An in-depth case study documenting Boston-based The Theater Offensive’s progress through the Innovation Lab for the Performing Arts. The company successfully hosted a national alliance for emerging queer theatre groups, and grappled with the challenge of simultaneously hosting a national network alongside local programs.
An in-depth case study documenting The Theater Offensive’s ambitious project to host a national network to support queer youth theater organizations in North America.
An in-depth case study about The Porch Project, an experimental community engagement project on “radical slowness” by the Chicago-based Jane Addams Hull-House Museum.
An in-depth case study documenting the journey of Alternate ROOTS, a regional arts and social justice organization in the South that entered EmcArts’ Innovation Lab for Arts Development Agencies in 2013 to rethink and test new membership structures.
La Jolla Playhouse offers an annual subscription series of six new plays, re-imagined classics, and musicals to over 100,000 patrons in San Diego County and Southern California. In their Arts Innovation Fund project, they created Theatre Without Walls (WoW), a site-specific initiative designed to remove the physical limits of typical performance venues by immersing audiences in theatrical work in a variety of community settings.
An in-depth case study documenting the successes of Latino New South, a collaborative innovation between Levine Museum of New South, the Atlanta History Center, and the Birmingham Civil Rights Institute. These three organizations entered EmcArts Innovation Lab for Museums with the intention of making their programs and institutions more resonant with, and responsive to, the fast-growing Latino communities in their respective cities.
With the goal of redefining roles and division of labor in arts organizations, ICE created a new organizational structure in which ensemble members act as “Artist Partners” who lead and manage the organization. This new structure eliminates traditional silos between artistic and management functions, strengthens curatorial capacity, gives ensemble members more decision-making power, and supports creativity.
Beck Center for the Arts, located in the western Cleveland, OH suburb of Lakewood, presents a variety of plays and musicals on two stages and offers more than 200 classes, lessons and programs in the arts. They entered the Innovation Lab process with the goal of finding inventive ways to broaden and deepen their community connections.
Geva Theatre Center embarked on a Patron/Playwright Experiment to catalyze direct, personal relationships between their patrons, playwrights, and staff.
Cleveland Public Theatre and members of the Latino community formed Teatro Publico de Cleveland, an amateur ensemble theater company that created space for meaningful dialogue and new, powerful performances.
In order to invigorate their renewed vision of service and community partnerships, San Francisco Symphony developed Community of Music Makers, a platform of activities designed to support, encourage and sustain amateur music-making by adults in the Bay Area.
Woolly Mammoth Theatre Company’s recent “Connectivity” strategy is an example of how an organization’s founding motivations and culture can evolve over time to encourage innovation.
An underutilized theater, The Jones, becomes the testing ground for new nontraditional ways of using technology and engaging audiences for Denver’s largest professional theatre company.
BAM planned and piloted programs for their new facility, BAM Fisher, to connect with Brooklyn’s creative community.
Working together, Casita Maria and Dancing in the Streets are investigating the artistic legacy of the South Bronx.
Chimpanzee Productions created a touring multimedia event and online portal to share hidden history contained in family photo albums.