Take Me By The Tongue – Show Report

‘Don’t panic. Everyone is learning. And you must learn too. Take copious notes. Notes about everything’ (Caird, 2010,246)

Show day proved to be successful and our Day Schedule was followed by all members of Hand Me Down Theatre and the Lincoln School of Performing Arts technical crew. Slight amendments had to be made throughout the day, however it was ensured by the production manager that this schedule had been contingency planned to cater for this.

Four Fee's lighting A Okay Scene Libby 1 Four Fee's 2

(Photography by Phil Crow, May 2014)

Technical cue to cue:

Our technical cue to cue was completed with all actors and the decision was made by our Stage Manager to ensure that all costumes and props were worn and all set elements and transitions were completed during this cue to cue. This made the cue to cue run for about 45 minutes but ensured that all members of the company were aware of their locations on stage and where each prop/costume/set element is being pre set/post set . Our Pre Show Check List was created so that our DSM, Libby Soper could be responsible of ensuring that they are pre set in the correct positions before each run. John Caird states that ‘you [PM/SM] must be careful that you keep control of it [technical rehearsal]’ (2010, 730). We felt like it would be easier for our company, as this show is promenade, for our Stage Manger (who would be calling the show, not DSM who would traditionally) would call the cue to cue from the stage. This ensured that all members of the production team were happy with the lighting choices, areas and fade times. The decision for our SM to be involved on stage during the technical cue to cue ensured that they could communicate well with all actors and use radio cans to communicate to the LSPA technical crew who were operating.

Your biggest problem is communication. Poor communication wastes a lot of time and causes frustration in all departments. Good communication saves time and keeps tempers, your own included, on an even keel. (Caird, 2010, 730)

Generation 14119762989_891070a6f6_b Religion 2 Beauty 2

(Photography by Phil Crow, May 2014)

Dress Rehearsal: 

Our dress rehearsal ran at 14.30, half an hour after planned but this was due to a technical error beyond our company’s control. There were limited notes taken but notes that required a half an hour period with our technical crew afterwards. See Show Report Dress here for  full notes. It was ensured that all members of Hand Me Down Theatre were aware of director notes alongside technical notes. All technical notes/errors were fixed by 16.00.  ‘Don’t take too many actors’ notes at a dress rehearsal. A lot of the mistakes the actors make they will know they are making and will never make again’ (Caird, 2010, 246). The only technical note that was given to the actors after the dress run was to ensure that all members knew when they were ‘in’ their light so that they could be seen by all audience members. Our audience number for this run was 6.

Religion 3 Shake The Week 1 Power Shake The Week 3

(Photography by Phil Crow, May 2014)

Final Run: 

The final show run began at 19.34 and ran for 55 minutes. See Show Report Show Run here for full technical and administrative information regarding this performance on 29th May 2014. Our audience number for this run was 99.

Power 3 Fame Four fees 5 14119723268_2c7e4200a9_b

(Photography by Phil Crow, May 2014)

Get out: 

Hand Me Down Theatre company were responsible for returning the theatre space back to proscenium arch staging and ensuring that all elements of set, costume, props and technical equipment were returned. Our Production Manager ensured that all members had specified jobs to do during this get out. See Get Out Check List here. This took us 28 minutes.

Work Cited:

Caird, J. (2010) Theatre Craft: A Director’s practical companion from A to Z. London: Faber and Faber limited.

Money Makes The World Go Around…

In today’s economic climate you often can’t escape hearing about money in some form or another, particularly when you consider the amount of cuts that the performing arts industry has faced.

“Of the £700bn the government spends, the Department for Media, Culture & Sport’s budget is a minuscule £2.2bn, and [is] already suffering a 43% cut. The Arts Council has lost a third of its funds, [and have been] obliged to cut deep. Until now it has swallowed hard, and axed some projects altogether while investing selectively in the best” (Toynbee, 2013).

In the face of this it has never been more fundamental for a company’s financial planning to be well thought out, in order to adequately navigate the turbulent times the arts industry now finds itself in.

