Cultural and Community Enrichment January 23, 2015...Objectives • Raise funds to renovate the...
Transcript of Cultural and Community Enrichment January 23, 2015...Objectives • Raise funds to renovate the...
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A New Bedford Playhouse
Cultural and Community Enrichment
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Contents
© 2015 Friends of Bedford Playhouse Confidential 0
Background Vision Mission Guiding Approach Sample Programming Objectives Rationale The Plan Projected Costs: Renovation Projected Year-One P& L Projected Membership Revenue Like Theater Revenue Comparison Conclusion Appendix
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Background • The Bedford Playhouse: an historic theater
that’s been an integral part of the town’s character for nearly seven decades
• This past summer, current Playhouse lessee Bow Tie Cinemas advised owner Alchemy Properties they would not renew their lease
• Due to the changing nature of commercial film distribution (we believe), no other cinema chains have come forward, creating a unique opportunity for a community-based theater
© 2015 Friends of Bedford Playhouse Confidential 3
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Background
© 2014 Friends of Bedford Playhouse Confidential 4
• If we do not raise the necessary funds to save the Playhouse by March, it will be converted to retail space.
• And a piece of our history will be gone, along with a golden opportunity to create something even better.
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Vision • Re-imagine the Playhouse as a 501(c)(3) not-for-profit,
member-supported arts house
• Program independent, foreign, documentary, family and classic films
• Renovate theater to accommodate member/celebrity events which are Integral to our approach and required to realize vision
© 2015 Friends of Bedford Playhouse Confidential 5
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Mission
To create a vibrant cultural destination dedicated to screening films for adults and
families, as well as a community hub for local gatherings, special events, and educational
programs relating to film and the arts.
© 2015 Friends of Bedford Playhouse Confidential 6
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Guiding Approach • A small but excellent theater for a small but excellent town
• Though often showing the same type of films, we won’t compete directly with Jacob Burns, but offer a convenient alternative- and a different experience
• Our closest model will be The Avon Theatre Film Center in Stamford, due to:
– Similar audience demographics (Bedford, Greenwich)
– Number of screens and theater size
– Feeling of a restored historic cinema
© 2015 Friends of Bedford Playhouse Confidential 7
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Objectives
• Raise funds to renovate the Bedford Playhouse and turn it into a state-of-the-art cinema and community/cultural hub
• Create a showcase, large screen theater; a smaller, more intimate second theater; and a lobby café serving high-end coffee, wine, beer and snacks
• Provide consistently high-quality film and concession offerings - elevate the experience of going to the Playhouse
• Turn the cinema into a cultural destination offering rich artistic film offerings and ancillary programming such as post-screening dialogues with film makers and industry leaders
© 2015 Friends of Bedford Playhouse Confidential 8
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Rationale • A new, vibrant Playhouse will:
– Revitalize a charming but sleepy town: build visitors
– Create a community hub in the Village
– Enrich the cultural offerings available to residents of Bedford and surrounding towns, via programming and events
– Offer film education programs to area schools
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Rationale • Given the importance of celebrity events to attract membership,
we are well-positioned to succeed:
– The high concentration of celebrities in the area is a huge asset
– Many celebrities and working film industry veterans already on-board: JC Chandor, Chevy Chase, Lasse Hallstrom, Lena Olin, Joe Berlinger, John Farr and others
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Rationale • Bedford and surrounding towns have a high density of the
