In early January 1993, the American Repertory Theatre (ART), artistic director Robert Brustein and managing director Robert Orchard were concerned about the financial situation of art. The main sponsors of the government announced a plan to dramatically reduce and possibly eliminate their annual support. These threats have raised the specter of declining resources, which could undermine the continued ability of art to realize its ambitious but costly, artistic vision. In 13 years, the annual budget of the arts has grown from just over $ 1 million to nearly $ 6 million, with a significant increase in labor income, the support and donations. Given the deteriorating outlook helped support in 1994, Brustein and Orchard faced with a limited set of options, each of which is likely to restrict the freedom of creativity Brustein and Orchard valued so highly, and any of which could alienate loyal but demanding audience that ART was so carefully cultivated, damaging its hard-won reputation and undermine progressive image that appealed to national sponsors. When they met to complete the planning of the program and budget for the 1994 season, Brustein and garden becomes increasingly difficult to find new sources of income to offset the reduction in expected. The case points, in particular, how the mission and strategy of the elections are carried out through policy and resource allocation. "Hide
by James A. Phills, Ed Martenson, Gregory Scott Source: Stanford Graduate School of Business 18 pages. Publication Date: June 4, 2003. Prod. #: SI16A-PDF-ENG
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