum, there was excitement about being about to do something concrete,” he said.The new legislation is narrower, benefiting only professional nonprofit theaters, and only those that have either seen a decline in revenues or that primarily serve historically underserved communities.“This is a beginning,” Mr. Welch said. “There are obstacles, but let the effort begin.” More

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      Off Broadway, a Vital Part of New York Theater, Feels the Squeeze

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      The small theaters that help make the city a theater capital are cutting back as they struggle to recover from the pandemic.New York’s nonprofit Signature Theater has three modern performance spaces designed by the starchitect Frank Gehry, a long history of cultivating and championing major playwrights like Edward Albee and Lynn Nottage, and a board chaired by the Hollywood star Edward Norton.What Signature doesn’t have this fall are plays. The company, a mainstay of the Off Broadway scene, closed its most recent production in July and is not set to start its next show until the end of January.Even as Broadway claws its way back from the coronavirus pandemic, New York’s sprawling network of smaller theaters, many of them noncommercial in both tax status and taste, is struggling.“This is the hardest season yet,” said Casey York, the president of the Off-Broadway League, citing the combined effects of smaller audiences, shifting philanthropic patterns, rising wages and costs, and labor shortages at a time when the emergency government assistance that helped many theaters stay afloat through the lengthy pandemic shutdown has largely run out. “There is an incredible squeeze.”We are having trouble retrieving the article content.Please enable JavaScript in your browser settings.Thank you for your patience while we verify access. If you are in Reader mode please exit and log into your Times account, or subscribe for all of The Times.Thank you for your patience while we verify access.Already a subscriber?  More

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      André Bishop Will Depart as Head of Lincoln Center Theater

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      His pending departure, in 2025, means that there are job openings for the top artistic positions at three of the four nonprofits operating Broadway theaters.André Bishop, the producing artistic director of Lincoln Center Theater, will step down in the spring of 2025, ending a 33-year run leading one of the nation’s most prestigious nonprofit theaters.The organization has under Bishop’s stewardship been a leading producer of grand Broadway revivals of Golden Age musicals, and has simultaneously committed itself to nurturing emerging artists by constructing a black box theater for that purpose on its rooftop.“I’m exhilarated and sad at the same time,” Bishop said in an interview. “I will have been here many, many years — almost half my life — and it’s time for someone new and fresh to come in and pick up where I left off and go into other directions and do other things if they want to.”Bishop, 74, said he is choosing to leave at the end of the 2024-25 season because that is when his current contract ends, and because that will allow him to join in that season’s celebrations of Lincoln Center Theater’s 40th anniversary.His decision means that there are job openings for the top positions at three of the four nonprofits with Broadway houses, portending potentially significant change, and uncertainty, in a key sector of the theater industry that has had almost no leadership turnover for decades. Nonprofit theaters, which pay lower artist wages than commercial productions and are funded by philanthropy as well as box office sales, have become an important part of the Broadway ecosystem; Lincoln Center Theater has been able to stage musicals on a larger scale than many commercial producers can afford.On Wednesday, Carole Rothman, the president and artistic director of Second Stage Theater, said that after 45 years she would be leaving that institution, which she co-founded; Second Stage operates the Helen Hayes Theater on Broadway. And Roundabout Theater Company currently has an interim artistic director following the death in April of Todd Haimes, who led that organization for four decades; Roundabout operates three Broadway houses, including the American Airlines, the Stephen Sondheim and Studio 54.Lincoln Center Theater, which is a resident organization at Lincoln Center for the Performing Arts, has three stages of varying sizes, and has produced a wide variety of work. The company currently has an annual budget of $34.5 million and 55 full-time employees; Bishop received $783,191 in total compensation during fiscal 2022, according to an I.R.S. filing.The Vivian Beaumont Theater, where Lincoln Center Theater has staged Broadway revivals of “Camelot,” “South Pacific,” “The King and I” and “My Fair Lady,” is the third-largest stage in New York, after Radio City Music Hall and the Metropolitan Opera; it also features a thrust configuration that is quite rare on Broadway.When asked about the productions he was proudest of he named “The Coast of Utopia,” Tom Stoppard’s trilogy about 19th-century Russian intellectuals, which began running in 2006 and won the 2007 Tony Award for best play. Lincoln Center Theater’s other Tony-winning productions during Bishop’s tenure include “Carousel,” “The Heiress,” “A Delicate Balance,” “Contact,” “Henry IV,” “Awake and Sing,” “South Pacific,” “War Horse,” “The King and I” and “Oslo.”This season Lincoln Center Theater is planning to stage a Broadway revival of “Uncle Vanya,” with a new translation by Heidi Schreck; an Off Broadway production of “The Gardens of Anuncia,” a new musical by Michael John LaChiusa; and an Off Off Broadway production of “Daphne,” a new play by Renae Simone Jarrett. Bishop also plans, before he leaves, to produce new plays by J.T. Rogers and Ayad Akhtar, and a world premiere musical.“I’m proud of the variety of plays and musicals that we’ve done, from young experimental shows to well-known revivals,” Bishop said. He added that the theater is financially healthy and rebounding from the pandemic; although it has had fewer productions since the pandemic shutdown, he said he expected full-strength seasons ahead. “I think the future is glorious — we have an incredible staff and a very strong board and I see nothing but good things ahead.”Bishop arrived at Lincoln Center Theater in 1992 as artistic director, and he became producing artistic director in 2013. He had previously spent 16 years at a smaller Off Broadway nonprofit theater, Playwrights Horizons, where he served as artistic director for a decade.The Lincoln Center Theater board will conduct a search for Bishop’s successor. More