affluent, educated audience to support this theater on an ongoing basis - if the will and desire are there
• These same residents would also attend an annual gala, and rent the theatre for private events, adding revenue beyond membership, ticket sales and concessions
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The Plan: Key Audience Segments • Across segments, an educated, affluent demographic:
– Empty-nesters – 40+, annual income $200K+, opting not to move to the city
– Seniors – time on their hands, hungry for quality film entertainment beyond multiplex offerings
– Families with children – family programming component critical for weekends
– Teens – film studies popular on high school and college campuses – a group interested in film
© 2015 Friends of Bedford Playhouse Confidential 12
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The Plan: Key Audience Segments • Higher than average education/income levels
• Avid movie-goers: 46% of Westchester residents go see movies vs. just 21% for other forms of entertainment
© 2015 Friends of Bedford Playhouse Confidential 13
Sources: US Census Bureau- 2010 Census; The Local Arts Index: Americans for the Arts
*Bedford consists of hamlets of Bedford, Bedford Hills, Katonah, Pound Ridge **Lewisboro consists of the hamlets of Cross River, Goldens Bridge, South Salem, Vista, Waccabuc *** New Castle consists of the hamlets of Chappaqua and Millwood
People United States Bedford * Greenwich Lewisboro** New Castle ***
Population estimates (July 2013) 316,128,839 17,700 62,396 12,655 17,928
Persons 65 years and over 13% 12.50% 16.50% 11.60% 11.40%
Persons per household 2.61 2.8 2.76 2.83 2.99
Bachelors degree or higher-age 25+ 28.50% 55.20% 65.80% 71.70% 77.80%
Per capita income in past 12 months (2012) $28,051 $68,429 $90,629 $70,977 $92,226
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The Plan: Programming Strategy • Large theater (292 seats): bulk of highly curated first-run
programming including independent and art house cinema
• Small theater (88 seats): customized programming: – Classics – Member-sponsored series – Silent films with live accompaniment – Independent documentaries with related panel
discussions
• Also, flexibility to schedule small musical performances, one-act plays, readings, talks on weeknights
© 2015 Friends of Bedford Playhouse Confidential 14
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Sample Programming Large Theater Monday 6PM - Cinemascope Series: Special Screening of “Lawrence Of Arabia”- with restorer Robert Harris as host
Tuesday 8PM - Celebrity Screening: “A Most Violent Year”, with director JC Chandor introducing/post Q&A
Wednesday-Friday - “A Most Violent Year”- 4, 6:30, 9PM
Saturday 11AM - “Children’s Matinee: Fantasia”
Saturday-Sunday - “A Most Violent Year”- 1:30, 4, 6:30, 9
Small Theater
Monday 8PM - Documentary Night: “Citizen Four”, post-film panel discussion on the acts of Edward Snowden
Tuesday 8PM - “Classics Night: The Night Of The Hunter”- background commentary by John Farr/post-film Q&A
Wednesday-Friday - “Leviathan” – 6PM, 9PM
Saturday - “Leviathan”- 2, 5, 7PM
Sunday 11 AM - “Member Series: The Best Courtroom Dramas- The Verdict”
Sunday - “Leviathan”- 2, 5, 7PM
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The Plan: Development • John Farr, co-founder of the Avon Theatre, formed
Friends of Bedford Playhouse
• Wendy Ross, former Executive Director of Friends of John Jay Homestead, hired to run the effort
• Initial survey indicated strong support within our town (90% of respondents in favor)
• Identified fiscal sponsor: ArtsWestchester
• 501(c)(3) application will be submitted once half the funds are raised
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• To save the theater, we must raise $2.5MM by March:
– $2MM for renovation, the rest for tech/equipment upgrades- (note: numbers are projections and could rise slightly as process goes forward)
• Our calculation: only a combination of a renovated theater and superior programming and concessions – in short, the whole experience- will sustain a not-for-profit theater in Bedford
The Plan: Development
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The Plan: Development • Key to success: “top of the pyramid”: large donors, usually
