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Sleeping Weazel Inc.

 PO Box 230463
 Boston, MA 02123
[P] (508) 2125342
[F] --
http://www.sleepingweazel.com
[email protected]
Charlotte Meehan
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INCORPORATED: 2011
 Printable Profile (Summary / Full)
EIN 13-4138617

LAST UPDATED: 10/15/2015
Organization DBA multimedia theatre company
arts education
Former Names --
Organization received a competitive grant from the Boston Foundation in the past five years No

Summary

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Mission StatementMORE »

Sleeping Weazel’s mission, under Artistic Director Charlotte Meehan’s leadership, is to bring artists together in conversation with audiences around experimental theatre, music, dance, and visual art that is accessible, dynamic, intriguing, and invigorating. We produce plays and other live performances at various performance venues in Boston and video exhibitions in our online cyber art gallery.

From a core group of Sleeping Weazel's affiliated theatre, visual, and performing artists, we present curated multi-genre performance evenings and full productions of individual work. We aim to cultivate a broad audience base through producing works created by artists collaborating across generations, cultures, and genres.

Mission Statement

Sleeping Weazel’s mission, under Artistic Director Charlotte Meehan’s leadership, is to bring artists together in conversation with audiences around experimental theatre, music, dance, and visual art that is accessible, dynamic, intriguing, and invigorating. We produce plays and other live performances at various performance venues in Boston and video exhibitions in our online cyber art gallery.

From a core group of Sleeping Weazel's affiliated theatre, visual, and performing artists, we present curated multi-genre performance evenings and full productions of individual work. We aim to cultivate a broad audience base through producing works created by artists collaborating across generations, cultures, and genres.

FinancialsMORE »

Fiscal Year Jan 01, 2012 to Dec 31, 2012
Projected Income $20,000.00
Projected Expense $18,198.00

ProgramsMORE »

  • A) Women and Manners: are we done yet?
  • B) Soulographie and Beyond
  • C) Women In Action
  • D) Real Realism

Revenue vs. Expense ($000s)

Expense Breakdown 2013 (%)

Expense Breakdown 2012 (%)

Expense Breakdown 2011 (%)

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


Overview

Mission Statement

Sleeping Weazel’s mission, under Artistic Director Charlotte Meehan’s leadership, is to bring artists together in conversation with audiences around experimental theatre, music, dance, and visual art that is accessible, dynamic, intriguing, and invigorating. We produce plays and other live performances at various performance venues in Boston and video exhibitions in our online cyber art gallery.

From a core group of Sleeping Weazel's affiliated theatre, visual, and performing artists, we present curated multi-genre performance evenings and full productions of individual work. We aim to cultivate a broad audience base through producing works created by artists collaborating across generations, cultures, and genres.

Background Statement

The first iteration of Sleeping Weazel was founded in the UK in 1998 by British filmmaker and theatre director David G. Hopkins, who moved to the United States in 2001 to collaborate with Charlotte Meehan on theatre productions in New York. After his untimely death in 2004, the company was dormant until July 2011 when Ms. Meehan, Playwright-in-Residence at Wheaton College (MA), and playwright-producers Amanda Weir and Adara Meyers, established Sleeping Weazel in Boston as a non-profit multimedia theatre company with 501(c)(3) status.

The idea in forming the Boston-based company was to convene a group of diverse artists distinguished by their commitment to collaborative and multidisciplinary approaches to art making in a theatrical context. From this group, Ms. Meehan curates evenings, presents productions, and organizes public conversations that often include other artists and scholars. In conjunction with Sleeping Weazel’s live programming, the company’s directors created a website and cyber art gallery that presents nationally and internationally exhibited artists, such as Erwin Wurm, Lauren Kelley, and Suzanne Bocanegra, working in video and film.

Though many of Sleeping Weazel’s 30 affiliated artists live in New England, others travel to Boston to work with the company. Among those artists are recipients of Guggenheim, Rockefeller, McKnight, Fulbright, Howard, Alpert, and National Endowment of the Arts fellowships, and current faculty members of Brown University, University of Auckland (NZ), University of Minnesota, University of Iowa, CUNY Staten Island, and Connecticut College.

