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					        Educational Outreach and
           Theatre Programs:

How Selected High School, University, and Regional
 Theatres in the Northeast Generate and Sustain
  Student Attendance at Theatre Performances
The Six Characteristics of the Marketing Plan include:

•The Mission/Vision of the Institution

•Programming of the Institution

•Funding of the Institution

•Market Strategies of the Institution

•Revenue Expense Budget of the Institution

•Potential Audience Base Addressed by
Marketing through the Educational Outreach of the
Institution
The Four Concerns of Educational Outreach include:

•The Advantages of Student Outreach for the
Producing Organization

•The Challenges of Student Attendance

•The Educational Value for Students

•The Plans for Educational Outreach and Marketing
General Survey; Questionnaire:
A base set of questions for these six organizations.
Educational Outreach and Marketing Questionnaire

1.What is the mission of your institution?

2.What is the vision of your institution?

3.What type of educational outreach programming does your institution
offer?

4.How is the educational outreach funded? Is this source of funding
  stable (economically)?

5.What is your institution’s marketing strategy for this educational
  outreach?

6.What potential audience base is generated by the educational outreach
  and marketing of your institution?
7.Why is educational outreach an important means of sustaining student
  audiences?


8.What are the current practices your institution applies to generate
  student attendance? How do these practices sustain your student
  audience base?


9.How are your marketing strategies for educational outreach different
  from your strategies for your general marketing plan?


10.How could knowledge of other institutions educational outreach
  practices enhance your institution’s development plan?
Institution Specific Survey
High School Questionnaire/ Interview Questions

How does your school generate support from:

•The district:

•School administrators:

•Parents:

•The community:

•Volunteers:
•How do the local and national educational mandates inform or
impact the performing arts component of your school?

•What special events does your school host annually?

•What student matinee opportunities does your school offer?

•Do you have samples of marketing plans, brochures, playbills, flyers,
posters, press releases that could be utilized in gathering research on
your school?

•What are the demographic statistics for your student population (i.e.
free/reduced lunch, racial percentage breakdown, special education,
other special populations)?

•Are there any other programs your school offers that you would like
the broader community to be aware of?
Institution Specific Survey
University Theatre Questionnaire/ Interview questions

•What are public school student needs when viewing a university
performance?

•What does the university student gain from this type of exposure?

•How does service to the community fit with the university mission?
It’s vision?

•How does audience development fit the theatre department's
marketing strategies?

•How can goals be met in regard to recruitment and audience
development?
•How does the university view outreach touring?

•Does the university prefer on campus student visitation to touring?

•Are these forms of outreach (touring/student visitation) used in
rotation? How do both forms of outreach serve the university
mission/vision?

•What are the demographic statistics for the student population on
your campus?

•What is the demographic makeup of the schools you serve with your
outreach program?

•Are there any other programs the university theatre offers that you
would like the broader community to be aware of?
Institution Specific Survey
Regional Theatre Questionnaire/ Interview questions

•What are public school student needs when viewing a performance
at your theatre?

•How does service to the educational community fit with your
institution's mission/vision?

•How does student audience development fit with the marketing
mix?

•What special events does your theatre host annually for students?

•What student matinee opportunities does your theatre offer?
•What student training/education programs act as a bridge between
your theatre and the Department of Education?

•What teacher training programs act as a bridge between your theatre
and the Department of Education?

•How does the alliance with the Department of Education strengthen
your audience base?

•What are the demographic statistics for your subscription audience?

•What is the demographic makeup of those schools you serve with
your outreach program?

•Are there any other programs your theatre offers that you would like
the broader community to be aware of?
High School Surveys
Six Characteristics of Marketing;
General Observations
In summary, both schools serve their primary mission of
educating their students academically.

Programming focuses on two areas. Both schools carry academic
programs that support the arts. Both theatre programs choose
family programming to sustain their theatre audience base.

Funding in public schools in Delaware is based in a unit-count
system. Both schools have line-item budget amounts for the arts
programs in their buildings. Both arts programs also seek private
sources of funding and granting.
Marketing follows a fairly traditional approach.
Both arts programs disseminate information to the public
through the local media to sustain their audiences. In addition,
the State of Delaware publishes district information online for
all Delaware public schools.

Revenue Expense budgets, as such, do not exist at the high
school level for arts programs.
CCSA has difficulty with transparency in its accounts, as noted in
chapter two. DHS has a transparent accounting system. This
transparent accounting system helps to finance the successive
DHS school arts season.

Potential Audience base varies between the two schools.
CCSA has an established parent producer who solicits return
audiences annually through a direct mailing.
DHS could benefit from this type of approach.
High School Surveys
Four Concerns of Educational Outreach;
General Observations

•An advantage for the producing organization cited by both schools is
student attendance at their performances. The schools view student
attendance as a means of sustaining their funding and programs.