between 1-10 individuals giving $100,000+
– To that end, we’re promoting naming opportunities at the $1,000,000 level (main theater) and $500,000 level (small theater, lobby)
– Also, prominent plaque recognition for $25,000+ givers, and recognition for those giving at $5,000+
• Not forgetting smaller donors: using local events, the website, social media and a poster campaign to solicit pledges
© 2015 Friends of Bedford Playhouse Confidential 18
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The Plan: Development • We’ve mobilized a high level team of volunteers to help
• Generated 130+ high potential prospects and growing
• Developed outreach materials:
– Video
– Website
– Social Media - FB page, Twitter
– Selling materials - pledge cards, posters
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The Plan: Development
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The Plan: Development
• In a two week period, we have raised close to $200,000 in pledges
• Key selling push: January and February
– Personal meetings with key prospects
– Intensive February speaking schedule for John Farr at libraries, town halls, private homes
– Solicitation of local businesses and organizations to support effort
– Continue strong, ongoing local PR effort
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The Plan: Press Coverage
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The Plan: Architectural Drawings • The plan fulfills our vision in an efficient yet elegant way:
– First, un-twin the theater
– Lose 200 seats, use space to move large screen forward
– Build small theater in area created behind the large theater
– Lose one row of balcony seats to enlarge lobby/cafe area
– Install elevator; upgrade fixtures, bathrooms
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The Plan: Architectural Drawings • Upper level
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The Plan: Architectural Drawings • Lower level
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Projected Costs: Renovation Demolition: $123,035 Plus an allowance for abatement work: $81,200 It should be expected that there currently exists lead paint and asbestos. Structural : $105,000 Architectural / Finishes / Storefront : $519,700 Elevator: $100,000 Plumbing / Sprinkler: $141,120 HVAC: $151,130 Electrical: $217,805 Subtotal: $1,438,990 General Conditions (10%): $143,910 OH&P (15%): $215,849 Total w/ GC & OH&P: $1,798,749 Contingency (design / construction) of 10%: $179,875 Grand Total: $1,978,624
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Projected Costs: Equipment Upgrades
© 2015 Friends of Bedford Playhouse Confidential 27
Large Theater* $205,000 (292 seats)
Small Theater* $159,000 (88 seats)
Seats $140,000
Total $504,000
*Includes digital projector, screens and sound equipment
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Projected Year-One P&L
© 2015 Friends of Bedford Playhouse Confidential 28
Total Revenue $995,000
Total Expense $1,061,581
Memberships $200,000 Ticket Sales $500,000 Donations/Grants $100,000 Retail/Concessions $ 75,000 Venue Rental $ 20,000 Annual Fundraiser $100,000
$995,000
Staff/Fees $459,250 Building/Lease $201,581 Film Rentals $275,000 Marketing $ 38,350 Office/Insurance $ 70,900 Other $ 17,400
$1,061,581
Profit/(Loss) ($66,581)
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The Plan: Membership Levels
© 2015 Friends of Bedford Playhouse Confidential 29
Category Membership Amount $
Number of Memberships
Total Income $
Philanthropist $25,000 Plus 1 $25,000
Benefactor $10,000 Plus 2 $20,000
Producer $5,000 Plus 5 $25,000
Director $1,000 Plus 20 $20,000
Patron $500 Plus 50 $25,000
Sponsor $250 100 $25,000
Dual $125 200 $25,000
Individual $75 300 $22,000
Student/Senior $60 225 $13,000
TOTAL 903 $200,000
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Like Theater Revenue Comparison
Revenue* Jacob Burns $5.500 MM
Avon $1.260 MM
Bedford Playhouse (Budget) $0.995 MM
Pelham Picture House $0.550 MM
*2012 recorded figures
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Conclusion • Benefits of a re-imagined Bedford Playhouse:
– Cultural enrichment
– Community hub
– Increased traffic for village businesses
– Revitalized village
– Improved property values
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Thank you Please contact us to make a pledge or for more information:
