Financials and Policies
Since 1971, Playwrights Horizons has been the only major theater in New York dedicated solely to developing and producing new American theater. It’s a mission that’s always timely, and essential to the future of the American theater repertory. Our steadfast commitment to this mission has guided the organization for forty-two years.
Subscription revenue, ticket sales and other sources of earned revenue cover 60% of Playwrights Horizons operating expenses, and the remaining 40% is covered by charitable donations. Contributions support commissions, play development and the production of new work, audience education programs, and institutional overhead. Donations also support our Arts Access programs which serve youth, students and underserved audiences and our Theatrical Residency Program, which trains the next generation of arts managers and leaders.
Playwrights Horizons By The Numbers
The organization has a long history of strong fiscal management. The staff budgets carefully and conservatively. The organization keeps management and fundraising costs low, and is proud that only 17% of annual expenses support management and fundraising while 83% underwrites program costs. Playwrights Horizons is entrepreneurial in its approach to creating and building diverse revenue streams and adept at generating and maximizing potential revenue through five principal mechanisms: subscription and single ticket sales, fundraising, Theater School tuition, Ticket Central revenue , and space rentals.
Under the governance of a 24-person Board of Trustees, Playwrights Horizons regularly reviews its operating policies and procedures to ensure compliance with the law and to create an open and inclusive workplace for its artists and employees.
Please contact Director of Development Beth Nathanson at email@example.com or (212) 564-1235 x3140 with any questions you may have or to request an audit.
Breakdown of 2012 Programmatic Expenses
2012 Earned and Contributed Income
Breakdown of 2012 Contributed Income
Not-for-profit arts organizations must be true to their creative impulses while appreciating the financial implications of these choices. Arts organizations that do, end up far more successful financially as well as aesthetically.—Michael M. Kaiser, President of the John F. Kennedy Center for the Performing Arts, January 2012 ArtsJournal