The 2014-15 season began with the world premiere of Charlotte Meehan’s multimedia tragicomic play, “27 Tips for Banishing the Blues (directed by SW affiliated artist Kenneth Prestininzi). In March, Sleeping Weazel will present a festival titled Badass, featuring new works written and performed by theatre luminaries and contemporary playwrights Robbie McCauley (OBIE Award recipient; professor Emerita, Emerson College), Kate Snodgrass (Artistic Director, Boston Playwrights’ Theatre), and Magdalena Gómez (co-founder and Artistic Director, Teatro V!da).


Impact Statement

In the past year, Sleeping Weazel:  

1) Produced Keli Garrett’s puppet adaptation of seminal, never-before-performed 1927 play, The Purple Flower, by renowned Harlem Renaissance writer Marita Bonner.

2) Presented productions at The Paramount Center and Boston Center for the Arts, which significantly expanded our audience base.

3) Received substantive critical attention from The Boston Globe, DigBoston, and others, including ten glowing reviews and three feature articles.

4) Hired a graphic designer to re-brand and integrate our website, logo, and print collateral.

5) Recruited Bridgewater State University theatre scholar Heidi Bean as a new Board member.

 

In the coming year, Sleeping Weazel's goals are to:

 

1) Secure two Massachusetts-based corporate sponsors for our 2015–16 season.

2) Recruit new Board members with strong, proven ties to Boston city and private sector leaders.

3) Present our work and processes at &NOW (a convening of innovative artists, scholars, and writers) at California Institute of the Arts as a means of expanding our national and international reach.

 


Needs Statement

1. Secure corporate sponsorship in addition to the growing roster of private donors who have supported the company’s meteoric rise. With a $35,000 budget for two productions scheduled in 2014-15, we are well poised to apply for institutional support in addition to government and foundation grants.

2. Hire a full-time Producing Director to take the reins of production management for all our shows.

3. Act on our philanthropic goal of providing free tickets to all our productions, and plan to engage the City of Boston in partnering with us to provide this cultural opportunity to Greater Boston Area residents regardless of income.

3. Build awareness of our cyber art gallery, which houses free monthly exhibitions of world class video art, film, and recorded performance.

5. Work with other small theatre companies to secure a consistent, affordable performance space for our productions.

 


CEO Statement

Sleeping Weazel stands out in its commitment to presenting live theatre that incorporates multiple art forms in addition to video exhibitions that explore “the theatrical” in our cyber art gallery. Many of the works Sleeping Weazel presents have strong affinities with the early 20th century European avant-garde theatre and art movements as well as ancient classical theatre forms. We are an experimental theatre company with rigorous approaches to form and a commitment to making accessible, entertaining, and thought-provoking work. Often, the “commercial” theatre and the “experimental” or “art” theatre are referred to as opposing entities. Sleeping Weazel’s goal is to move beyond what we consider a false divide between popular mainstream culture and high art. It is our belief that all children understand the imaginary on multiple levels and we want to bring our audiences back to that state of joy and awe while experiencing work that engages serious social issues of the day.

Sleeping Weazel’s artists have won many major awards, fellowships, and residencies, have studied at America’s top universities in the arts, and are now on the faculty of some of the most prestigious institutions of higher learning in the country and the world. They are civic leaders who hold international conferences as well as distinguished artists working locally and globally. Together, we create a movement for aesthetic innovation and social change. Essential to this work are core values of educating the next generations of artists and scholars, as well as current and future audiences.

Sleeping Weazel points a way to future sustainability for our Affiliated Artists on a model of reciprocal support, artistic autonomy, and inclusive collaborative practices that cross lines of gender, class, race, and aesthetics. In presenting mixed-genre performance events, Artistic Director Charlotte Meehan is careful to consider all these issues, balancing not only the diversity of artists but also of styles and disciplines that in turn increase the diversity of our audiences.

