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Organization DBA StageSource
Former Names --
Organization received a competitive grant from the Boston Foundation in the past five years Yes


Mission StatementMORE »

StageSource provides leadership and services to advance the art of theater in the Greater Boston and New England regions.  Our mission is to unite theater  artists, theater companies, and related organizations in vision and goals that inspire and empower our community to realize its greatest artistic potential.

Mission Statement

StageSource provides leadership and services to advance the art of theater in the Greater Boston and New England regions.  Our mission is to unite theater  artists, theater companies, and related organizations in vision and goals that inspire and empower our community to realize its greatest artistic potential.

FinancialsMORE »

Fiscal Year Oct 01, 2015 to Sept 30, 2016
Projected Income $241,718.00
Projected Expense $237,623.00

ProgramsMORE »

  • Circle of Friends and StagePage
  • Community Development
  • Diversity & Incluson Initiatives
  • Workforce Development

Revenue vs. Expense ($000s)

Expense Breakdown 2015 (%)

Expense Breakdown 2014 (%)

Expense Breakdown 2013 (%)

For more details regarding the organization's financial information, select the financial tab and review available comments.


Mission Statement

StageSource provides leadership and services to advance the art of theater in the Greater Boston and New England regions.  Our mission is to unite theater  artists, theater companies, and related organizations in vision and goals that inspire and empower our community to realize its greatest artistic potential.

Background Statement

Founded in 1985, StageSource is dedicated to the advancement of the art theater in the Greater Boston and New England regions. We are the central source of information, education and communication for a diverse and geographically spread out community. Our membership includes over 1800 individual theater artists and over 250 theater organizations, schools, casting agencys, and other organizations that support the sector. 


StageSource provides information, initiatives and resources to established and emerging theater artists and organizations in the areas of employment, professional development and institutional growth. Our online database is the major listing of local talent for theater companies, casting agents and other job providers. Our e-mails, auditions and job fairs are the primary source for audition and employment information. Our training programs help artists new to the area or the profession navigate the industry. We create a web of support and facilitate conversations about issues of importance for the theater sector.

Impact Statement

Past Year
-Launched a second series of workshops (in addition to Basic Training: Building Your Administrative Core) called Creative Campaigns. Creative Campaigns are one day or night workshops focused on a specific topic, with a model of planning and implementation that has been designed by StageSource. Both series are designed for artists and founders of small companies to build their administrative skill set.
- Continued the work with our task forces: New England New Play Alliance, Gender Parity Task Force, and Space Task Force. Reports were issued by New England NPA on attendance, and a Spotlight on Gender Parity. We are adding an inclusion initiative to the mix this spring.
- The move to a new membership management platform has allowed us to rethink our business model. We are still working on finding more ways to leverage the capabilities of the system, and serve our members better. We continue to connect theater artists with theater companies and casting agents through StageSource’s online database, job fairs, and auditions.
 - With the Arts & Business Council and MASSCreative, hosted a series of think tanks about the role of arts service organizations in the sector, and our role in strengthening the field. We continue to hone the list of initiatives, and find funding to explore them more fully.
--We held our biennial conference at the Boston Opera House last June. Over 250 people attended.
Current Year
- StageSource is celebrating its 30th anniversary. We are hosting a rolling anniversary party, being hosted by member organizations for "StageSource Nights". We will have an event in the fall to celebrate our founders, and look ahead. We are also raising funds around the anniversary.
- Continue to explore earned revenue opportunities while building our fundraising infrastructure. We have one partnership that we are exploring that could bring in a solid revenue stream.
- Continue to advocate for our members regarding space, funding, support, and media attention.

Needs Statement

Capacity Building -- In order for StageSource to do the work we are capable of doing, connecting the theater community, we need to build our capacity. Funding support for service organizations is challenging. Unrestricted operating funds would make a significant difference.

Task Force Impact--StageSource supports several initiatives that have impact, but could have much more with support. Our Gender Parity Task Force is working on equity issues in the field. Our New Play Alliance supports new work, and playwrights. Our A11Y Initiative supports Deaf artists and audience members with innovative programming. We are creating real change, and having real impact.

