Quite simply, it comes down to a few things. Top talent dancers want to dance great work, they want to perform consistently and they want to be compensated at international professional standards. For example, looking at our organization in a 668-seat theatre, paying these principal dancers could be one-quarter of our entire box office. At 668 seats, the model is not sustainable. Then we move to 2,700 seats and we have to cut our performances down to just two. Suddenly these dancers are performing six shows a year. What are we doing with them for the rest of the year, and how are we generating revenue to sustain their salaries?
We need a space where we could present a week or two weeks of shows. Right now at Vancouver Playhouse, it's incredibly challenging for any organization to have more than one week. All around the world, you'll see.... For example, I was just in Oslo. The Norwegian National Ballet is premiering a new Romeo and Juliet now, and then it's going to come back again later in the year. This is not something that we could do. We have a one-shot, one-weekend space to present something. You can't use word of mouth to build on having people come back the next week. There's not venue availability and we can't afford it.
We're specifically challenged by the limitations of the cultural infrastructure.