 


Board Chair Statement

Sleeping Weazel’s Board of Directors governance of the
company’s activities focuses on core responsibilities: setting policy, monitoring and supporting the organization's operations, representing the company and developing its resources. Board members serve as the leadership of this all-volunteer organization while the Artistic Director and company staff initiate and produce the artistic presentations to the public in conjunction with the Affiliated Artists and Board of Advisors. In its inaugural year the Board developed and adopted the Mission, Vision, and Values Statement, Strategic Plan, the Annual Plan and budget.

During this phase of setting policy, the directors carefully
considered the availability of volunteer time, creative talent and resources
donated that would determine the Calendar of Events for the initial start-up phase and the marketing and presentation of live performances in Boston and on the company web site. We made a clear delineation between our roles as members of the Board in policy setting and the development of the artistic and production program of the company. The Artistic Director sets artistic policy/programs and consults with the company’s group of Affiliated Artists and Board of Advisors and supervises the staff program of work.

Operations were monitored by working with the Artistic
Director and offering support with organizational development in a series of hands-on workshops with volunteer staff. The annual budget was adopted and financial controls instituted. Review of contractual obligations with the theater venue and artistic and production personnel, legal and reporting obligations are on- going. The Board acts in the whole as the nominating committee to pursue a recruiting strategy that identifies and cultivates potential new members. The need to engage in Fundraising and resource development facilitated through Board involvement  is a primary motivating focus.

As the Board Chairman of an emerging artistic company that
is determined to close the gap between artists, both young and established and between cutting edge theatrical expression and new audiences, it seems the world and its seemingly intransigent problems get reframed into the new frontier. Those of us comfortable with the known template of non- profit organizational development not only see every new policy or management question through the lens of our SWOT results and newly formed annual plan goals but are challenged to respond to an ever changing sea of the possible and to be ready for it. These are exciting times for us and we really don’t know what’s around the corner for this company because the energy keeps building as new people understand the mission and climb on board.


Geographic Area Served

GREATER BOSTON REGION, MA
Sleeping Weazel's programs are presented in Boston's South End (02118 zip code). 

Organization Categories

  1. Arts,Culture & Humanities - Performing Arts
  2. Education - Educational Services
  3. Community Improvement, Capacity Building - Alliances & Advocacy

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

No

Programs

A) Women and Manners: are we done yet?

Internationally acclaimed playwright Constance Congdon will perform her first solo show, Is Sex Possible?, on a double bill with Ken Prestininzi's insanely hilarious lecture-play, Birth Breath Bride Elizabeth, that addresses an imagined audience of young brides (performed by Stephanie Burlington-Daniels as a deconstructed Mary Shelley/Bride of Frankenstein).
 
On opening night, there will be a post-show discussion of the works with Polly Carl, Director of the Center for The Theatre Commons and distinguished theatre director Melia Bensussen. 
 
September 21-22, 2012 7:30 pm at the Factory Theatre, Boston.  
Budget  $7,500.00
Category  Arts, Culture & Humanities, General/Other Theatrical Performances
Population Served Adults Females Aging, Elderly, Senior Citizens
Program Short-Term Success  Audience members who can potentially lead to the program's short and longer-term success include Rob Orchard (ArtsEmerson), David Henry (The Institute of Contemporary Art/Boston), David Dower (The Center for the Theatre Commons), and Abbie Katz (Modern Theatre programmer at Suffolk University). We will also focus on marketing and outreach to Greater Boston-area theatre critics. 
Program Long-Term Success  The long-term success of this program will be seen in finding more venues for these two great pieces of theatre — in Boston, and beyond. We want these works to be seen by large audiences over time and this stage of presentation is very important to that ultimate goal.
Program Success Monitored By  The success of this show is guaranteed in terms of its entertainment value, as we have seen audiences falling off their chairs with laughter (and in tears) when the works were presented at Wheaton College. It will be easy to sell out both performances, as the Factory Theatre is relatively small. Most important is that we get influential Boston theatre makers and producers in to see the show so that it will continue to build momentum in other venues.
Examples of Program Success 
We have only presented two public performances in Boston, and already Sleeping Weazel has a buzz of excitement around it. Dan Blask of the Massachusetts Cultural Council interviewed Charlotte Meehan on the ArtSake blog immediately after the launch party in January 2012 at: http://artsake.massculturalcouncil.org/blog/artsake/index.php/2012/01/23/sleeping-weazel-awakens/
 
Our first full season, to open in September 2012, is populated with some of America's most distinguished theatre artists, including Caridad Svich (in March 2013) who recently won an Obie for lifetime achievement. 

