The New Vic is a limited company and our stakeholders include three local authorities and the Arts Council, so once every two months or so we meet with the Trustees to report on what we’ve been doing and what we’re going to be doing.
I report on the artistic product – what plays we’ve done, and what the upcoming seasons are going to be, plus a briefing on what Borderlines and Educational work we’re doing.
The Managing Director reports on a wealth of other information – last night, it included progress on fundraising for the new building and the year’s finances.
The Head of Marketing reports on audiences, including box office figures and the various ways we keep in touch with audience members. The Board members, who have a wide range of experience between them (business, the law, the education sector, theatre) use the advantage of being able to see the wood for the trees to suggest other paths we might follow. It’s always a useful meeting, and the only forum in which the Managing Director and I might receive a pat on the back. But the meeting always happens at the end of a long day after a skipped supper, so I’m never at my best for them. I’m a morning person – which, in an industry populated by night owls, is rare but not always useful.
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