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      in Theater

      Hitting Theater Hard: The Loss of Subscribers Who Went to Everything

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      The subscription model, in which theatergoers buy a season’s worth of shows at a time, had long been waning, but it fell off a cliff during the pandemic.As a group of stagehands assembled train cars for the set of “Murder on the Orient Express,” Ken Martin looked grimly at his email. His first year as artistic director at the Clarence Brown Theater in Knoxville, Tenn., was coming to an end, and the theater had missed its income goals by several hundred thousand dollars, largely because it had lost about half its subscribers since the start of the pandemic.“I’ve already had to tear up one show, because of a combination of cost and I don’t think it’s going to sell,” he said. “I’m in the same boat as a lot of theater companies: How do I get the audience back, and once I get them in the door, how do I keep them for the next show?”The nonprofit theater world’s industrywide crisis, which has led to closings, layoffs and a reduction in the number of shows being staged, is being exacerbated by a steep drop in the number of people who buy theater subscriptions, in which they pay upfront to see most or all of a season’s shows. The once-lucrative subscription model had been waning for years, but it has fallen off a cliff since the pandemic struck.It is happening across the nation. Seattle’s 5th Avenue Theater had 13,566 subscribers last season, down from 19,770 before the pandemic. In Atlanta, the Alliance Theater ended last season with 3,208, down from a prepandemic 5,086, while Northlight Theater, in Skokie, Ill., is at about 3,200, down from 5,700.Theaters are losing people like Joanne Guerriero, 61, who dropped her subscription to Paper Mill Playhouse in Millburn, N.J., after realizing she only liked some of the productions there, and would rather be more selective about when and where she saw shows.“We haven’t missed it,” she said, “which is unfortunate, I suppose, for them.”Subscribers were long the lifeblood of many performing arts organizations — a reliable income stream, and a guarantee that many seats would be filled. The pandemic hastened their disappearance for a number of reasons, according to interviews with theater executives around the country and theatergoers who let their subscriptions lapse. Many longtime subscribers simply got out of the habit while theaters were closed. Others grew to appreciate the ease and flexibility of streamed entertainment at home. Some found the recent programming too didactic. And the slow return to offices meant fewer people were commuting into the downtown areas where regional theaters are often located.Facing a precipitous post-pandemic drop in subscriptions, the Clarence Brown Theater is trying to appeal to new subscribers with a populist lineup of shows this season.Jessica Tezak for The New York TimesMany artistic leaders believe the change is permanent.“The strategic conversation is no longer ‘What version of a membership brochure is going to bring in more members,’ but how do we replace that revenue, and replenish the relationship with audiences,” said Jeremy Blocker, the executive director of New York Theater Workshop, an Off Broadway nonprofit that has seen its average number of members (its term for subscribers) drop by 50 percent since before the pandemic.Why do subscribers matter?“No. 1, it reduces your cost of marketing hugely — you’re selling three or five tickets for the cost of one,” said Michael M. Kaiser, the chairman of the DeVos Institute of Arts Management at the University of Maryland. “No. 2, you get the cash up front, which helps fund the rehearsal period and the producing period. And No. 3, subscriptions give you artistic flexibility — if people are willing to buy all the shows, some subset of the total can be less familiar and more challenging, but if you don’t have subscribers, every production is sold on its own merits, and that makes taking artistic risk much more difficult.”There’s also a strong connection between subscriptions and contributions. “Most donors are subscribers,” said Maggie Mancinelli-Cahill, the producing artistic director of Capital Repertory Theater in Albany, N.Y., “so there’s a cycle here.”Theaters are simultaneously trying to retain — or reclaim — subscribers, and also reduce their dependence on them. Many are experimenting with ways to make subscriptions more flexible, or more attractive, but also seeing an upside in the need to find new patrons.“For some theaters, a reliance on an existing homogeneous group of patrons has really shaped the work they’re doing,” said Erica Ezold, managing director of People’s Light, a nonprofit theater in Malvern, Pa. “Ultimately it’s going to be really positive to be not as reliant on subscriber income and have greater diversity in our audiences.”