B) Soulographie and Beyond

Erik Ehn, Brown University's Head of Writing for Performance program, is a playwright-activist whose 17-play cycle, Soulographie, will premiere at La MaMa E.T.C. (NYC) in November 2012. Sleeping Weazel will preview two of the Soulographie puppet works along with two of his plays presented by Ryan Whinnem's Vacant Lot Theater Company in a site-specific space in Long Island City, July 2012. Ehn's works memorialize victims of genocide around the world and transform those horrors into transcendent art that creates a sacred space for community building around mourning as a healing process. The use of puppetry is one of the techniques Ehn employs to shed light on a subject matter that few artists are able to address with such delicacy, subtlety, and grace.
Budget  $9,500.00
Category  Arts, Culture & Humanities, General/Other Theatrical Performances
Population Served Adults Victims International
Program Short-Term Success  In the short term, presenting Ehn's plays in Boston before the New York premiere of Soulographie at La MaMa E.T.C. will generate buzz and serve to bring other theatres on board for traveling the works post New York.
Program Long-Term Success  As with "Women and Manners," the long-term success of this program will be evident as Ehn's work travels throughout the country and, hopefully, the world. Sleeping Weazel is part of a growing number of smaller theatre companies that share the goal of elevating American culture with regard to the performing arts. Soulographie is emblematic of this movement towards creating and presenting work that invests in self-examination as a part of the aesthetic experience.   
Program Success Monitored By  As previously stated, it will be important to get key Boston presenters from the large institutions such as ICA Boston and ArtsEmerson to see Ehn's works at our October 26-27, 2012 shows. 
Examples of Program Success  Sold-out shows will be one example of success, but we must continue to spread the word via contacts made at the TCG 2012 conference about Ehn's plays.

C) Women In Action

As part of Sleeping Weazel’s commitment to the next generation of theatre practitioners, the company will present a new play by early-career playwright and Sleeping Weazel Managing director, Adara Meyers, along with an artist lecture by visual artist Alexia Stamatiou and a performance piece by Obehi Janice.

Internationally renowned playwrights Caridad Svich, Ruth Margraff, and Lisa Schlesinger will lead up to the weekend production with readings of their new stage works and a discussion of the state of women in the performing arts in America. All are also members, with Sleeping Weazel Artistic Director Charlotte Meehan, of VIDA's (http://www.vidaweb.org/) playwriting committee.

March 8-9, 2013 7:30 pm at The Factory Theatre, Boston.

Budget  $9,500.00
Category  Arts, Culture & Humanities, General/Other Theater
Population Served Adults Females Poor,Economically Disadvantaged,Indigent
Program Short-Term Success 

This program will enable us to invite and potentially forge new partnerships with early-career actors and performing arts professionals. We also focus on marketing and outreach to Greater Boston-area theatre critics. 

Program Long-Term Success  The long-term success of this program will be seen in developing more production opportunities for Sleeping Weazel artists in Boston and beyond. We want these works to be developed via multidisciplinary collaboration and audience response, and this stage of presentation is very important to that ultimate goal. We believe in the power of collaboration with like-minded theatre companies, and our goal is to partner with other companies to present new works in all stages of development.
Program Success Monitored By 

The success of this show is guaranteed in that we are presenting vibrant new works by younger women theatre artists writing in unusual styles where form and content explode our preconceptions. Our priority is to achieve a high attendance rate of influential Boston theatre makers and producers so that we can continue to build momentum via new collaborations and stages of development in other venues.