•Main challenges to student attendance are transportation costs and
curriculum development for both schools. Both districts and schools
are working with Debora Hansen at the Department of Education to
enhance and sustain student participation and attendance in the arts.
•The educational value for the student emphasizes CCSA’s
educational outreach, which includes a yearly statewide audition
assessment. DHS’s educational outreach includes district touring of
elementary schools, which enhances the educational experience for
the performing high school student and the viewing elementary
student.

•Educational outreach marketing is similar in both schools. Each
school offers free showcases to their general student body in order to
solicit a broader community and to add to their marketability.

Overall, both schools seek to support and sustain student participation
and attendance at their fine arts events.
University Surveys
Six Characteristics of Marketing;
General Observations
Both universities serve their primary mission of educating the
students within the specified program of study.

UD/PTTP envisions its program’s mission as a creator of theatre
makers.

DSU envisions its developing program’s mission as an outreach to
the campus and surrounding community.
The programming of both universities carries courses and
programs that support theatre arts.

UD/PTTP has been in residence at UD from 1987- 2009. UD/PTTP
offers a full season (12) of theatre classics in repertory in three
facilities.

DSU is currently establishing a theatre and dance department.
The inaugural season was 2007-2008. DSU offers a season of two
to four productions in one facility.

Funding at UD/PTTP is sustained by the State of Delaware and
the season subscriptions campaign.

At DSU, funding is sustained by the State of Delaware and
administered by the University President’s Office.
Marketing has a separate director at UD/PTTP, Nadine Howatt. Her
graduate staff assists in marketing and with ticket sales.
At DSU, Carlos Holmes is the community development officer. He
works with Dr. Blakey to disseminate information to the campus and
community.

Budgetary information is not available from UD/PTTP.
Sanford Robbins did release ticket distribution information for 2006-
2007 and the early part of 2008- 2009.
DSU’s theatre chair, Dr. Blakey, provides proposed budgets for 2007-
2008 and 2008- 2009.
Transparency in revenue and expenses at both Universities might
provide a better view of each program’s success.

Potential audience is reported through the ticket sales distribution
printout from Ms. Howatt and records from Mr. Robbins at UD/PTTP.
At DSU, Dr. Blakey’s attendance tallies are approximate due to the
open admission policy for students on campus in order to encourage
student participation during the first season.
University Surveys
Four Concerns of Educational Outreach;
General Observations
Student attendance is a concern at UD/PTTP and DSU.

At UD/PTTP, the program encourages A.L.L. students, graduate, and
undergraduate students to attend. This is attempted by offering
courses to A.L.L. and by disseminating information online to the
graduate and undergraduate community.

At DSU, the open admission policy at campus events 2007- 2008
generates student attendance for year one of the program.
Challenges of student attendance exist on both campuses due to the
lack of knowledge of the theatre programs on the part of the general
graduate and undergraduate populations.

Both theatre programs primarily serve the needs of their enrolled
students. This is an insular approach thus there is a need to establish
a means of serving all the students on campus.

For example, if UD/PTTP English and undergraduate theatre courses
and the College of Fine Arts and the College of Education at DSU,
were to have an attendance requirement, it might enhance student
attendance.
Educational Value for the Student outside of the PTTP program
seems to carry little weight at UD/PTTP. There is currently no
interest in developing programs with The Department of
Education (DOE).
At DSU, Dr. Blakey envisions the College of Education and the
Department of Theatre and Dance joining forces to work with DOE
and Debora Hansen.


Educational Outreach for K-12 is not within the mission or vision
for PTTP. DSU seeks to develop educational outreach at all levels
to sustain their undergraduate, graduate, K-12, and senior
student audience populations.


Both universities seek to sustain student attendance at campus
productions.
Regional Theatre Surveys
Six Characteristics of Marketing;
General Observations
Both theatres serve their primary mission and have a focus on
providing curriculum-aligned productions for their student audiences.

Both theatres offer student matinees as part of their programming.
This assists them in sustaining their operations and generating a
student audience.

Both theatres also work in tandem with First State Children’s Theatre
to offer productions with curricular alignment, which will engage the
younger K-5 audience.
Funding for both theatres is received from local, regional,
corporate, and private donors.

DTC has foundation and national support in addition to the
sources listed above.

TSC has sponsorships from Wesley College and DSU. As such,
these institutions of higher learning have become shareholders
in the development of TSC.
Marketing is both traditionally based and includes online
networking.
Both theatres have a season subscription brochure and contact
subscribers and educators through the use of list-serves, emails,
direct mailings, and through local media outlets.

