Miami New Drama

What it reported doing in 2024

During the 2024-2025 fiscal year, miami new drama presented 135 performances reaching approximately 25,000 audience members. The season marked an important milestone in the company's evolution as an originating theater and launching platform for new work: every production in the mainstage season was developed or commissioned by miami new drama. Through this sustained investment in new work, the company brings together leading national and nationally recognized playwrights, directors, designers, actors, musicians, and theater artists to originate ambitious productions in miami beach with the potential for continued life on stages throughout the country. The season included three world premieres. Lincoln road hustle, written by billy corben and harley elias and conceived and directed by artistic director michel hausmann, transformed miami beach's iconic lincoln road into a large-scale immersive theatrical environment, with audiences moving among businesses, storefronts, and public spaces as interconnected stories unfolded simultaneously. The production ran for 10 weeks, bringing thousands to lincoln road and demonstrating mind's commitment to creating work that engages directly with its community and reimagining how and where theater can take place. Miami new drama simultaneously presented the world premiere of bad dog by harley elias, a new play exploring art, identity, representation, and cultural politics against the backdrop of miami's international visual-art world. Producing two original works concurrently-one throughout lincoln road and another inside the colony theatre-represented a significant artistic and operational undertaking and demonstrated the company's capacity to develop ambitious new work across radically different theatrical forms. The season also featured the world premiere of birthright by jonathan spector, exploring questions of identity, history, belonging, and contemporary jewish life. The production continued miami new drama's jewish play initiative, a commitment to developing significant new american plays that use theater to foster dialogue around complex contemporary issues. Completing the season was the return of viva la parranda, miami new drama's commissioned documentary theater work created by betsayda machado and la parranda el clavo in collaboration with juan carlos souki. Originally developed and premiered by miami new drama, the production combines first- person testimony with the ancestral music, dance, and traditions of the multigenerational afro-venezuelan ensemble la parranda el clavo. Its return reflected the company's commitment both to creating work rooted in the cultures and experiences of miami's communities and to sustaining significant commissioned works beyond their initial premieres. New-work development is central to miami new drama's artistic model and represents a significant investment in the future of the american theater. Since its founding, miami new drama has produced 20 world premieres, with an additional 15 new works in various stages of development at the close of the fiscal year. Through commissions, readings, workshops, developmental productions, and fully realized world premieres, the company provides playwrights and creative teams with the artistic resources and audiences necessary to develop new work from its earliest stages through production. The national trajectory of work originated at miami new drama demonstrates the impact of this model. During the fiscal year, a wonderful world: the louis armstrong musical, developed and given its world premiere by miami new drama, opened on broadway. Its journey from miami to broadway provided significant evidence of the company's growing role as a launching platform for new american theater. Together with a pipeline of new works in development, this milestone reflects miami new drama's commitment to establishing miami not simply as a destination for theater created elsewhere, but as an important point of origin for new am

Financial Efficiency

• Mission deployment rate: 86.2%; rating input score 86
• Program expense ratio: 82.7%; rating input score 83
• Fundraising efficiency: $15.98 raised per $1 spent on fundraising; rating input score 53; 53rd percentile among comparable filings

Transparency & Controls

• Consistency checks: 100%; rating input score 100; 63rd percentile among comparable filings
• Pay-setting controls: Limited
• Foreign activity oversight: Limited
• Grant itemization coverage: Limited
• Major donor itemization: Yes; rating input score 100
• Related-party transparency: Limited

Accountability

• Independent voting board: 78.3%; rating input score 78; 14th percentile among comparable filings
• Governance controls: 6 of 9 controls in place; rating input score 75
  • Conflict-of-interest policy: Pass
  • Whistleblower policy: Pass
  • Document-retention policy: Fail
  • CEO compensation review process: Limited
  • Other executive compensation review process: Fail
  • Form 990 shared with the board: Pass
  • Board meeting minutes documented: Pass
  • Audit committee oversight: Pass
  • Independent financial-statement audit: Pass

Sustainability

• Operating margin: -4.3%; rating input score 21; 21st percentile among comparable filings
• Total-asset coverage ratio: 0.31; rating input score 10; 10th percentile among comparable filings
• Liabilities to assets ratio: 1.02; rating input score 5; 5th percentile among comparable filings
• Officer compensation ratio: 5.4%; rating input score 51; 51st percentile among comparable filings

Growth

• Program expense growth: 15.8% per year; rating input score 100; 79th percentile among comparable filings
• Revenue growth: 16.3% per year; rating input score 100; 84th percentile among comparable filings
• Asset growth: 22.1% per year; rating input score 100; 87th percentile among comparable filings