Artists: The Heart of the Work
As regional theaters across the country change, how do we simultaneously grow audiences while keeping artists employed and supporting their growth and innovation?
Many of the regional theater companies that we love today were founded in decades past when audiences and theatre as a business were quite different. It’s hard to remember a day before smartphones, much less before the internet, streaming, and gaming consoles. The introduction of these technologies changed how we do business, live our lives, and do our work.
The thing we haven’t written about is the tie that binds our work across the decades: whether you were making theatre in the 1940s or today, theatre is made by people, in real time, together. That is the heart and soul of theatre’s transformative power (in my opinion). The vision of the new combined theatre company (NCTC) is to provide a platform for a thriving, healthy theatre ecology in Pittsburgh.
Having a resident acting company was a founding principle of many of those in the regional theater movement of the 1940s, 50s, 60s, and 70s. Arena Stage and the Alley Theatre, the originating theaters of the movement (thank you, Zelda and Nina), both included core companies. However, the European model upon which company models were most often based proved to be incompatible with the operational realities of most USA theater companies. Those who have succeeded (we see you Steppenwolf ;) are more the anomaly than the rule.
Yet again, theatre artists are the heart of all that is theatre. That is why the new, combined theatre company is creating a dedicated space for artists - inspired by a “resident company.” But our model is unique, at least in Pittsburgh. It is not a core set of actors to be seen show after show, season after season. We envision a group of local theatre artists broadly defined — not just actors — but all theatre artists. Artists who will engage actively with the company across all of its business activities, including education, production and community relations. They are a part of the team, a unique and critical part.
Why is this collective of artists critical to the business model and impact of NCTC company?
Because artists are the fuel of our work, and they need support and opportunities to continue their work and growth in Pittsburgh. Furthermore, emerging professionals (of all ages) benefit from mentorship and continued engagement with fellow artists to truly grow in their own life’s work. By embedding artists within the worlds of the next generation, Pittsburgh theatre will not only continue to exist, but it will grow and thrive.
Theatre is a collaborative art form; ergo, this company of artists will be provided opportunities to not only collaborate with the organization’s work but also to collaborate with each other. And, like an artist residency, there will be something in it for each of them, individually.
Who are these artists?
We don’t know yet. We are still working through the details for creating the most respectful, holistic, and transparent process for recruitment. We do know that we want them to be a group of Pittsburghers who are multi-generational and work across all the theatre domains.
Behind the Curtain
Senior leadership team design complete We finalized the design of the senior leadership team and are moving forward with direction on the remainder of the organizational chart.
HR policy development underway We are partnering with Compass HR, through shared services with the Cultural Trust, to design the new organization’s HR policies — including the staff handbook and approaches to PTO and benefits.
2027 season development: We created several permutations of the 2027 programming year and are finalizing season dates. We are working carefully to ensure both legacy organizations are well represented in the programming we present — and that artists, audiences, and staff alike can see themselves in this new artistic path.
Fall education promotion begins: We are beginning to promote fall classes through the CLO Academy. Check here for updates.
Merger filing on track: The merger filing remains on track to be complete by July 31.
In the Spotlight
“How We Got Here, and What Comes Next: Unifying Pittsburgh Public Theater and Pittsburgh CLO” — onStage Pittsburgh
Why it matters: Sharon Eberson’s in-depth account of the unification is the fullest public telling of this process to date as we approach the July 31 announcements.
“Analysis: After Some Setbacks, Pittsburgh’s Theater Merger Is On Track and Taking Shape on Paper” — Pittsburgh Post-Gazette
Why it matters: The city’s paper of record now frames the merger as on track after a candid acknowledgment of a difficult spring. Note: subscription required.)
“Duke Partners With Ford to Fund Performing Arts Tech Innovation” — American Theatre
Why it matters: Two major national funders are investing more than $4 million in technologies designed to transform how performing arts organizations operate and reach audiences — an encouraging signal that philanthropy is betting on the field’s future, and worth tracking as we build our own technology infrastructure.
"American Players Theatre Receives 2026 Regional Theatre Tony Award" — American Players Theatre / Tony Awards
Why it matters: A classical repertory company in rural Wisconsin that draws nearly 100,000 guests a season just won the field's highest regional honor for broadening the theatergoing audience — proof that ambitious, locally produced regional theater can still thrive and grow when it's built around its community. An encouraging benchmark as we design a producing model meant to do the same for Pittsburgh.