It is said that “the first step to effectively managing your finances is to see what kind of financial shape you’re currently in. And the first step to determining that is to get organized” (Schrage, 2013), which will allow for the creation of a suitable budget that our company will be able to follow throughout the creation of our debut performance. Our company has been given a donation of £166 from the University of Lincoln which we will have to carefully monitor in order to create our performance, Take Me by the Tongue. When creating a budget it is suggested that you collect every financial statement, record all monthly income, review your monthly expenditure and then make a list of fixed and variable expenses (fixed expenses remain the same throughout the months and variable expenses are likely to change from month to month)(Vohwinkle, 2014). However, this is more easily applied when you are creating a budget for personal finance as opposed to creating a budget for a drama production. Also, in the case of our company, we have no previous experience with which to draw upon in order to form our budget as this is our debut performance.

At the beginning of our project, Take Me by the Tongue, the company met to discuss what we wanted our debut performance to be, and decided that we wanted create a devised piece of theatre which brought further challenges when it came to creating a suitable budget for the show. For example, I couldn’t have a list of props that we would need for the performance, research how much they would cost and assign a specific amount of money for that area, because we weren’t completely aware of what we need. Therefore based on the conversations that we had as a company, I tried to split our funds in a sensible manner.

pie

(Kayleigh Brewster, 2014)

This graph shows the divisions that I made to the overall budget, and exactly what percentages I’ve assigned to each section.  In our initial discussion regarding our performance it seemed that most of our ideas for prop, costume and set design would be quite simplistic, in order to give a contemporary feel which is why I felt that I was able to divide the money up in this manner. A lot of the props, costume ect, that have been mentioned up until this point will be easily accessible to us from the Lincoln Performing Arts Centre, or can be cheaply sourced.

As we went through the process of creating our show there were some hiccups that we had to cover financially, for example the first logo that we paid for we received feedback that suggested we make some changes, which obviously cost money. In order to try and prepare for unseen costs, I had set aside a small percentage of our budget so that we could prepared, and only allowed that portion of the budget to be spent when we needed something on show day. Also, as a result of our acoustic night, we received £19.95 in donations which, though it doesn’t seem like a lot, turned out to be the exact amount of extra money that we needed to purchase a few of our smaller props.

The money that was donated on the acoustic night was helpful though the purpose of the acoustic night was for promotional purposes as opposed to fundraising, although donations were welcome. This was because we felt that the focus of the night would better serve our company as a promotional technique because we knew at the time if we needed any extra money to cushion out our budget we wouldn’t need a lot. That being said, had we reached a point where we felt the show needed a substantial amount of extra funds then we were prepared to hold fundraising events in order to raise that money.

It has been said that budgeting and financial planning is much like the recipe for baking a cake;

“If you are going to bake a cake from scratch, you’ll probably want to use a recipe to ensure it bakes properly and tastes delicious… Your personal finances aren’t much different. Your income is the sum of ingredients, and your expenses are the quantities to use, while the budget tells you how to put it all together. With a cake recipe, if you’re short an egg or put in too much flower, the cake will not taste right or even bake properly at all. The same goes for your finances” (Vohwinkle, 2014).

I think in our case planning has been an essential part to our recipe; we were able to spend wisely and remain on budget and I’ve also been able to learn a lot about how I would handle the budget for future performances. We would carefully allocate any money that we would receive from funders like the arts council (see “Forward Thinking” by producer Lizzy Hayes) and would have fundraising plans in place in case we needed to raise any money. Planning is key, and hopefully by remaining wise in our spending we will be able to successfully manage our funds for future performances, enabling us to create more of the work that we have enjoyed, and that our audiences will enjoy like, Take Me by the Tongue.

(Kayleigh Brewster, 2014)

(Kayleigh Brewster, 2014)

Works Cited:

Schrage, Andrew (2013). How to Create an Organizational System for Your Finances. http://financialplan.about.com/b/2013/06/06/create-organizational-system-finances.htm [last accessed 29th/06/2014]
Vohwinkle, Jeremy (2014) Budget Isn’t a Bad Word. http://financialplan.about.com/od/budgetingyourmoney/a/budgetbad.htm [last accessed 1/06/2014]
Vohwinkle, Jeremy (2014) How To Create a Budget. http://financialplan.about.com/od/budgetingyourmoney/ht/createbudget.htm [last accessed 1/06/2014]

Living Dolls

As a company our aim is to take existing texts, or speeches, and re-contextualise them in our performances, however doing this means that we have to take into consideration exactly what the text is saying, and what meaning we want the words to take through performance. This means that our work has the potential to be extremely political which I think, as a company, we shied away from, especially for our first performance.