Mentoring Programs – StageSource’s e-mail notices, job fairs and informational programs are the main source of information for our theater community. How can we increase the impact with a program?

Collaborations -- How can we help foster meaningful collaborations between our members? Or between theater and other fields? Or between ourselves and other sectors?

Staffing – StageSource accomplishes all its current activities with only 2.5 staff members. Although we have many ideas for new ways to assist our community, we are limited by the number of man hours we can spend on programs, member services, administration and fundraising.

CEO Statement

   Our current Boston theater community dates to the arrival of the regional theater movement in Boston just over 30 years ago. Prior to that, Boston audiences supported some commercial, community and college theater, but not non-profit theaters in a significant way. In the three decades since, the Boston theater community has flourished in both depth and breadth. As the community has grown, so has the areas covered by StageSource. We support commercial, community, college, and non-profit theater and theater artists in Greater Boston and throughout New England.

   The theater community has flourished, but it still has pressing unmet needs. Changes in audience buying patterns, decreases in funding, shifts in arts media coverage, and navigating new technology and its impact on theater--all of these are stress points for the sector. These are particularly acute for the mid-sized, small and fringe theaters which have tight budgets. As the service organization for the sector, StageSource provides a web of support for our members throughout New England. In addition to our database and communications, we produce annual auditions, a job fair for administrators and technicians, professional development classes, mentoring programs, a community room with over 2000 scripts and a strong online and social media presence. We actively support our entire community while exploring new models for in which it can flourish.
   StageSource has been a cornerstone of the Greater Boston and New England theater community for thirty years, is still going strong and will continue to with the support of those who are concerned about the health of the arts in Boston and its impact on our community.

Board Chair Statement

For over 30 years StageSource has been a vital resource to the theater community in the Greater Boston area, and throughout New England. I am a self-employed consultant, providing strategic and marketing advice to nonprofit arts organizations. I have been President of the Board of StageSource since the fall of 2014.
I first joined the Board of StageSource in 2007 because it gave me the chance to be involved and helpful to the theater community as a whole, rather than becoming involved with just one or two companies. I believed then — and believe now — that the great strength of this community is the number a variety of people and institutions who make up the theater scene, and that StageSource provides services that enable that community to work together for the greater good — that the whole in this case is definitely greater than the sum of its parts.
The things that I find valuable and exciting about StageSource include …
Creates community: StageSource provides ample opportunities for members of the theater community to come together and get to know each other, to collaborate on projects, exchange information, and generally feel the camaraderie of being part of a vibrant, vital community of artists.
Provides services: StageSource provides services that no single theater company could easily provide on its own — and shouldn’t have to. Imagine if each theater company had to provide its own auditions, and each actor would have to audition 25 or 30 times and still might not be seen by many important companies!
Amplifies our voices: StageSource is able to bring together people to address issues of significance like gender parity, access for the disabled, and affordable space that, again, no single theater company could reasonably be expected to tackle as effectively or comprehensively. 
Builds capacity: Through its professional development workshops, job fairs, and other activities, StageSource connects people with the skills and contacts they need to find work in their chosen field.
At this juncture, the key challenge facing StageSource is resource constraints. The organization has two highly capable and hard-working staff people — but they are only two people. Our vision for the future is to continue to grow our membership, both individual and institutional; to offer an even wider range of essential programs and services; and to ramp up our efforts to be a collective voice for the important issues facing the sector.
In the past the organization has attempted to augment staff by using Board members and other volunteers to take on projects, but this approach has limitations. Our Board is made up entirely of people working in the field, either as individuals or with organizations, and although their guidance is essential, the amount of time they can devote to projects is finite. As we enter our fourth decade, we recognize that staff size is our biggest challenge, and hope that we can rectify this situation.
Janet Bailey
President, StageSource Board of Directors

Geographic Area Served


Organization Categories

  1. Arts,Culture & Humanities - Arts Services
  2. -
  3. -

Independent research has been conducted on this organization's theory of change or on the effectiveness of this organization's program(s)