John Farr at [email protected] or 914.234.2875
Wendy Ross at [email protected] or 914.282.6456
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Appendix
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© 2014 Friends of Bedford Playhouse Confidential 34
Appendix A Like Theater Summary– 990 Comparisons
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Appendix B: Staff Support Detail
© 2014 Friends of Bedford Playhouse Confidential 35
Executive Staff
Non-Executive Staff
GM/Exec Director $ 90,000 Programmer $ 60,000 Assistant $ 35,000
$185,000 Benefits & Taxes $120,250
Total Exec Staff $305,250
Concessions $ 30,000 Tickets/Box Office $ 30,000 Projectionist $ 35,000 Freelance/Temps $ 25,000 Total Non-Exec $120,000
Total All Staff $425,250
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Appendix C P&L Detail – Revenue Detail Estimate
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© 2014 Friends of Bedford Playhouse Confidential 37
Appendix D P&L Detail – Expense Detail Estimate
Bedford Playhouse
P&L January -‐ December 2016
Budget
Est Est Est Est Est Est Est Est Est Est Est Est
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Total Revenue
Membership $25,000 $25,000 $25,000 $25,000 $25,000 $25,000 $25,000 $25,000 $25,000 $25,000 $25,000 $25,000 $300,000
Ticket Sales $33,333 $33,333 $33,333 $33,333 $33,333 $33,333 $33,333 $33,333 $33,333 $33,333 $33,333 $33,333 $400,000
DonaGons/Grants $8,333 $8,333 $8,333 $8,333 $8,333 $8,333 $8,333 $8,333 $8,333 $8,333 $8,333 $8,333 $100,000
Retail/Concessions $4,167 $4,167 $4,167 $4,167 $4,167 $4,167 $4,167 $4,167 $4,167 $4,167 $4,167 $4,167 $50,000
Venue Rental Income $5,000 $5,000 $5,000 $5,000 $20,000
Annual Fundraiser $100,000 $100,000
Total Revenue $70,833 $70,833 $175,833 $70,833 $70,833 $75,833 $70,833 $70,833 $75,833 $70,833 $70,833 $75,833 $970,000
Est Est Est Est Est Est Est Est Est Est Est Est
Expenses Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Total
Staffing Exec Employee CompensaGon $15,417 $15,417 $15,417 $15,417 $15,417 $15,417 $15,417 $15,417 $15,417 $15,417 $15,417 $15,417 $185,000
Benefits $8,479 $8,479 $8,479 $8,479 $8,479 $8,479 $8,479 $8,479 $8,479 $8,479 $8,479 $8,479 $101,750
Payroll Taxes $1,542 $1,542 $1,542 $1,542 $1,542 $1,542 $1,542 $1,542 $1,542 $1,542 $1,542 $1,542 $18,500
Non ExecuGve Comp $12,083 $12,083 $12,083 $12,083 $12,083 $12,083 $12,083 $12,083 $12,083 $12,083 $12,083 $12,083 $145,000
Fees Legal Fees $417 $417 $417 $417 $417 $417 $417 $417 $417 $417 $417 $417 $5,000
AccounGng Expense $2,500 $2,500 $5,000
IT $2,000 $2,000 $2,000 $2,000 $2,000 $2,000 $2,000 $2,000 $2,000 $2,000 $2,000 $2,000 $24,000
Building Cleaning $2,500 $2,500 $2,500 $2,500 $2,500 $2,500 $2,500 $2,500 $2,500 $2,500 $2,500 $2,500 $30,000
UQliQes Phones $300 $300 $300 $300 $300 $300 $300 $300 $300 $300 $300 $300 $3,600
Other UGliGes $1,000 $1,000 $1,000 $1,000 $1,000 $1,000 $1,000 $1,000 $1,000 $1,000 $1,000 $1,000 $12,000
Lease Lease Expense $11,500 $11,500 $11,500 $11,500 $11,500 $11,500 $11,500 $11,500 $11,500 $11,500 $11,500 $11,500 $138,000
Film Rental Program/Film Rental $18,333 $18,333 $18,333 $18,333 $18,333 $18,333 $18,333 $18,333 $18,333 $18,333 $18,333 $18,333 $220,000
MarkeQng AdverGsing $1,000 $1,000 $1,000 $1,000 $1,000 $1,000 $6,000
Mailings $500 $500 $500 $500 $500 $500 $500 $500 $500 $500 $500 $500 $6,000
Other Expenses Concession Inventory $833 $833 $833 $833 $833 $833 $833 $833 $833 $833 $833 $833 $10,000
Insurance $15,000 $5,000 $20,000
Other Expenses T&E $200 $200 $200 $200 $200 $200 $200 $200 $200 $200 $200 $200 $2,400
Office Expenses Postage $250 $250 $250 $250 $250 $200 $200 $200 $200 $200 $250 $200 $2,700 Website/Website
Maintenance $2,850 $2,850 $2,850 $2,850 $2,850 $2,850 $2,850 $2,850 $2,850 $2,850 $2,850 $2,850 $34,200
Bank Fees $50 $50 $50 $50 $50 $50 $50 $50 $50 $50 $50 $50 $600
Office Rent $400 $400 $400 $400 $400 $400 $400 $400 $400 $400 $400 $400 $4,800
Supplies $100 $100 $100 $100 $100 $100 $100 $100 $100 $100 $100 $100 $1,200
Office Equipment $2,500 $2,500 $5,000
Automated TickeGng $100 $100 $100 $100 $100 $100 $100 $100 $100 $100 $100 $100 $1,200
Uniforms $150 $150 $300
Total Expenses $94,854 $81,354 $79,004 $87,354 $78,854 $78,804 $79,804 $82,454 $78,804 $78,804 $82,354 $79,804 $982,250