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Topics - SMrose

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Stage Management: Plays & Musicals / SHOWS: Matilda The Musical
« on: Sep 02, 2019, 01:08 pm »
Hello SM friends,

Has anyone done Matilda the Musical? Went to BTDT but Matilda didn't show up in the search.  Wondering if the magic chalk board scene really can be accomplished with a large piece of chalk with a metal insert and a magnet on the back of the board? The chalk has to write a few sentances that the audience needs to be able to see.  (I'd prefer video image of this myself.) I'm helping with some advice on the show.

Thanks in advance for any help you can offer.

Edited to add topic tag- Maribeth

Job Postings / Executive Director
« on: Nov 18, 2017, 01:38 pm »
The Newton-Conover Auditorium Authority located in Newton, NC, is seeking an Executive Director to manage its auditorium, gallery and NewArt School.  The venue operates as a non-profit 501-C-3 and is governed by a Board of Directors. It is not only a rental facility to the community and local school districts, but produces and co-produces programming for youth and adults.  It is home to the NewArt School which currently offers music lessons, voice lessons, master classes and pottery.  The gallery is used to host events as well as exhibits of established and up-and-coming artists.

Please visit our website for mission statement, history and more. www.

Please read the following job duties and qualifications.  Cover letter and resume may be emailed to:  No phone calls please. Please do not contact me by PM through smnetwork. No relocation reimbursements. Job opening closes December 03, 2017.

The Executive Director is the key management leader of the Newton-Conover Auditorium Authority. The Executive Director is responsible for overseeing the administration, programs and strategic plan of the organization. Other key duties include fundraising, marketing, and community outreach. The position reports directly to the Board of Directors.


1) Board Governance: Works with board in order to fulfill the organization mission.
•    Responsible for leading the Newton-Conover Auditorium in a manner that supports and guides the organization’s mission as defined by the Board of Directors.
•   Responsible for communicating effectively with the Board and providing, in a timely and accurate manner, all information necessary for the Board to function properly and to make informed decisions.
2) Financial Performance and Viability: Develops resources sufficient to ensure the financial health of the organization.
•    Responsible for the fiscal integrity of the Newton-Conover Auditorium to include submission to the Board of a proposed annual budget and monthly financial statements, which accurately reflect the financial condition of the organization.
•   Responsible for fiscal management that generally anticipates operating within the approved budget, ensures maximum resource utilization, and maintenance of the organization in a positive financial position.
•   Responsible for fundraising, grant applications and developing other resources necessary to support the Newton=Conover Auditorium’s mission.
3) Organization Mission and Strategy: Works with board and staff to ensure that the mission is fulfilled through programs, strategic planning and community outreach.
•   Responsible for implementation of Newton-Conover Auditorium Authority’s programs that carry out the organization’s mission.
•   Responsible for strategic planning to ensure that Newton-Conover Auditorium can successfully fulfill its Mission into the future.
•   Responsible for the enhancement of Newton-Conover Auditorium Authority’s image by being active and visible in the community and by working closely with other professional, civic and private organizations.
4) Organization Operations. Oversees and implements appropriate resources to ensure that the operations of the organization are appropriate.
•    Responsible effective administration of Newton-Conover Auditorium Authority operations.
•   Responsible for the hiring and retention of competent, qualified staff.
•    Responsible for signing all notes, agreements, and other instruments made and entered into and on behalf of the organization.
Professional Qualifications:
•   A bachelor’s degree, Master’s or Master in Fine Arts in the following disciplines: Theatre, theatre administration, non-profit business administration or a similar field
•   Transparent and high integrity leadership
•   Five or more years senior nonprofit management experience
•   Solid, hands-on, budget management skills, including budget preparation, analysis, decision-making and reporting. Proficient knowledge in QuickBooks accounting program(s)
•   Strong organizational abilities including planning, delegating, program development and task facilitation
•   Ability to convey a vision of the Newton-Conover Auditorium Authority’s strategic future to staff, board, volunteers and donors
•   Knowledge of fundraising strategies and donor relations unique to nonprofit sector
•   Skills to collaborate with and motivate board members and other volunteers
•   Strong written and oral communication skills
•   Ability to interface and engage diverse volunteer and donor groups
•   Demonstrated ability to oversee and collaborate with staff
•   Strong public speaking ability
Actual Job Responsibilities:
1.    Planning and operation of annual budget.
2.    Establishing employment and administrative policies and procedures for all functions and for the day-to-day operation of the nonprofit.
3.    Serving as Newton-Conover Auditorium Authority’s primary spokesperson to the organization’s constituents, the media and the general public.
4.    Establish and maintain relationships with various organizations locally and throughout the state and utilize those relationships to strategically enhance Newton-Conover Auditorium Authority’s Mission.
5.    Report to and work closely with the Board of Directors to seek their involvement in policy decisions, fundraising and to increase the overall visibility of the organization throughout the local community and State.
6.    Supervise, collaborate with and organization of staff.
7.    Strategic planning and implementation.
8.    Oversee organization Board and committee meetings.
9.    Oversee marketing and other communications efforts.
10.    Implement rental contracts and follow through on client and self-produced events.
11.    Review and approve contracts for services.
12.   Supervise high profile and other events.
13.    Other duties as assigned by the Board of Directors.
$36,000 to $40,000 per year commensurate with experience. No benefits package. No calls, please.  Email cover letter and resume to  Job opening closes December 03, 2017.