(Kat Banyard, 2010)

(Kat Banyard, 2010)

However, as we created our performance we came to notice a theme gradually emerging from the texts that we’d chosen and the way that we had then chosen to perform them. We gradually became aware that our performance concerned itself quite often with subjects that feminists, such as Kat Banyard and Natasha Walker, concern themselves with.

Throughout the creation of Take Me By The Tongue, we seemed to circle back quite often to the connection between a woman’s appearance and the pressure that women may feel from society to perfect their looks. Scenes like the ‘Marilyn Monroe’ scene and the ‘Generation Show’ scene in particular were created specifically to explore the pressures women feel to be physically perfect. In The Equality Illusion Kat Banyard states that “despite decades of feminist critique of the tyranny of beauty, monitoring and manipulating their appearance remains a daily feature of women’s lives. Today it is ‘normal’ for women to worry about their looks when they get up each morning, to religiously check their appearance in the mirror every day, to not want to leave the house without make-up on, or to feel fat or disgusted at the sight of their thighs” (2010.16.17).When you consider that the vast majority of the company, all but our production/stage manager Andy, are female it is unsurprising that we would relate to Kat Banyard’s statement and had unconsciously created scenes of a feminist nature.

The ‘Marilyn Monroe’ scene in particular we created because we could see the juxtaposition between what the words that she, Marilyn Monroe, was saying and how she presented herself, and also we could see this same contrast in our own lives. It was said that when considering her appearance;

(Phil Crown, 2014)

(Phil Crow, 2014)

“She was uneasy when she first saw herself in the mirror. It wasn’t the ‘real’ me. Then she saw that it worked…The very artificiality of it, she realized, meant that it was a created thing and she would have to create a personality to go along with the new face and the new hair. A bleached blonde is not natural; therefore she cannot wear ordinary clothes or make-up, or be ordinary. She becomes, in a sense, an assembled product” (Zolotow, 1961, 45).

This description of Marilyn Monroe would seem to directly contrast what Marilyn herself says about sexuality and beauty being natural, and that you can’t achieve this beauty by being manufactured. Many of us in the company could understand the desire to feel beautiful naturally and to not feel the need for items such as make –up to make us feel physically acceptable, which linked nicely to the extract from Natasha Walker’s Living Dolls: A New Sexism that is performed in the show as the scene entitled ‘Generation Show’.

When we discovered how many of our extracts linked to feminist writings, and once we embraced the feminist message our show was expressing, we could then clearly see links to feminism throughout the show, even in scenes that were not originally intended to have any feminist connotations. For example, the scene in which Libby has taken the well-known poem Golden Ticket from Roald Dahl’s Charlie and the Chocolate Factory and created a song, a song that is a completely different style and tune to the adaptation that can be found in the 1971 film Willy Wonka and the Chocolate Factory. The purpose of this scene was to use a children’s poem to explore fame, and the sometimes fatal cost of something that is so often strived for. However, when you consider the feminist tone of the rest of the show these scenes that were intended to have a different message also have feminist undertones. Whilst ‘Golden Ticket’ is primarily about fame and drug abuse, when watching the video that accompanies the song you see these famous women and, personally, I can’t help but wonder at the connection between fame and feminine beauty.

As a performer, and a woman, I have always been aware of the Feminist movement, and have enjoyed the chance to explore this movement in more depth through the creation process of Take Me by the Tongue. I think that, as a company, what we have learned through the creation of our debut piece is that we will have to embrace the potential political nature of our upcoming works. The potential for exploring the written and spoken word is limitless in the sense that we are not constricted by an author, or a political movement, and we have to embrace this potential if we wish to continue to create engaging works for many different audiences. In the future we will probably continue to explore themes of feminism, I think as a full female cast these themes would be impossible to avoid, but we will also be able to explore other themes, other political movements. The written and spoken word is powerful and our exploration of these mediums has the potential to create powerful, thought provoking work. What we have learned through the creation of our debut piece is that we shouldn’t be afraid of the political nature our work could take, but to embrace it.