Circle of Friends and StagePage

The Circle of Friends card is our most popular program. Over 70 theaters offer 2 for 1 tickets to card holders once per season. Member organizations distribute them to their subscribers. All told, over 65000 cards are distributed every year. They are a tremendous tool for access. 
Three times a year we print the StagePage, a calendar of events for our member organizations. We tag events that are by local playwrights, New England premieres, or that receive a "Standing O", which designates that they are events that support gender parity. 
Budget  $25,000.00
Category  Arts, Culture & Humanities, General/Other Theater
Population Served General/Unspecified
Program Short-Term Success  Each year, we produce more cards, and get more companies to participate in the program. This year, it would be great to reach 80 companies.
Program Long-Term Success  Long term--the Circle of Friends card could go much wider. A revenue stream could be created by making it available to companies. Schools and other community based groups to use it to increase cultural participation.
Program Success Monitored By  The companies where the card is being used.
Examples of Program Success  Testimony evidence by customers. Demand for the card grows every year.

Community Development

StageSource convenes the biennial StageSource Theater Conference to promote communication among the community; disseminates information and encourages communication through online sources; and hosts town hall style meetings to bring theater makers together.
Budget  $25,000.00
Category  Arts, Culture & Humanities, General/Other
Population Served General/Unspecified
Program Short-Term Success  Regular conversations that allow for the exchange of views and information.
Program Long-Term Success  Meaningful and substantial dialogue in New England's theater community.
Program Success Monitored By  --
Examples of Program Success  Whether online or in person, the conversations started by StageSource lead to lively exchanges that work towards change.

Diversity & Incluson Initiatives

We are working on Inclusion efforts in several ways. Overall, diversity and inclusion are core values of StageSource, and factored into everything we do. Beyond that, we have a Gender Parity Task Force which is tasked with collecting data, supporting women's work (Standing Os and Parity Parties), do outreach to university programs, and advocating/community organizing around change. Our new A11Y Initiative is designed to help both Deaf artists and audiences have more access to the theater community/world. We are currently seeking funding (waiting to hear) in order to launch the A11Y Initiative.
Budget  $45,000.00
Category  Arts, Culture & Humanities, General/Other
Population Served Minorities Elderly and/or Disabled
Program Short-Term Success  To evaluate the current state of opportunities for these groups and assess how changes can be made.
Program Long-Term Success  To increase opportunities for all to participate in theater experiences as artists or as audience members.
Program Success Monitored By  --
Examples of Program Success 
For the Gender Parity Task Force: number of Parity Party request increases every year, a report was issued last fall that measured gender parity in the theater community across disciplines, a survey was recently sent out to college students in theater programs, the Standing O applications have gone up and some marketing directors seek them out.
The A11Y Initiative will have its own set of measurements, and we will update this when that is launched. 

Workforce Development

StageSource is the main source for job listings and training to Greater Boston’s theater community. Our weekly e-newsletter is sent to over 4000 theatre artists, theater companies and related organizations. Our online database is used by casting agents, theaters and other organizations to find talent among the thousands of artists and organizations listed on it. StageSource hosts an annual job fair and open auditions. In addition, StageSource provides training both for individual artists and theater organizations.

Budget  $50,000.00
Category  Arts, Culture & Humanities, General/Other
Population Served General/Unspecified
Program Short-Term Success  More artists will be employed locally.
Program Long-Term Success  A knowledgeable and connected theater community that produces work of excellence.
Program Success Monitored By  --
Examples of Program Success  StageSource is repeatedly told by our members that we shortened their learning curve about the Boston theater scene by literally years and made it possible for them to connect with others.

CEO/Executive Director/Board Comments

It is a thrilling time to be part of the arts sector in Boston. The theater community continues to grow, and to thrive. StageSource is the engine that could, and does, by supporting the sector in mostly unseen ways. That is as it should be, but it does make it challenging to make our case for funding and support. By letting people know what we do, we can further our work, and our mission.