“I’m in the same boat as a lot of theater companies: How do I get the audience back, and once I get them in the door, how do I keep them for the next show?” said Ken Martin, artistic director of the Clarence Brown Theater.Jessica Tezak for The New York TimesProgramming is clearly on the mind of lapsed subscribers around the country. Even as subscriptions have fallen sharply at regional nonprofits whose mission is to develop new voices and present noncommercial work, they have remained steadier at venues that present touring Broadway shows with highly recognizable titles.“There’s so much going on with the ‘ought-to-see-this-because-you’re-going-to-be-taught-a-lesson’ stuff, and I’m OK with that, but part of me thinks we’re going a little overboard, and I need to have some fun,” said Melissa Ortuno, 61, of Queens. She describes herself as a frequent theatergoer — she has already seen 17 shows this year — but finds herself now preferring to purchase tickets for individual shows, rather than subscriptions. “I want to take a shot, but I don’t want to be dictated to. And this way I can buy what I want.”But there are other reasons subscribers have stepped away, including age. “We’re all old, that’s the problem,” said Happy Shipley, 77, of Erwinna, Pa., who decided to renew her subscription at the Bucks County Playhouse, but sees others making a different choice. “Many of them don’t stay up late anymore; they’re anxious about parking, walking, crime, public transportation, increased need of restrooms, you name it.”Arts administrators say that many people who were previously frequent theatergoers remain fans of the art form, but now attend less frequently, a phenomenon confirmed in interviews with supersubscribers — culture vultures who had multiple subscriptions — who say they are scaling back.Lisa-Karyn Davidoff, 63, of Manhattan, subscribed to 10 theaters before the pandemic; now she is far more choosy, citing a combination of health concerns and reassessed priorities. “If there’s a great cast or something I can’t miss,” she said, “I will go.” Rena Tobey, a 64-year-old New Yorker, had at least 12 theater subscriptions before the pandemic, and now has none, citing an ongoing concern about catching Covid in crowds, a new appreciation for television and streaming, and a sense that theaters are programming shows for people other than her. “For many years, I’ve pushed my boundaries, and I’m just at a point where I don’t want to do it anymore.”And Jeanne Ryan Wolfson, a 67-year-old from Rockville, Md., who had four performing arts subscriptions prepandemic, is just finding she likes an à la carte approach to ticket purchasing; she kept two of her previous subscriptions, dropped two, and added a new one. “I was paying a lot of money for the subscriptions, and some of the productions within those packages were a bit disappointing or might not have the wow factor I was looking for,” she said. “I think what I want to do is pick and choose.”Martin said the Knoxville theater’s staff has spent much of the summer discussing the drop in subscriber numbers — the theater had about 3,000 before the pandemic, but 1,500 last season — and hired a marketing firm to study the situation.Now he is picking productions carefully. He has set aside his dream of staging William Congreve’s “The Way of the World,” worried that the Restoration comedy wouldn’t find an audience. This season he’s starting with “Murder on the Orient Express,” which should do well, followed by a war horse — the annual production of “A Christmas Carol” — and “The Giver,” which Martin hopes will appeal to younger audiences because it was adapted from a popular young adult novel.The Clarence Brown Theater, like about a dozen other professional theaters around the country, is affiliated with a university (the University of Tennessee) which provides it with some financial support.Jessica Tezak for The New York TimesThen comes “Kinky Boots,” the kind of uplifting musical comedy many of today’s audiences seem to want. (“Kinky Boots,” with a plot that involves drag queens, also makes a statement for a theater in Tennessee, where lawmakers have attempted to restrict drag shows.) There will be more adventurous productions, but in a smaller theater: “The Moors” by Jen Silverman, and “Anon(ymous)” by Naomi Iizuka.But selling tickets show by show, instead of as a package, is challenging and expensive.“It takes three times as much money, time and effort to bring in someone new,” said Tom Cervone, the theater’s managing director. He said the theater is trying everything it can — print advertising, public radio sponsorships, social media posts, plus appearances at local street fairs and festivals where the theater’s staff will hand out brochures and swag (branded train whistles to promote “Murder on the Orient Express,” for example) while trying to persuade passers-by to come see a show.The theater, which is on the flagship campus of the University of Tennessee, is less dependent than some on ticket revenue, because, like a number of other regional nonprofits, it is affiliated with a university that subsidizes its operations. Still, the money it earns from ticket sales is essential to balancing the budget.“It’s been scary some days,” Cervone said, “like, where is everybody?” More