Works Cited:
Banyard, Kat (2010) The Equality Illusion. London: Faber & Faber Ltd.
Zolotow, Maurice (1961) Marilyn Monroe. New York; Bantam

Forward Thinking

While the aim of this module has been to simulate us being part of a real world theatre company, and we have endeavoured make this situation as ‘real life’ as possible for ourselves, we have been aware from the beginning that there are number of areas in which this simulation has not been true to form.
These discrepancies range from our rehearsal space being on campus and therefore being free of charge, our performance space being pre decided and again free, and our actors being students and therefore not needing to be paid. With all of these points ultimately being finance based it can be said that the main falsehood of this simulation has been that our preliminary budget was granted to without us having to apply for it.

While the creativity and the vision of the company can create a play or performance, a company cannot survive without funding.  Throughout this process, as mentioned in my previous post, I have been involved in the running of every area of the company. However, company finance, a task that is usually taken on by the producer, has been managed predominantly by Kayleigh, our finance manager, as she has more experience and confidence with budgeting. None the less, in this awareness of our theatre company’s first performance being produced through synthetic means I have come to consider how things would be different if we were to continue the running of our company into the future.

Here, funding would be vital.

Our first and main point of call would certainly be the Arts Council England (ACE). The ACE “are the main body charged with developing the arts in England through the shrewd investment of public funds” (Arts Council England, 2013, 17), funding the likes of artists, theatre companies, museums and touring art projects. The ACE’s mission statement is as follows-

•Talent and artistic excellence and thriving and celebrate
• More people experience and are inspired by the arts
• The arts are sustainable, resilient and innovative
• The arts leadership and workforce are diverse and highly skilled
• Every child and young person has the experience to experience the richness of the arts

(Arts Council England (2011). http://www.artscouncil.org.uk/media/uploads/pdf/Arts_Council_Plan_2011-15.pdf)
In looking specifically at the funding of theatre companies I have found that the ACE have recently initiated a scheme that funds successful applicant companies for three consecutive years, calling these projects National Portfolio Organisations (NPO’s). These NPO’s are all granted funding due to their manifesto adhering to a number of points on the ACE’s personal mission statement, and their application presenting a promising and well thought out plan for the company’s future.

One thing in particular that defines these companies is that NPO theatre companies should seek to “increase access to theatre through touring” (Arts Coucil England, 2012, 1) and where possible, take their work to less arts engaged areas of the country. Our Mission Statement  indicates that our work is relatable for a variety of audiences, and we have therefore given ourselves the opportunity to reach a variety of communities with different projects. It would therefore be logical and beneficial to consider where our future performance projects might have the potential to engage with a community on a more personal or educational level. In looking at our debut project and the diverse range of text involved there are a number of subjects within it that could be turned into a workshop-able experience for various audience members. Companies like Filter Theatre, a professional and indeed very successful theatre company who present modern interpretations of Shakespeare often offer, or have available when requested, an actor lead workshop based on the Shakespearean language and how to understand and perform it. Not only can this better engage their audience in the art that they are presenting, but it is undoubtedly a tool that has the potential to generate more interest and money from their respective tour venues.

While I am aware that there are other routes avaible to gain funding, such as applying to charitable organisations such as the Jerwood Foundation, or even applying for crowd funding, for a company of our size a significant amount of money would need to be raised to even pay each member a fair wage. While these alternative funding bodies could help add to our finances the ACE are more likely to contribute a more realistic and workable amount, allowing our company not only to live, but to create and present work that we enjoy.

To find out more about the ACE and their work with theatre companies, visit http://www.artscouncil.org.uk/what-we-do/supporting-artforms/theatre/

Works Cited

Arts Council England. (2011) Diversity. [online] Available from http://www.artscouncil.org.uk/what-we-do/our-priorities-2011-15/diversity/ [Accessed 25 April 2014].