Examples of Program Success 

This program leads to new collaborations for the theatre artists presented; plays will be sent out to other theatres for consideration post-production; critical reviews lead to greater company and artist attention. 

 


D) Real Realism

Real Realism is the third play of Charlotte Meehan's multimedia tragi-comic trilogy, The Problem with People, that began with the world premiere of Sweet Disaster at the former Perishable Theatre in Providence. Here is a link to excerpt, photos, and reviews of that production: (http://www.charlottemeehan.com/sweet-disaster/). At the outset of Real Realism, unnamed characters come together and fall apart by the sheer force of physics and their own minor existential complaints. In a verbal stream of non-sequiturs, each character responds to the other by expressing an immediate need (such as the need for a new pillowcase) having nothing to do with what was just said. As personal stories accidentally unfold, characters begin to name, recognize, and empathize with each other. A play that sets out to create a case study of early 21st century self-obsession loses control of its own clever premise when the improbable, albeit undeniable, human need for love prevails. 
Budget  $9,600.00
Category  Arts, Culture & Humanities, General/Other Theater
Population Served Adults Poor,Economically Disadvantaged,Indigent At-Risk Populations
Program Short-Term Success  Short-term success is always linked to filling seats. Again, that will be easy to do as Ms. Meehan has a loyal following and the Factory Theatre is relatively small. Other outcomes involve obtaining critical reviews from Greater Boston area newspapers and magazines.
Program Long-Term Success 
The long-term success of this program will be evidenced by the publication of The Problem with People, a project that is already under way. Publication of the trilogy will lead to other productions of the plays and, once again, to bringing larger theatres into development and production models that work for the kind of theatre Sleeping Weazel champions.
 
On a local level, this production should bring more attention to the company and create opportunities for us to grow in terms of grants for which we will be eligible to apply. 
Program Success Monitored By  Success of Real Realism will be monitored by the above-stated outcomes we anticipate and will work toward. A solid marketing program will be necessary to gain the attention this first two-week production requires.
Examples of Program Success 

Critical reviews; future productions; influx of money.


CEO/Executive Director/Board Comments

Sleeping Weazel is poised to become recognized as one of the more daring new theatrical companies in Boston, presenting works on par with the programming of ArtsEmerson and The Institute of Contemporary Art/Boston, but in smaller intimate settings at lower ticket prices. StageSource Exective Director Julie Hennrikus has been very supportive of Sleeping Weazel, helping to get our name out into the Greater Boston community, and we recently forged relationships with Polly Carl and David Dower of the Center for the Theatre Commons resulting in Charlotte Meehan’s forthcoming HowlRound article, “Means of Production: snapshots from the field,” discussing new production practices around the country. With 30 distinguished affiliated artists committed to collaborating within Sleeping Weazel's model, we already have a rich array of works to present to Greater Boston audiences.

Sleeping Weazel is a small but mighty company run by artists determined to actualize their theatrical visions outside of corporate play development systems, thus creating works that explode pre-defined categories and offer audiences immersive performance experiences engaging the senses on multiple levels.

Sleeping Weazel’s aesthetic mandate is to foster an environment that allows for the free exchange of ideas among artists of different disciplines leading to groundbreaking new work. In terms of attracting the level of support needed to sustain our mission, primary challenges include setting the work in the proper context, exposing it to influential people who understand culture’s essential role in contributing to the health of society, and working to educate audiences about the possibilities of theatre as a prismatic art form. 

Management


CEO/Executive Director Ms. Marlene Weir
CEO Term Start Nov 2011
CEO Email [email protected]
CEO Experience

Marlene Weir is a non-profit professional who has specialized in organizational advancement, strategic planning and program management, corporate philanthropy program management for various non-profit human service organizations and companies that include the American Red Cross, Salvation Army, Cape Cod Child Development, R.I. Department of Natural Resources, City of Providence Park system and TD Banknorth. She has career achievements in fundraising, grant seeking and administration, strategic and project planning, development and implementation of philanthropy programs. She served as Executive Director of the Cape Cod Chapter and SE MA Chapter of the American Red Cross before and during the 9/11  emergency. She has a Masters Degree in Political Science from Rutgers University and an undergraduate degree from Drew University. Early in her career she served as the project director for the RI State Council on the Arts and more recently was appointed as a member of the Mid Cape Cultural Arts Council. Active in civic activities she has served on the Town of Barnstable Planning Board, and non-profit organizations as a Board leadership volunteer. 

