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Philadelphia Theatre Company Organization Name provided in the GuideStar Exchange* as of 10/30/2012: Philadelphia Theatre Company

Organization Name as listed in the IRS Business Master File as of 10/17/2014: PHILADELPHIA THEATRE COMPANY

* The GuideStar Exchange allows nonprofits to regularly update key information directly to GuideStar. It provides richer and broader information about their programs, impact, finances, people and more.

 
Philadelphia, PA

GuideStar Summary

&1002; GuideStar Exchange Organization has not reached a GuideStar Exchange Participation Level ?
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&1002; Registered with IRS Legitimacy information is available
&1002; Financial Data Annual Revenue and Expense data reported
&1002; Forms 990 2012, 2011, and 2010 Forms 990 filed with the IRS
&1002; Mission Objectives Mission Statement is available
&1002; Impact Summary Impact Summary from the nonprofit is not available
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Basic Organization Information

Philadelphia Theatre Company Organization Name provided in the GuideStar Exchange* as of 10/30/2012: Philadelphia Theatre Company

Organization Name as listed in the IRS Business Master File as of 10/17/2014: PHILADELPHIA THEATRE COMPANY

* The GuideStar Exchange allows nonprofits to regularly update key information directly to GuideStar. It provides richer and broader information about their programs, impact, finances, people and more.
Physical Address: Philadelphia, PA 19102 
EIN: 23-1951753
Web URL: www.philadelphiatheatrecompany.org 
NTEE Category: A Arts, Culture, and Humanities
A65 Theater
Ruling Year: 1982 


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Mission Statement

Philadelphia Theatre Company is dedicated to presenting the Philadelphia and world premieres of major works by contemporary playwrights with an emphasis on American drama. We seek to develop an audience of open-minded theatre-goers across cultural, ethnic, and social lines by producing drama that is at once challenging, entertaining and imaginatively staged.

Legitimacy Information

This organization is registered with the IRS.

This organization is required to file an IRS Form 990 or 990-EZ.

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Annual Revenue & Expenses

(GuideStar Exchange,
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October 2012)

Fiscal Year Starting: September 1, 2010
Fiscal Year Ending: August 31, 2011

Total Revenue $3,945,757
Total Expenses $5,455,049

Revenue & Expenses

(GuideStar Exchange,
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October 2012)

Fiscal Year Starting: September 1, 2010
Fiscal Year Ending: August 31, 2011

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Balance Sheet (IRS Form 990)

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Leadership

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October 2012)

Sara Garonzik

Profile:

Sara Garonzik has directed and produced for PTC since 1982, which has introduced more than 100 world or regional premieres of major new American plays to Philadelphia. In 1991, she was named to the PTC Board of Directors. She also serves as a Board member of ArtReach and the Arts & Business Council of Greater Philadelphia. Other service has included board member of the Greater Philadelphia Cultural Alliance (GPCA), theatre panels for the Pennsylvania and New Jersey State Council on the Arts, Theatre/Literary Panel of the Philadelphia Cultural Fund, Playwriting Fellowships of the Ohio State Arts Council and jurist for the McKnight Foundation Advancement Awards for Playwriting. In July 1993, she was named one of Business Philadelphia's "100 People to Watch", and in 1997, she received the Award of Honor from the Alumnae Association of the Philadelphia High School for Girls.

Board Chair (GuideStar Exchange,
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October 2012)

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Board Co-Chair (GuideStar Exchange,
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October 2012)

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Board of Directors (GuideStar Exchange,
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October 2012)

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Board Leadership Practices (GuideStar Exchange,
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October 2012)
?

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Board Orientation & Education ?
Why does this matter? Without clarity around their responsibilities and expectations, board members are not positioned to succeed. They may find themselves challenged to fulfill their governance responsibilities or frustrated by the expectations that the organization has set for them. BoardSource recommends that every new board member participate in a formal orientation process, and that all board members sign a pledge or agreement committing to their board service and to all of the responsibilities and expectations that come with service. Ideally, board members also should participate in a formal governance training program prior to serving on a board.

Does the board conduct a formal orientation for new board members and require all board members to sign a written agreement regarding their roles, responsibilities, and expectations?
Response Not Provided
CEO Oversight ?
Why does this matter? Oversight and management of the chief executive is one of the board’s most important legal responsibilities. The CEO or executive director is the board's single employee, and - just like any other employer/employee relationship - regular and written assessment is critical to ensuring that the chief executive and board are communicating openly about goals and performance. BoardSource recommends that boards conduct formal, written reviews of their chief executives on an annual basis, which should include an in-person discussion with the chief executive and distribution of the written evaluation to the full board.

Has the board conducted a formal, written assessment of the chief executive within the past year?
Response Not Provided
Ethics & Transparency ?
Why does this matter? A commitment to handling conflicts of interests is essential to creating an organizational culture of transparency. Boards should create and follow a policy for identifying and handling conflicts of interest, whether real or perceived. BoardSource recommends that organizations review the conflict-of-interest statement and require signed disclosures from all board members and senior staff on an annual basis.

Have the board and senior staff reviewed the conflict-of-interest policy and completed and signed disclosure statements within the past year?
Response Not Provided
Board Composition ?
Why does this matter? The best boards are composed of individuals who bring a variety of skills, perspectives, backgrounds, and resources to tackle the complex and strategic challenges confronting their organizations. BoardSource recommends that boards commit to diversity and inclusion by establishing written policies and practices, which include strategic and intentional recruitment of diverse board members, continual commitment to inclusivity, and equal access to board leadership opportunities.

Does the board ensure an inclusive board member recruitment process that results in diversity of thought and leadership?
Response Not Provided
Board Performance ?
Why does this matter? Boards need to regularly assess their own performance. Doing so ensures that they are being intentional about how they govern their organization, which is a critical component of effective board leadership. BoardSource recommends that a board conduct a self-assessment of its performance a minimum of once every three years to ensure that it is staying on track with its roles and responsibilities.

Has the board conducted a formal, written self-assessment of its performance within the past three years?
Response Not Provided

Officers for Fiscal Year (IRS Form 990)

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Highest Paid Employees & Their Compensation (IRS Form 990)

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People information was last updated by the nonprofit in October 2012

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Programs

Program: (GuideStar Exchange,
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October 2012)

Budget:
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Category:
Population Served:

Program Description:

Under the direction of Sara Garonzik since 1982, PTC has produced over 100 World and Philadelphia premieres and has become home to dozens of nationally recognized artists. PTC also offers professional theater training through our comprehensive Career Development Initiative program, an annual collaboration with the Philadelphia Young Playwrights Festival, and the STAGES New Play Reading Series. PTC also extends the intellectual life of each production with ongoing symposia, pre- and post-play discussions, and outside lectures, as well as a Meet-the-Artists and American Playwrights in Context series. PTC accessibility initiatives include open captioning and (beginning in June 2003) audio description for selected performances of each play produced, thus reaching out to the deaf, blind, hearing and/or visually impaired communities. Braille and large print production programs are also available at all performances.

Program Long-Term Success:

Expanded our existing accessibility program by implementing audio described performances.

Program Short-Term Success:

Program Success Monitored by:

Program Success Examples:

Impact Summary from the Nonprofit

This organization has not provided an impact summary.

Reviews

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