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      in Music

      The Metropolitan Opera Guild Will Wind Down Amid Financial Woes

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      The organization, founded in 1935 to support the opera house, will lay off 20 employees and stop publishing Opera News as a stand-alone monthly magazine.The Metropolitan Opera Guild, a nonprofit that supports the storied opera house and publishes the magazine Opera News, will wind down its operations and lay off its staff this fall in the face of financial troubles, the organization announced on Tuesday.The guild, which was founded by Eleanor Robson Belmont in 1935 to help the Met survive a funding shortfall caused by the Great Depression, has supported the company and its education programs ever since, bringing thousands of schoolchildren to dress rehearsals each year and working to promote interest in opera through the publication of Opera News, which became one of the leading classical music publications in the United States.Opera News will end its run as a stand-alone monthly magazine. The Met and the guild said it would continue in a different format, under new editorial direction, as part of a new section in Opera magazine, a British publication, focused on the United States that will bear the Opera News logo. The magazine will be sent to guild members and Opera News subscribers in the United States.Opera News, which became one of the leading classical music magazines in the United States, will cease publication as a stand-alone magazine. The British publication Opera magazine will increase its coverage of the Met and opera in the United States, and will be sent to Guild members and Opera News subscribers.Opera News“We greatly appreciate the valuable efforts of our employees over the years, but it is no longer economically viable for us to continue in our current form,” Winthrop Rutherfurd Jr., the Guild’s chairman, and Richard J. Miller Jr., its president, said in a statement.The guild will be reclassified as a supporting organization under the Met; it will no longer operate as an independent nonprofit. The guild said that it would provide severance to its 20 employees, and that it expects the Met to hire some of them. Its board members will be offered positions on the Met’s board.Under the guild’s membership program, patrons pay $85 or more per year for benefits including subscriptions to Opera News, access to dress rehearsals and advance ticket sales.The guild, like the broader opera industry, has faced serious financial pressures in recent years. It draws much of its revenue from its roughly 28,000 members. But contributions and grants have fallen in recent years: they totaled $8.1 million in 2021, compared with $9.1 million a decade earlier. And to some extent the Met and the guild found themselves competing for support from the same opera lovers.The Met, grappling with its own financial woes as it works to recover from the pandemic, said it would continue some of the guild’s offerings, including the program that brings schoolchildren into the opera house to watch dress rehearsals.Guild events including the annual Opera News awards and luncheons at the Waldorf Astoria, such as this one in 2006, will be discontinued. Fred R. Conrad/The New York TimesUnder Peter Gelb, who became the Met’s general manager in 2006, the company has expanded its oversight of the guild. Gelb said in an interview that the changes came after several months of discussions. He said the problems facing the guild reflected the “difficulties for nonprofit performing arts companies,” including the Met.“It’s the same pressure that, on a large scale, the Met feels,” he said. “We tried to find a way forward that would enable some of the programs of the guild to continue, even if the guild in its current structure would not continue.”The partnership with Opera magazine that will replace Opera News — which began publication in 1936 and has a circulation of about 43,000 — will start in December. The Met will not have editorial input but will provide a share of fees paid by guild members to help offset the magazine’s production costs, as it did with Opera News. Opera magazine named Rebecca Paller its U.S. editor; since 2003, Opera News has been led by F. Paul Driscoll.John Allison, the editor and publisher of Opera, vowed in a statement to preserve the “rich editorial history” of Opera News. He said in an interview that he hoped to engage former Opera News writers when possible.“Coverage of opera at the Met and throughout the United States will continue to be just as comprehensive as guild members and Opera News subscribers have grown accustomed to over the years,” he said.Opera fans reacted with concern to news of the guild’s demise on Tuesday, saying that it was another sign that the art form was struggling.Posy Ryan, a guild member, said that she was “very surprised and deeply saddened” by the changes, including the end of the stand-alone Opera News.“It’s an institution that will be missed,” she said. “For me, it was an introduction to so many young American singers. I’d see a feature, a review and then research them on YouTube. I’ll miss that.” More

