This past January, South Coast Repertory’s Board of Trustees approved a dynamic strategic plan that will serve as the theatre’s guide for artistic and financial growth through 2030. The plan focuses on vitality, programming, community and our facilities. We reached out to four key architects of the plan for an overview.

Q: Considerable thought, research and vision went into the plan. Can you tell us about the process?

Michael Hards, SCR Trustee and Co-Chair of Strategic Planning: The “pre-work” began in October 2024 with the identification of potential consulting partners followed by formal proposals, finalist interviews and a partner selection in January. A three-phase planning process began in February 2025 and was completed in January 2026. A workshop was conducted for the full Board of Trustees and another for the full staff. Community perspectives were gathered through interviews. Key players were Managing Director Suzanne Appel, Artistic Director David Ivers, the Board’s Long-Range Planning Committee and SCR’s executive staff. 

Q: Post-COVID, SCR has produced fewer plays. Is there a plan to build back?

David Ivers, Artistic Director: We’ve received valuable audience feedback, with patrons expressing the desire for more plays. This season we were able to increase the subscription offerings to six plays. We’ll be adding another production in the 2026-27 season, bringing the total to seven. The additional subscription play will be a world premiere performed in the Nicholas Studio. Additionally, we are adding up to four off-subscription productions giving us a very robust array of offerings. To offer the highest quality of work while keeping our staff and production schedules aligned, we plan to stick with this model for the foreseeable future.

Q: Can you share the vision around programming and what audiences can expect?

Ivers: We want to enrich the cultural life in Orange County through artistically excellent, innovative and inclusive theatre that engages diverse audiences. The programming on the Segerstrom Stage will focus on classics, modern masterpieces and an annual musical. On the Julianne Argyros Stage, we’ll offer world premieres and “break-out plays,” exciting hits fresh off successful runs in New York or elsewhere. Our most intimate stage, the Nicholas Studio, will also be home to one world premiere each season, providing more opportunities for innovation.

We’ll also expand what we’re calling “Beyond the 4th Wall” programming—event-driven, immersive storytelling that goes beyond the traditional theatre experience. This initiative may take on many forms, such as lobby displays to provide context, pre- and post-show music or events in dynamic formats, or productions where we bring the audience into the action to heighten the sensory experience. 

Q: Do you see SCR’s connection with the community changing?

Suzanne Appel, Managing Director: We see our connection with Orange County growing and deepening as we build our audience base for the future. Our new purpose statement is “to inspire and deepen human connections—one extraordinary theatre performance at a time.” To that end, we’ll develop mutually beneficial ongoing partnerships with local organizations, establish life-long connections with the next generation of audiences, and expand our education programs to meet the needs of local public schools and address the epidemic of loneliness in our community. As you read this, a pilot course in storytelling is in progress and we are measuring its impact on health outcomes with support from UC Irvine.

Q: How do SCR’s facilities factor into the plan?

Appel: We plan to assess and improve SCR’s facilities, both in the short and longer term. As we bring world premiere plays into the Nicholas Studio, we’ll be making some modest renovations to maintain the high quality our audiences expect. As we innovate in that space, we may discover that further investments are needed. We also plan to review our lobby and performance spaces with an aim to be as welcoming and inclusive as possible.

Q: Finally, why is a strategic plan important to SCR’s future?

Giulia Newton, SCR Trustee and Co-Chair of Strategic Planning: A strategic plan is essential to SCR’s future because it provides a clear roadmap for long-term organizational growth—strengthening governance, deepening community engagement, advancing artistry and programming, and investing in our people—while ensuring financial health. As Trustees, we are stewards of the theatre’s sustainability, including thoughtfully expanding and diversifying the Board. The plan fosters a culture of pride and entrepreneurial leadership across Board and staff, ensuring a vibrant South Coast Repertory our community will value and support.

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SCR's Guiding Principles

Purpose

SCR’s purpose is to inspire and deepen human connections—one extraordinary theatre performance at a time.

Vision

South Coast Repertory is an essential Orange County experience: the center for engaging, world-class, live theatre produced locally with global impact.

Mission

South Coast Repertory creates industry-leading productions with the unique power to illuminate the human condition. We offer a kaleidoscope of experiences for our many communities merging literature, design and performance to test the bounds of theatre’s artistic possibilities. Our service to Orange County extends beyond the stage to strengthen community, foster connection and nurture creativity through our Theatre Conservatory.