American Shakespeare Center

Stauton, VA   |  www.AmericanShakespeareCenter.com

Mission

To recover the joys and accessibility of Shakespeare's theatre, language, and humanity by exploring the English Renaissance stage and its practices through performance and education.

Ruling year info

1990

Artistic Director

Mr. E. Brandon Carter

Main address

20 South New Street, 4th floor

Stauton, VA 24401 USA

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Formerly known as

Shenandoah Shakespeare Express

EIN

54-1487955

NTEE code info

Theater (A65)

Education N.E.C. (B99)

Performing Arts (A60)

IRS filing requirement

This organization is required to file an IRS Form 990 or 990-EZ.

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Communication

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Programs and results

What we aim to solve

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Our programs

SOURCE: Self-reported by organization

What are the organization's current programs, how do they measure success, and who do the programs serve?

On Stage: Blackfriars Playhouse

Our home base is the world's only re-creation of Shakespeare's indoor theatre. Since opening in 2001, the Playhouse has welcomed 914,624 guests to 5,606 performances. Each year we produce up to 14 productions over 5 seasons featuring 3 Distinct Companies

Population(s) Served
Adults
Families

The American Shakespeare Center is an international home for the study of Shakespeare in performance. We provide programs for learners of every age through ASC Theatre Camp, a college preparatory summer program for young adults; workshops for all age groups, to fit the needs of schools, corporate environments, or community groups; a flexible educational residency module for high schools, colleges, and universities; a No Kidding Shakespeare Summer Camp for adults; Teacher Seminars for educators at all levels of instruction; the design, publication and distribution of study guides; student matinees; Leadership Seminars for companies from Fortune 500's to entrepreneurs; and so much more.

Population(s) Served
Adults

Camp: Our immersive theatre camp, housed on Mary Baldwin University's campus, hosts up to 80 teens each year across two 3- week sessions.
Teacher Training: Educators trained throughout the year at a teacher seminars cure "Shakesfear" in hundreds of students every year.
Corporate Leadership: Established and emerging leaders grow in confidence and collaboration by exploring the art of persuasion, spoken and unspoken, in Shakespeare's characters.
Student workshops: Led by experts at home or on the road, our workshops cover everything from stage combat to unraveling Shakespeare's text.
Cosortium: Our collegiate consoritum strengthens the study of Shakespeare nationwide through a mutual exchange of study and performance.
Archives: students and scholars can mine over 30 years of production history- online, at Washington & Lee University, and in Staunton.

Population(s) Served
Adults

Where we work

Goals & Strategy

SOURCE: Self-reported by organization

Learn about the organization's key goals, strategies, capabilities, and progress.

Charting impact

Four powerful questions that require reflection about what really matters - results.

In the long term, ASC aims to undergo transformational growth in order to fully realize our potential as Shakespeare's American Home, and eventually build a re-creation of the Globe Theatre as it was rebuilt in 1614.

To succeed, we must refine and enhance a sustainable infrastructure as well as expand earned and contributed revenue to invest in the organization's people and mission-centric programming and prepare for transformational growth.

In 2015 ASC developed a comprehensive five-year Strategic Plan to address these long term priorities. In the Strategic Plan we lay out the following goals:

1) Create fundraising that drives the transformational expansion of the American Shakespeare Center, Shakespeare's American home.

2) Be an international beacon for people of all backgrounds to experience the joy and accessibility of Shakespeare.

3) Make Shakespeare's American Home a center whose people ensure its excellence.

4) Expand our premier position in the world of theatre and education through programming excellence and our ongoing commitment to Shakespeare's staging conditions.

The strategies associated with each of these goals are as follows:

Goal: Create fundraising that drives the transformational expansion of the American Shakespeare Center, Shakespeare's American home.

Strategies:
• Develop and implement a transformational funding plan to support fully transformational project(s) within this strategic planning period.
• Develop and implement a plan for resource development to increase contributed income to $1.25M by the end of FY20.
• Increase board leadership and engagement in achieving the funding goal of the ASC.
• Grow earned revenue by $1M over FY14 by the end of FY20.

Goal: Be an international beacon for people of all backgrounds to experience the joy and accessibility of Shakespeare.

Strategies:
• Define, build, and deploy the brand of the American Shakespeare Center in regional, national, and international settings.
• Build and strengthen strategic partnerships with Mary Baldwin College and other local, national, and international governmental, educational, and cultural institutions.
• Discover and recruit new audiences resulting in a 15% increase in attendance in FY20 over FY14.
• Retain and develop current audiences resulting in an increase in returning patrons by 500 households for FY20 over FY14.
• Serve 80% repeat Touring venues and 20% new venues by end of FY20 (2020/21 tour).
• Target special populations with inclusive Education programming with four events per year and grow retention to a minimum of 40% of repeat customers across all programming by FY20.