Arts Council England. (2013) Great Art and Culture for Everyone. 10 year strategic framework. 2nd edition. [online]. Available from http://www.artscouncil.org.uk/media/uploads/Great_art_and_culture_for_everyone.pdf [Accessed 30 May 2014].

Arts Council England. (2010) Theatre. [online] Available from http://www.artscouncil.org.uk/what-we-do/supporting-artforms/theatre/ [Accessed 30th May 2014].

Arts Council England. (2011) The Arts Council Plan. [online] Available from Arts Council England (2011). http://www.artscouncil.org.uk/media/uploads/pdf/Arts_Council_Plan_2011-15.pdf [Accessed 25th May 2014].

Filter Theatre (2012) Filter Theatre. [online] London. Available from http://www.filtertheatre.com/page/home/ [Accessed 28 May 2014].

The Progression of Hand Me Down

As Director, my vision for Hand Me Down Theatre’s direction in the future seems that, given our wide scope of contemporary practices and texts that our manifesto allows us to experiment with, our practices have no limit. Following our successful debut performance of ‘Take Me by the Tongue’, my Director’s Note clearly stated how our dynamic contemporary practice is accessible to a wide range of audiences, thus launching our company into the world of theatre.

Promenade staging of 'Take Me by the Tongue', 29/5/14, photo by Stephanie Alcock

Promenade staging of ‘Take Me by the Tongue’, 29/5/14, photo by Stephanie Alcock

Maria M. Delgado discusses the Romanian director Silviu Purcarete and his ‘reputation for working in European theatre through theatrically exciting adaptations of classical texts’. (2010, p. 87) Looking to European practices to influence my Directing role in Hand Me Down will extend the themes experimented with as well as make our company develop and entice another range of audiences not only in age, but culture. Delgado writes of Purcarete’s politically driven theatre, stating that

He uses the dramatic text as a starting point for a theatricality that is founded on the combination of expressive acting, visually powerful images, physical movement, strong colours and rhythmical sounds and music to communicate human experiences. (2010, p. 87)

This form of theatre is committed to self-investigation and questioning, which is arguably what theatre encompasses. Yet through incorporating these contemporary elements that add to the theatricality of performance, this would be elaborating more on Hand Me Down’s manifesto. Making this transition towards contemporary European theatre, or rather drawing inspiration from other theatre companies in this field, would require myself questioning Hand Me Down Theatre’s position in the UK as a theatre company and how I see my role as Director and Dramaturg making our mark in British Theatre.

For emerging companies the Arts Council England discuss in their ‘Self-Evaluation Framework: Reasons to Exist’ the fundamental aspects Artistic Directors of companies must question themselves in terms of their manifesto:

Questions you might ask yourself

  • Why do we exist and for whom?
  • Do all our activities contribute to the achievement of our vision? If not, why are we doing them? (Arts Council England, 2013)

These are questions that, as a Director, are mandatory to focus on and maintain as the development of a theatre company progresses from amateur to professional. In answer to the first question, it is clear to me that we exist to educate and inspire audiences as well as ourselves of texts that may not be credited as well as questioning the meaning of credited texts for that matter, constantly attempting to alter perceptions. The second question however, is slightly trickier to answer in that as a devising company often the activities we experiment with become apparently redundant once our process has progressed. However this is arguably the beauty of theatre as our vision remains the same, yet the contributions towards gettting there are often the absurd, extraordinary and at times ridiculous- but how else would we learn from our mistakes if they were not made? After all, John Ahart wrote that ‘any journey worth taking has its share of surprises.’ (2001, p. 13)

Works Cited:

Ahart, John (2001) The Director’s Eye, Colorado: Meriwether Publishing Ltd.

Arts Council England (2013) Self-Evaluation Framework: Reason to exist [online] Available Online: http://www.artscouncil.org.uk/selfevaluation/framework/vision/reason-to-exist/ [accessed: 15 May 2014]

Delgado, Maria M., and Dan Rebellato (2010) Contemporary European Theatrer Directors, London: Routledge.