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      in Theater

      Nonprofit Theaters Are in Crisis. A Times Reporter Spoke With 72 of Them

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      Michael Paulson spoke with producers and artistic directors at nonprofit theaters across the country about the crisis their industry is facing.Times Insider explains who we are and what we do and delivers behind-the-scenes insights into how our journalism comes together.Michael Paulson, who has covered theater for The New York Times for eight years, knew the situation was bad at the country’s nonprofit regional theaters, which had yet to regain their prepandemic audiences.But in recent months, the shock waves have gotten bigger: One of the nation’s largest companies, Center Theater Group in Los Angeles, said it would pause production on one of its three stages and lay off 10 percent of its staff. The Lookingglass, an anchor of Chicago’s theater scene, halted production for the rest of the year. Then this month, New York’s prestigious Public Theater cut nearly one in five of its jobs.“We’ve seen an increase in the number of closings, and it felt like this is real and serious and important for readers to know about,” Mr. Paulson said in an interview.That observation formed the basis for an article by Mr. Paulson that appeared on the front page of Monday’s newspaper. To document the crisis at America’s regional theaters, he spoke with the leaders of 72 top-tier companies across the country.Here, Mr. Paulson reflects on the reasons for the upheaval, on the most promising solutions being proposed and on the balancing act he juggles between the demands of daily news reporting and investigative projects. This conversation has been edited.How many of the issues that challenge nonprofit theaters stem from the pandemic?The pandemic was an accelerant. But the issues at the heart of this crisis — the aging of the audience, the growing role of streaming media in people’s entertainment diets, the decline in subscriptions as the way consumers plan their theatergoing — were underway before it. The economic situation combined with this inflationary moment proved unsurvivable for a number of theaters and damaging for many more.Are these challenges unique to theaters, or are they true of the nonprofit arts sector in general?Theater has some particular vulnerabilities — it’s a niche art form, and a lot of nonprofits pride themselves on developing new work, which means a show sometimes has a title or is by an artist that audiences don’t yet know. A bunch of people told me audiences want to be sure they’re going to have a good time before they set aside the time and the money, and that often means going to something that’s already established, versus something that is just being introduced to the world.Seventy-two interviews is a lot for one article. Do you envision this piece being the first in a series?I do have a tendency to be an overreporter, but I wanted to be confident that what we were reporting reflected a national pattern and wasn’t just an extrapolation from a handful of worst-case scenarios. I expect that a lot of my time this year is going to be spent thinking and writing about the economic challenges facing theaters in America.How do you balance the demands of daily news reporting with bigger-picture projects?I’m probably going to be doing fewer features about individual shows, while I focus on more of these stories about the health of the field, but I still want to write occasional pieces about artists and works of art. I think a mix of stories is what keeps a reporter sane.Do you anticipate doing a lot of that reporting in person?I hope so. A couple of days ago, I went to see “Evita” at American Repertory Theater outside of Boston, and over the weekend I went to see a play called “tiny father” at Barrington Stage Company in the Berkshires. On Thursday, I saw a production of “Fun Home” at the Studio Theater in Washington, D.C. I’m trying, to the extent I can, to see things outside New York. We need to pay more attention to nonprofit theaters and theaters outside New York — because there are real challenges in those places we need to be telling our readers about.What was the most surprising thing you learned while reporting this article?I was struck by how many theaters are now doing coproductions. It’s pretty dramatic: The Shakespeare Theater Company in D.C. had one coproduction out of six shows before the pandemic, and now at least five out of six will be coproductions this coming season. There’s also a lot of experimentation with collaboration, which is heartening. Theaters that once saw themselves either as competitors or just strangers are much more interested in finding ways to help one another.Your article touches on a number of potential solutions. Which seem most promising?There’s a coalition forming of theaters in Connecticut that is talking about whether the theaters might be able to share set-building functions. Those kinds of approaches might have promise. A lot of theaters are talking about the possibility of either more government assistance or for more foundations to take seriously the challenges facing this field. There’s a shared sense that box-office revenue, which has never been enough to sustain these organizations, is not going to be a primary part of the solution.How will we see an effect on Broadway, which depends on nonprofit theaters to develop material and support artists?The situation means less work for artists, actors, writers, directors and designers. Fewer shows are being staged, and those shows are often smaller and have shorter runs, which is a challenge both for the people who are already established in the field and the people who are seeking to enter it. There’s just less work to go around. More