CEO/Executive Director Ms. Julie Hennrikus
CEO Term Start Feb 2011
CEO Email [email protected]
CEO Experience Julie Hennrikus started her career working in small commercial theater. In 1990 she ran the box office for the ICA's Robert Mapplethorpe: The Perfect Moment exhibition. In 1991 she was hired by Harvard University to create the Sanders Theatre Box Office, which is now the Harvard Box Office. She continued to oversee the operations when she became Program Manager of the Memorial Hall/Lowell Hall Complex. In 2004 she moved to Emerson College, where she served as the General Manager and Director of Marketing of Emerson Stage, the producing arm of the Department of Performing Arts. She continues to teach arts management classes at the college. She moved to StageSource in 2011. Julie is also a published mystery writer, having had three short stories published in Level Best Books anthologies. She is currently on the board of Sister in Crime and Sisters in Crime New England chapter. Under the name Julianne Holmes, she is publishing a Clock Shop Mystery series with Berkley Prime Crime which debuts this fall.
Co-CEO --
Co-CEO Term Start --
Co-CEO Email --
Co-CEO Experience --

Former CEOs and Terms

Name Start End
Jeff Poulos 2000 2010

Senior Staff

Name Title Experience/Biography
-- -- --


Award Awarding Organization Year
-- -- --


Affiliation Year
-- --
Member of state association of nonprofits? No
Name of state association --

External Assessments and Accreditations

External Assessment or Accreditation Year
-- --



CEO/Executive Director/Board Comments

The challenges for the performing arts community include audience development, inclusion, marketing, funding, space. As a service organization, StageSource is in a position to advocate around those issues. Additionally, we can be a conduit for change for the entire community, since we have great impact. The goal of our organization is to help the entire sector grow and be stronger.
On our own, capacity is our biggest challenge. There is never a want of issues to tackle or services to provide. 

Foundation Comments


Staff Information

Number of Full Time Staff 1
Number of Part Time Staff 1
Number of Volunteers 40
Number of Contract Staff 5
Staff Retention Rate % 100%

Staff Demographics

Ethnicity African American/Black: 0
Asian American/Pacific Islander: 0
Caucasian: 2
Hispanic/Latino: 0
Native American/American Indian: 0
Other: 0
Other (if specified): 0
Gender Female: 2
Male: 0
Not Specified 0

Plans & Policies

Organization has Fundraising Plan? Yes
Organization has Strategic Plan? Under Development
Years Strategic Plan Considers --
Management Succession Plan No
Business Continuity of Operations Plan No
Organization Policies And Procedures No
Nondiscrimination Policy No
Whistle Blower Policy No
Document Destruction Policy --
Directors and Officers Insurance Policy Yes
State Charitable Solicitations Permit Yes
State Registration --

Risk Management Provisions


Reporting and Evaluations

Management Reports to Board? Yes
CEO Formal Evaluation and Frequency No Annually
Senior Management Formal Evaluation and Frequency Yes Annually
Non Management Formal Evaluation and Frequency Yes Annually


Board Chair Ms. Janet Bailey
Board Chair Company Affiliation Bailey and Associates
Board Chair Term Sept 2015 - Sept 2016
Board Co-Chair --
Board Co-Chair Company Affiliation --
Board Co-Chair Term -

Board Members

Name Company Affiliations Status
Janet Bailey Janet Bailey Associates --
Kristin Baker Suffolk University Performing Arts Office; Rough 7 Tumble Theatre --
Ari Barbanell American Repertory Theater Voting
Margaret Ann Brady Actress --
Sara Brookner Jewish Arts Collaborative Voting
David Dalena Huntington Theatre Company --
Darren Evans Theatre on Fire, Northeastern University Voting
Sue Kosoff Wheelock Family Theatre --
Anita Lauricella Lauricella and Associates --
Ginger Lazarus Artist Voting
Karen MacDonald Actor Voting
Christopher Mahan Broadway in Boston Voting
Mal Malme Queer Soup Theater Voting
Jim Petosa New Repertory Theatre --
Christopher Robinson Artist --
Cheryl Singleton Actress --
Weylin Symes Stoneham Theatre --
Arthur Waldstein Retired Voting