The Green Room / Forwarding previous information in emails
« on: Jun 18, 2013, 11:02 am »
Hello all.

I had this happen to me very recently: A theatre administrator sent me an email about a tour date with all the previous emails included.  One of the previous emails (not from the administrator) was not very encouraging about the show.

Here is my question to you all: Is it necessary to forward all the information from previous emails that may or may not pertain to the specific subject of the email (i.e. "tour dates")?  If there are negative comments that don't pertain to the subject, should they be omitted?  Should the sender just start a new email if all the previous emails don't effect the subject in the header?

I personally check previous emails that are being forwarded and I am very careful of how I word things since people do tend to forward email on.

The Hardline / AEA and The Regional Theatre Movement
« on: Oct 15, 2012, 08:02 am »
Here's an article about Equity and Regional Theatre--part of an on-going series of articles celebrating AEA at 100 years old!

I've been an audience member when a phone went off in an elderly lady's purse and she couldn't hear it.  The actors kept going and an usher finally got to the lady and asked if he could remove her purse from the house. She thankfully allowed the purse and usher to leave the auditorium.

Has anyone read or seen this video of a Broadway play interupted and what the actors did?

Here's a link to the video of Jackman and Craig in A Steady Rain

 Link removed

I wanted to start this thread after what happend to me this past weekend.  I substituted for a crew member in a community theatre and was floored by how rude the stage managers were!  There were no time calls to cast nor crew before the show nor at intermission (in fact, I never saw either of them come down and walk the stage ever!!).  The "calling" SM put on his headset w/ the mic on--you know, that awful clanking in your ear that happens when some one does this.  I asked that he turn off his mic when doing that and he laid into me--"hush up" which later became "shut up".  Now... I've only been an AEA SM since '82 and IATSE stg hand since '98...hmmm..and I must say that his calls were horrible.  He would combine his Warns & Stand-Bys, "Warning and Stand By for curtain"---uhhh...which is it?.... Leave us waiting on the cue way too long, call stuff at the wrong time if at all, didn't know what a scrim was so never called it that (he refered to it as a black drop which I figured out after the 2nd scrim cue).  I got a lot of the real cues from the actors---there's a lot of no confidence in the SM team on their part---and just ignored the SM's barbs--they didn't  turn off the headset mic while talking bad about me---until we got to an important cue and he was apparently calling it w/ the mic off.  Once again, the cast told me, "this is the cue...GO".
My point is that I've been places where if a stg mgr did this, the crew would have walked off the show or would have found other ways to make your life miserable.  I know these two don't realize how important it is to take care and be nice to your crew.  I've been in reverse situations as SM where the crew was really not very pleasant and my choices were: 1) act like them and not be nice back or 2) kill them with kindness.  #2 always seems to work. A not nice crew turns into very nice quickly and appreciates the fact that I brought donoughts and wait while they take forever to relamp a fixture. Before the day's out, they're giving me pointers on stage craft and going above and beyond the call.
It takes a certain temperment to be a good SM...and I went through a learning curve of thinking I was "all that" until I learned the crew is very valuable and can't run the show (fly rail, deck cues, prop hand offs, quick change dresser and lights) all by yourself.
My vindication from the other night was that the SM team missed important cues and the show was not tight--they spent time chatting in the booth rahter than paying attention to the show.  The SM's knew this, knew I knew this AND theatre mgmt is very aware of this.
Take good care of your crew and sing their praises often!

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