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      New York’s Public Theater Lays Off 19 Percent of Its Staff

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      The institution, a titan among nonprofit theaters, is suffering from the combined effects of falling revenue and rising costs plaguing the arts world.The Public Theater, one of the nation’s most prestigious and successful nonprofit theaters, laid off 19 percent of its staff on Thursday as a financial crisis sweeps across the field.The move, which cost about 50 people their jobs, followed a 13 percent layoff at the Brooklyn Academy of Music and a 10 percent layoff at the Center Theater Group in Los Angeles.The Public, headquartered in Lower Manhattan and presenting work primarily Off Broadway, is by almost any measure a titan among nonprofit theaters — the birthplace of “A Chorus Line” and “Hamilton,” the originator and presenter of Free Shakespeare in the Park, and a creative anchor for some of the nation’s most influential dramatists.But the theater, like many others, is suffering from the combined effects of falling revenue and rising costs.“The economic headwinds that are attacking the American theater are attacking us, too,” Oskar Eustis, the theater’s artistic director, said in an interview. “Our audience is down by about 30 percent, we have expenses up anywhere from 30 to 45 percent, and we have kept our donor base, but it’s static. Put that all together, and you get budget shortfalls — big budget shortfalls.”Eustis said the Public would not shutter any programs beyond its previous decision to put its Under the Radar Festival, an annual program of experimental work, on indefinite hiatus.But Eustis said the Public would need to reduce the amount of theater it is staging in the short term — its next season, he said, will feature five shows at its Astor Place building, down from 11 in the last full season before the coronavirus pandemic. The traditional Shakespeare in the Park program will also not take place next year because its home, the Delacorte Theater in Central Park, will be undergoing a long-planned renovation, but Eustis said the company is seeking a way to present some Shakespeare at an alternate location (or locations) next summer.The theater’s executive director, Patrick Willingham, said the cuts would be spread across the company’s operations. “It’s a pullback in every department at every level,” he said.The Public currently has about 246 full-time positions, Willingham said. The company had a previous round of layoffs in 2021 as it tried to rebound following the pandemic closure of theaters, and it also had staff furloughs at the height of the pandemic. Willingham said this week’s layoffs were not a surprise to the staff because the need for spending cuts had been discussed internally for some time. “We’ve been really transparent with the employees over the course of this year,” he said. “We’ve been really clear that we were going to have to make reductions.”Willingham said the Public’s annual budget during the next fiscal year will be around $50 million, down from about $60 million before the coronavirus pandemic. He added that, thanks to federal pandemic relief funds and royalties from “Hamilton,” the theater is hoping it will not have a budget deficit during its current fiscal year, which ends next month, or the following fiscal year. “We’re making decisions that are actually trying to get ahead of what we’re seeing as this nationwide trend,” Willingham said, “so that we can get to a sustainable model we can rely on year after year.”Eustis, who is among the best-compensated artistic directors in the field, said he will cut his own pay by an unspecified amount — “I will be taking a significant reduction in salary,” he said — but that “nobody else would or should” have a salary reduction.He added that the Public remains committed to its Public Works program, in which amateur performers join professionals to put on musical pageants adapted from classic works, and its mobile unit, which presents Shakespeare in a variety of locations in and around the city, including at prisons and community centers.Eustis called the cuts “absolutely necessary to secure the Public’s security and future,” but also “tremendously sad and difficult.” However, at a time when some theaters are closing as a result of financial problems, Eustis said the Public is in no such danger.“This is not an existential crisis,” he said. “We are taking moves that mean that the Public’s existence and future will not be threatened. The Public will be here, and performing its mission, long past the time you and I are here.” More