Co-CEO Ms. Charlotte Meehan
Co-CEO Term Start Nov 2011
Co-CEO Email [email protected]
Co-CEO Experience

Charlotte Meehan, Co-CEO/Artistic Director, is Playwright-in-Residence and Associate Professor of English at Wheaton College (MA). Her stage works have been presented in Providence at Perishable Theatre, in Bristol (UK), and in New York at Dixon Place, the Flea Theater, La MaMa, The Culture Project, and Pratt Institute, among others. She has been a resident artist in HERE Arts Center’s HARP program and Perishable Theatre’s RAPT program, was a 2008-09 Howard Foundation fellow in playwriting, and was awarded an Alpert/MacDowell Colony residency through the Herb Alpert Foundation. She holds MFAs in creative writing from Brown University and Brooklyn College, and she is a playwriting committee member of VIDA.

Before moving to Massachusetts in 2002, Ms. Meehan initiated and co-produced a multi-genre reading series, Experiments & Disorders, at Dixon Place (NY) that continues to run today. She has also been hosting visiting artists at Wheaton College, notably the Playwrights on the Ground series, and participating on national panels for a decade. Ms. Meehan has moderated and/or sat on panels at the NoPassport Conference, the TCG Conference, the AWP Conference, and others on subjects ranging from the artist in academia to the playwright as artistic leader. 

Former CEOs and Terms

Name Start End
-- -- --

Senior Staff

Name Title Experience/Biography
-- -- --
Adara Myers Managing Director

Adara Myers  is a playwright originally from New York. Her work has been performed at Perishable Theatre, 95 Empire, Wheaton College, Firehouse 13, and various public spaces in Providence. She currently collaborates with Tenderloin Opera Company and Awesome Collective, and she collaborated with Strange Attractor Theatre Co. on A Terrific Fire, a devised play.
She was educated at Wheaton College (MA), where she earned a BA in English. She has been employed as an editor and has been employed in the non proift sector and is an experienced on line media communicator
and web site manager. 
Amanda Dorothy Weir Producing Director Amanda Weir is a playwright, director, puppeteer, and teacher
who has written, directed, and produced plays in New York, Providence, Boston, and Cape Cod ifor both puppets and stage theater. Her plays have been presented at Perishable Theatre in Providence, HERE Arts Center in New York, and the Provincetown Theatre. She is an adjunct English faculty memeber at U MA Dartmouth and holds an MFA in Playwriting from Brooklyn College, where she studied with Mac Wellman and Erin Courtney, and a BA in Theatre Studies from Wheaton College (MA).

Awards

Award Awarding Organization Year
-- -- --

Affiliations

Affiliation Year
Associated Grant Makers 2012
Member of state association of nonprofits? Yes
Name of state association --

External Assessments and Accreditations

External Assessment or Accreditation Year
-- --

Collaborations

--

CEO/Executive Director/Board Comments

Sleeping Weazel in its inaugural year is aware of meeting the best practices standards incumbent for non-profit organizations under $250,000 including the completion of Board member recruitment and the fundraising plan prior to the premier of its Fall 2012 season. Its membership in the MA Nonprofit Network and MA Grantmakers as well as the advice of the Boston Foundation Giving Common and the MA Cultural Council staff prove very valuable and stand as a source of encouragement in our development process. Remaining administrative benchmarks such as the officers insurance, policy and procedures manual including financial and human resources standards will be completed in our third quarter.