Both theatres have revenue expense budgets and disclosed
available information to this researcher.
DTC provides an Educational Revenue Expense Budget.
TSC provides a full Revenue Expense Budget for 2007-2008 and
the first month of 2008-2009.

Both theatres track potential audience base.
DTC has three staff members to track ticket distribution and
student attendance.
TSC has three staff members to track ticket distribution and
student attendance. The Managing Director at TSC has
particular focus on responding to student feedback from the
productions.
Regional Theatre Surveys
Four Concerns of Educational Outreach;
General Observations

Both theatres view student matinees and student participation as
an advantage to their producing organization and a means to
generate and sustain this demographic in their audiences.


Both theatres also feel the challenge of student attendance
includes transportation costs and are concerned with curriculum
development and alignment to the Department of Education
(DOE).
To enhance the educational value for the students, both
theatres develop units with DOE to ensure that value for the
visiting students.
DTC has a UBD unit lesson on playwriting under review with
DOE. TSC utilizes the UBD unit lesson from Scrooge! along
with lesson plans from First State Children’s Theatre and
Ballet Theatre of Dover.
Both theatres view alignment with DOE as beneficial to their
student programs and attendance.


Both theatres utilize educational outreach as a means to
generate and sustain their student audiences. Both theatres
offer student matinees and market those matinees through
brochures, flyers, and by enlisting visiting production
companies, which offer additional curriculum development.
Both theatres view their educational programs as quality
programs offering high educational value for visiting students.
Table 5. 20   Survey Responses
                                                             CCSA       DHS         UD/PTTP   DSU        DTC        TSC


General Survey: Oral Interview              16 respondents   DeVito     Emmons      Howatt    Blakey     Conway     Kerstetter


                                                             Garrison   MacMurray                        Stradley   Connor
                                                             Fawcett                                     Bish       Parks


                                                             Donohue                                     Gaffney



Institutional Survey: Oral Interview        2 respondents                           Howatt    Blakey




General Survey: Electronic Response         4 respondents               Montano     Howatt    Blakey
                                                                        Emmons




Institutional Survey: Electronic Response   4 respondents               Montano     Howatt    Blakey
                                                                        Emmons




Written Response                            3 respondents                                     Blakey                Kersetter


                                                                                              Breasure




Additional Emails                           12 respondents   Donohue    Lynn        Howatt    Parks      Schloss    Kerstetter


                                                                        Emmons      Robbins              Stradley   Connor


                                                                                                         Gaffney    Parks
Table 5.14: Six Characteristics of Marketing
Graphic Display; All Six Institutions
Table 5.15: Advantages of Student Outreach
Table 5.16: Challenges of Student Attendance
Table 5.17: Educational Value for Students Attending
Table 5.18: Current Plans for Educational Outreach
                    Conclusions

As the theatre and the arts are clearly subjective fields,
it is necessary to temper experiential and anecdotal
information gathering with hard data collection, such as
marketing samples, ticket sales distribution, and
budgetary information.

It is not always easy to produce objective data to
support subjective viewpoints.
    The Six Marketing Characteristics
might act as objective support and clarify
how the six institutions work toward the
aim of generating and sustaining an
audience.
The subjective methodologies for generating
and sustaining an audience encourage human
and social networking, technology-based social
networks, and genuinely knowing the student
patrons “3-103.”
The gathered data support the initial
premises of generating and sustaining
student audiences through the programs
of these institutions.
     All six institutions contend it is
    necessary to have some form of
    student participatory activity in
order to educate and grow an audience.
In regard to sustaining student audiences

CCSA, UD/PTTP, DTC, and TSC have direct mailing
campaigns and season subscription brochures along
with advance notice on upcoming season events.

DHS and DSU see the need to develop these forms of
marketing and are creating those development
pieces.
        Overall, the data indicate


Traditional student (K-12) participation
and attendance is instrumental to
generating audiences at the high school
and regional theatre venues in the State
of Delaware.
The university theatre would like to attract
more undergraduates to their audiences. This
is the traditional student audience at this
educational level. Both universities attract
the non-traditional student through the
Academy of Lifelong Learning at UD/PTTP
and through the Modern Maturity Center at
DSU.
As theatres at any level strive to develop
student matinees, a more encompassing
definition of student might include the
traditional K-12 student, undergraduate
and graduate students, young professionals
with an avocation for theatre, and lifelong
learners.

This broader definition assists those
institutions as they seek to develop
educational outreach programs for student
participation and attendance.
Addressing the K-12 population, the
undergraduate and graduate population, the
young professional’s population, and lifelong
learner’s population simultaneously might
increase audience development for each type
of institution and thus sustain the audience
base.
Thank You

				
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