Constituent Board Members

Name Company Affiliations Status
-- -- --

Youth Board Members

Name Company Affiliations Status
-- -- --

Advisory Board Members

Name Company Affiliations Status
-- -- --

Board Demographics

Ethnicity African American/Black: 2
Asian American/Pacific Islander: 0
Caucasian: 16
Hispanic/Latino: 0
Native American/American Indian: 0
Other: 0
Other (if specified): 0
Gender Female: 10
Male: 7
Not Specified 1

Board Information

Board Term Lengths 2
Board Term Limits 0
Board Meeting Attendance % --
Written Board Selection Criteria Yes
Written Conflict Of Interest Policy Yes
Percentage of Monetary Contributions 100%
Percentage of In-Kind Contributions 100%
Constituency Includes Client Representation Yes

Standing Committees

  • Board Development / Board Orientation
  • Communications / Promotion / Publicity / Public Relations
  • Development / Fund Development / Fund Raising / Grant Writing / Major Gifts
  • Executive
  • Finance
  • Marketing
  • Special Events (Golf Tournament, Walk / Run, Silent Auction, Dinner / Gala)

CEO/Executive Director/Board Comments

As a service organization for the theater community, the StageSource board has to represent that community. Our by-laws indicate that we need to have a mix of individual artists, representatives of organizations, and community members. We have found that community members are a better fit if they are affiliated with the field. Chris Robinson, for example, works at BU in the Disability Services Office, so he is able to help us with our ASL and inclusion efforts. We have not been able to build a fundraising board yet, since the board serves in more of a working/advisory capacity.

Foundation Comments



Revenue vs. Expense ($000s)

Expense Breakdown 2015 (%)

Expense Breakdown 2014 (%)

Expense Breakdown 2013 (%)

Fiscal Year Oct 01, 2015 to Sept 30, 2016
Projected Income $241,718.00
Projected Expense $237,623.00
Form 990s

2015 990

2014 990

2013 990

2012 990

2011 990

2010 990

2009 990

Audit Documents

2015 Financial review

2014 Financial review

2013 Financial review

2012 Financial review

2011 Financial review

2010 Financial review

2009 Financial review

IRS Letter of Exemption

IRS Letter of Determination

Prior Three Years Total Revenue and Expense Totals

Fiscal Year 2015 2014 2013
Total Revenue $230,900 $249,900 $240,300
Total Expenses $239,800 $243,900 $274,100

Prior Three Years Revenue Sources

Fiscal Year 2015 2014 2013
Foundation and
Corporation Contributions
-- -- --
Government Contributions $8,300 $9,000 $0
    Federal -- -- --
    State -- -- --
    Local -- -- --
    Unspecified $8,300 $9,000 --
Individual Contributions $29,900 $20,500 $30,900
Indirect Public Support -- -- --
Earned Revenue $30,400 $48,700 $42,500
Investment Income, Net of Losses -- -- --
Membership Dues $162,300 $171,700 $166,900
Special Events -- -- --
Revenue In-Kind -- -- --
Other -- -- --

Prior Three Years Expense Allocations

Fiscal Year 2015 2014 2013
Program Expense $176,900 $178,800 $157,800
Administration Expense $33,000 $37,000 $54,100
Fundraising Expense $29,900 $28,100 $62,200
Payments to Affiliates -- -- --
Total Revenue/Total Expenses 0.96 1.02 0.88
Program Expense/Total Expenses 74% 73% 58%
Fundraising Expense/Contributed Revenue 78% 95% 201%

Prior Three Years Assets and Liabilities

Fiscal Year 2015 2014 2013
Total Assets $70,700 $72,200 $66,900
Current Assets $70,700 $72,200 $66,900
Long-Term Liabilities $0 $0 $0
Current Liabilities $11,100 $3,700 $4,400
Total Net Assets $59,600 $68,500 $62,500