Foundation Comments

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Staff Information

Number of Full Time Staff 0
Number of Part Time Staff 3
Number of Volunteers 30
Number of Contract Staff 1
Staff Retention Rate % 100%

Staff Demographics

Ethnicity African American/Black: 0
Asian American/Pacific Islander: 0
Caucasian: 3
Hispanic/Latino: 0
Native American/American Indian: 0
Other: 0
Other (if specified): 0
Gender Female: 3
Male: 0
Not Specified 0

Plans & Policies

Organization has Fundraising Plan? Under Development
Organization has Strategic Plan? Yes
Years Strategic Plan Considers 3
Management Succession Plan Under Development
Business Continuity of Operations Plan No
Organization Policies And Procedures Under Development
Nondiscrimination Policy Under Development
Whistle Blower Policy No
Document Destruction Policy No
Directors and Officers Insurance Policy No
State Charitable Solicitations Permit No
State Registration --

Risk Management Provisions

--

Reporting and Evaluations

Management Reports to Board? Yes
CEO Formal Evaluation and Frequency Yes Annually
Senior Management Formal Evaluation and Frequency Yes Annually
Non Management Formal Evaluation and Frequency Yes Annually

Governance


Board Chair Ms. Marlene Weir
Board Chair Company Affiliation Free-lance grant writer
Board Chair Term Jan 2012 - 2014
Board Co-Chair G. Richard Weir CFP
Board Co-Chair Company Affiliation Financial Advisor
Board Co-Chair Term 2011 - 2014

Board Members

Name Company Affiliations Status
Ms. Charlotte Meehan Sleeping Weazel, Artistic Director Voting
Ms. Adara Meyers Sleeping Weazel, Managing Director Voting
Ms. Amanda Weir Sleeping Weazel, Producing Director Voting
Mr. G. Richard Weir Independent Financial Advisor Voting
Ms. Marlene Weir Freelance Grant Writer Voting
Mr. Howard Wiseman CEO, Mercury International Voting

Constituent Board Members

Name Company Affiliations Status
-- -- --

Youth Board Members

Name Company Affiliations Status
-- -- --

Advisory Board Members

Name Company Affiliations Status
Dr. Shawn Christian African American Literature Scholar, Associate Professor, Wheaton College, MA NonVoting
Ms. Sarah Gambito Poet, Director of Creative Writing, Fordham University NonVoting
Ms. Elana Greenfield Playwright and Mixed-Genre Writer NonVoting
Ms. Tina Howe Playwright, Director of MFA Playwriting Program, Hunter College NonVoting
Mr. Todd London Artistic Director, New Dramatists NonVoting
Ms. Bonnie Marranca Publisher, Performing Arts Journal NonVoting
Mr. Bill Talen Reverend Billy, activist, performance artist, provocateur NonVoting

Board Demographics

Ethnicity African American/Black: 0
Asian American/Pacific Islander: 0
Caucasian: 6
Hispanic/Latino: 0
Native American/American Indian: 0
Other: 0
Other (if specified): --
Gender Female: 4
Male: 2
Not Specified 0

Board Information

Board Term Lengths 3
Board Term Limits 2
Board Meeting Attendance % 100%
Written Board Selection Criteria Yes
Written Conflict Of Interest Policy Yes
Percentage of Monetary Contributions 75%
Percentage of In-Kind Contributions 100%
Constituency Includes Client Representation Yes

Standing Committees

    --

CEO/Executive Director/Board Comments

Sleeping Weazel Board
Recruitment and Selection

Sleeping Weazel Board member selection is a challenge for the company to recruit a mix of people who will have the qualities, experience and skills needed to advance the mission. An informal Board Matrix tool approach is being used to keep track of the skills, abilities and representation of the connections, demographics and geography needed to broaden and deepen Board effectiveness.
·     
Skills: legal, finance, personnel, administration,
fundraising, technology, volunteer management, education
·        
Demographics: Boston area, female, differently-
abled, bi-lingual, gender and ethnic diversity, range of ages
·        
Connections: Multi artistic genres in theatrical
expression and production, corporate, small business, neighborhood,
international, academia, public education, ethnic minority organizations,
disabled population organizations, private donors of wealth and giving
capacity, private foundations interested in community life as enhanced through theatrical arts
·  
General recruitment strategy is initiated by the Chairman and Artistic Director in concert with the Board to make sure that Sleeping Weazel has the right mix of people to accomplish the goals identified in the Strategic Plan. In its inaugural year this has become a priority activity for the Board members who are reaching out to organizations and consulting with advisors in the non-profit community to identify new members for Board leadership.