Goal: Make Shakespeare's American Home a center whose people ensure its excellence.

Strategies:
• Develop and manage a corporate structure that attracts, retains, and inspires talented performers, educators, administrators, and employees.
• Create and implement a leadership succession plan.
• Define and implement structure for the Board that best helps the organization achieve its goals

Goal: Expand our premier position in the world of theatre and education through programming excellence and our ongoing commitment to Shakespeare's staging conditions.

Strategies:
• Map the future of ASC's leading edge programming and build the infrastructure to support it.
• Create high-quality, accessible, new performances, educational programming, and transformational projects inside and outside of Shakespeare and his contemporaries that take advantage of Shakespeare's staging conditions.
• Improve and maintain infrastructure to support Shakespeare's staging conditions.

Our capabilities are varied and numerous, and include the following:

- a committed Board of Directors to lead us through this period of growth;

- expanded, experienced staff capacity to support new activities;

- the support of the Staunton/Augusta/Waynesboro community we call home;

- dedicated fans, donors, and institutional funders; and

- regular grants from the Virginia Commission for the Arts, the National Endowment for the Arts, and other state and federal partners.

Over the course of our 28 year history, we have accomplished so much: built the Blackfriars Playhouse in 2001, toured across the country and around the world, developed the one-of-a-kind Actors' Renaissance Season, more than doubled tourism spending in Staunton over the first 14 years of the Playhouse, expanded the breadth and depth of Shakespeare Study Guides available to educators, improved and enhanced educational programs...and more.

We have expanded our team to include 50+ talented artists, educators, and administrators, but must continue our work to develop and manage a corporate structure that attracts, retains, and inspires such individuals. For example, we have not yet reached our goal of paying all actors, regardless of union status, the minimum salary required by union contracts.

We have not yet built a re-creation of the Globe Theatre in America; and we have not yet built a platform for modern, living playwrights to explore large cast, bold, expansive plays on our stage, using our staging conditions.

We are inspired and dedicated to achieving these and many other goals to expand the reach and impact of our mission.

Financials

American Shakespeare Center
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Operations

The people, governance practices, and partners that make the organization tick.

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Connect with nonprofit leaders

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  • Analyze a variety of pre-calculated financial metrics
  • Access beautifully interactive analysis and comparison tools
  • Compare nonprofit financials to similar organizations

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American Shakespeare Center

Board of directors
as of 5/2/2022
SOURCE: Self-reported by organization
Board co-chair

G. Rodney Young II

Timberlake Smith

Term: 2018 -


Board co-chair

Kimberly West

Wallace, Jordan & Brandt

Term: 2021 -

Ralph Cohen

Director of Mission and Co-Founder, American Shakespeare Center

Paul Beers

Attorney, Glenn, Feldmann, Darby & Goodlatte

G. Young

Timberlake Smith

Marc Conner

Provost and James Ballengee Professor of English, Washington and Lee University

Clifford Garstang

Author

Richard McPherson, III

Cyber Security for Google

Kimberly West

Attorney, Wallace, Jordan, Ratliff, & Brandt LLC

Kerry Kissa

Teacher

Davidson Perry-Miller

Real Estate

Myron Steves, Jr.

Insurance Broker

Nancy Kyler

Immediate Past President, American Medical Association Foundation

Pamela Macfie

Sewanne: The University of the South

E Carter

American Shakespeare Center

Carol Innes

American Shakespeare Center

Kenneth Vennable

Chairman of the Board at Staunton School Board

Tynisha Willingham

Interim Provost and Chief Academic Officer at Mary Baldwin University

Joanne Gabbin

Director, Furious Flower at James Madison University

Pamela Friedman

Board leadership practices

SOURCE: Self-reported by organization

GuideStar worked with BoardSource, the national leader in nonprofit board leadership and governance, to create this section.

  • Board orientation and education
    Does the board conduct a formal orientation for new board members and require all board members to sign a written agreement regarding their roles, responsibilities, and expectations? No
  • CEO oversight
    Has the board conducted a formal, written assessment of the chief executive within the past year ? No
  • Ethics and transparency
    Have the board and senior staff reviewed the conflict-of-interest policy and completed and signed disclosure statements in the past year? No
  • Board composition
    Does the board ensure an inclusive board member recruitment process that results in diversity of thought and leadership? No
  • Board performance
    Has the board conducted a formal, written self-assessment of its performance within the past three years? No

Organizational demographics

SOURCE: Self-reported; last updated 5/2/2022,

Who works and leads organizations that serve our diverse communities? GuideStar partnered on this section with CHANGE Philanthropy and Equity in the Center.

Leadership

No data

Race & ethnicity

No data

Gender identity

No data

 

No data

Sexual orientation

No data

Disability

No data