Richard Epp (actor)

Richard Epp (born 1948) is a Canadian playwright and actor.

Born in Prince Albert, Saskatchewan, Epp studied at the University of Saskatchewan and University of Victoria.[1] He has been a member of the Department of Theatre and Dramatic Arts at the University of Lethbridge in Lethbridge, Alberta, since 1974. He has served as department chair and played a significant role in the development of drama programs and facilities at the University. A full professor since 1991, Epp teaches playwriting, acting, film studies, voice for the actor, and directing, and has directed a wide range of plays at the University of Lethbridge, with particular interest in the classical repertoire.

Works

His own plays have been produced by Edmonton's Theatre Network, Theatre Calgary, the Stratford Festival, the Cincinnati Playhouse in the Park, CBC Radio, and several university drama departments. Plays by Richard Epp include Treasures (premiered at Lord Beaverbrook High School, Calgary, 1981, directed by Peter Spear, winner of the Alberta Culture Playwriting Competition, full-length play, 1978); Christmas Pudding (Southern Stage, Lethbridge, 1982, Sharon Bakker); Kristallnacht (Theatre Network, 1986, Gerry Potter); Intimate Admiration (Theatre Calgary, 1986, John Bluethner and Stratford Festival, 1987, John Wood); Japango (Cincinnati Playhouse in the Park, 1992, Kent Stephens);Winter Pond, first performed at University of Lethbridge, 1997.

Notes
  1. "Canadian Theatre Encyclopedia". Athabasca University. 2006-10-05. Retrieved 2007-10-27.



gollark: That still doesn't provide much of an incentive to make intellectual property versus just not doing that, but it would help I guess.
gollark: There are similar issues in the realm of books and stuff, but the convention there is more to actually pay for them.
gollark: I… see.
gollark: It is a shame nobody's come up with a particularly good model for funding IP development which doesn't either make it artificially scarce or basically rely on goodwill.
gollark: Presumably, poor incentives to actually improve performance? Maybe their corporate structure is such that nobody can really work on crosscutting stuff like that and everyone does individual features.
This article is issued from Wikipedia. The text is licensed under Creative Commons - Attribution - Sharealike. Additional terms may apply for the media files.