Foundation Comments

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Financials


Revenue vs. Expense ($000s)

Expense Breakdown 2013 (%)

Expense Breakdown 2012 (%)

Expense Breakdown 2011 (%)

Fiscal Year Jan 01, 2012 to Dec 31, 2012
Projected Income $20,000.00
Projected Expense $18,198.00
Form 990s

2013 990

2012 990

2011 990

Audit Documents --
IRS Letter of Exemption

IRS Letter of Determination

Prior Three Years Total Revenue and Expense Totals

Fiscal Year 2013 2012 2011
Total Revenue $32,182 $11,865 $0
Total Expenses $33,264 $7,610 $0

Prior Three Years Revenue Sources

Fiscal Year 2013 2012 2011
Foundation and
Corporation Contributions
-- -- $0
Government Contributions $0 $0 $0
    Federal -- -- $0
    State -- -- $0
    Local -- -- $0
    Unspecified -- -- $0
Individual Contributions $27,040 $10,229 $0
Indirect Public Support -- -- $0
Earned Revenue $5,142 $1,636 $0
Investment Income, Net of Losses -- -- $0
Membership Dues -- -- $0
Special Events -- -- $0
Revenue In-Kind -- -- $0
Other -- -- $0

Prior Three Years Expense Allocations

Fiscal Year 2013 2012 2011
Program Expense $29,873 $5,842 $0
Administration Expense $3,391 $1,768 $0
Fundraising Expense -- -- $0
Payments to Affiliates -- -- $0
Total Revenue/Total Expenses 0.97 1.56 --
Program Expense/Total Expenses 90% 77% 0%
Fundraising Expense/Contributed Revenue 0% 0% 0%

Prior Three Years Assets and Liabilities

Fiscal Year 2013 2012 2011
Total Assets $3,280 $4,362 $0
Current Assets $3,280 $4,362 $0
Long-Term Liabilities $0 $0 $0
Current Liabilities $0 $0 $0
Total Net Assets $3,280 $4,362 $0

Prior Three Years Top Three Funding Sources

Fiscal Year 2013 2012 2011
1st (Source and Amount) -- --
-- --
-- --
2nd (Source and Amount) -- --
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3rd (Source and Amount) -- --
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Financial Planning

Endowment Value --
Spending Policy N/A
Percentage(If selected) --
Credit Line No
Reserve Fund No
How many months does reserve cover? --

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? Yes

Short Term Solvency

Fiscal Year 2013 2012 2011
Current Ratio: Current Assets/Current Liabilities -- -- --

Long Term Solvency

Fiscal Year 2013 2012 2011
Long-term Liabilities/Total Assets 0% 0% 0%

CEO/Executive Director/Board Comments

Sleeping Weazel began its first production with ticket sales in March 2012, followed by a second production in May. Both productions were done on a bare bones budget of $400 with artistic, management and performance functions donated.  The two productions scheduled for fall 2012 are more aggressive and we anticipate budgets of $7,500 (Sept.) and $9,500 (Oct.) respectively.  The increased income will come from three areas: one, increased ticket sales from multi-night performances; two, foundation grants; and three, donations—primarily from board members.  Our projections for this income are $3,000 from ticket and performance night sales, $10,000 or more from foundation gifts and $5,000 from board and friends.  The ticket sale income is realistic based on 80% attendance at $15 per ticket amount.  There are several foundation grant submissions in process beginning with the Boston Foundation Vision Fund application (already submitted) for $7,500.  Sleeping Weazel is currently in the process of recruiting more board members who have the financial capacity to donate.  A board meeting is scheduled for September where we will implement a plan for increasing solicitations.

Foundation Comments

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

Impact

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?

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2. What are your strategies for making this happen?

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

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

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

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