Prior Three Years Top Three Funding Sources

Fiscal Year 2015 2014 2013
1st (Source and Amount) -- --
-- --
-- --
2nd (Source and Amount) -- --
-- --
-- --
3rd (Source and Amount) -- --
-- --
-- --

Financial Planning

Endowment Value --
Spending Policy Income Only
Percentage(If selected) --
Credit Line No
Reserve Fund Yes
How many months does reserve cover? 3.00

Capital Campaign

Are you currently in a Capital Campaign? No
Capital Campaign Purpose --
Campaign Goal --
Capital Campaign Dates -
Capital Campaign Raised-to-Date Amount --
Capital Campaign Anticipated in Next 5 Years? --

Short Term Solvency

Fiscal Year 2015 2014 2013
Current Ratio: Current Assets/Current Liabilities 6.37 19.51 15.20

Long Term Solvency

Fiscal Year 2015 2014 2013
Long-term Liabilities/Total Assets 0% 0% 0%

CEO/Executive Director/Board Comments

Because of staff capacity and budget levels, fundraising for StageSource is challenging. We do have some corporate support, and we receive many in-kind donations of space and services. For our larger events, we also get sponsorships. We are looking for other ways to increase our contributed income, so that it can account for 35-40% of our income, rather than the 15-20% it represents right now.

Foundation Comments

Financial summary data in the charts and graphs above are per the organization's IRS Form 990s.  Contributions from foundations and corporations are listed under individuals when the breakout was not available.


Other Documents

No Other Documents currently available.


The Impact tab is a section on the Giving Common added in October 2013; as such the majority of nonprofits have not yet had the chance to complete this voluntary section. The purpose of the Impact section is to ask five deceptively simple questions that require reflection and promote communication about what really matters – results. The goal is to encourage strategic thinking about how a nonprofit will achieve its goals. The following Impact questions are being completed by nonprofits slowly, thoughtfully and at the right time for their respective organizations to ensure the most accurate information possible.

1. What is your organization aiming to accomplish?

The theater community is vibrant. We want to build on that by supporting the sector, providing services that are needed, and building our own capacity so we can help the theater community build their capacity.

2. What are your strategies for making this happen?

Partnering with other organizations. Using the expertise of our board. Increasing our earned revenue, chiefly by increasing our membership. Providing professional development opportunities for artists and administrators. Creating change by supporting initiatives that have deep impact on the sector, including the New England New Play Alliance, the Gender Parity Task Force, the A11Y Initiative, the Theater Arts Marketing Alliance, the Space Task Force, and the Diversity and Inclusion Initiative.

3. What are your organization’s capabilities for doing this?

Our new membership software has a lot built into it that will help us increase our membership. Our shared space with other arts service organizations, allows for co-programming and collaboration. Though our staff is small, our community is engaged, and each of our task forces and initiatives has a community partner and deep bench of volunteers. Because of our dual types of membership (organizational and individual), and programs like our Circle of Friends card, we impact artists, organizations, and audiences. In other words, we are uniquely positioned to leverage the entire field.

4. How will your organization know if you are making progress?

The role of StageSource within the field, and our profile within the New England area, grows, as does the work we engage with. How will we know if we are making progress? Aspirationally, when funding streams open up for the fringe/small/solo artist community; when there is a greater network of spaces for rehearsals and performances; when the theater community and the work they are producing gets recognized for the innovative contributions they make. Transactionally, with the new membership system, we can better track our number of members and renewal rates. There is also built in survey systems that will allow us to get immediate feedback on programs. Our social media presence continues to rise, and we can track those metrics as well.

5. What have and haven’t you accomplished so far?

We have accomplished a lot in 30 years. The community is vibrant, supportive, and strong. StageSource is tackling some of the big issues--like inclusion, gender parity, space, new work--and working on having real impact, while changing the field.
As an organization, our capacity is challenging, though technology is helping. We need to leverage our new software system, and build online systems for delivering programs to people outside of Boston. We continue to struggle with fundraising. The size of our budget belies the impact we have on the community, and hinders our capacity to do the work that is needed.