The Burlington Performing Arts Centre DRAFT D R A F T Business Plan March 7, 2011

Transcription

1 The Burlington Performing Arts Centre D R A F T 2011 Business Plan March 7, 2011

2 Draft Business Plan Table of Contents Executive Summary 1 Project Description 3 Strategic Directives & Initiatives 4 Board of Directors 7 Operating Plan 11 The Venue 12 Artistic Goals 14 Strategic Programming Goals 16 Programming Objectives 18 Programming Strategies Rates & Fee Structure The Inaugural Year Community Usage & Responses 23 Market Research 29 Marketing Strategy 30 Management & Staffing 33 Financial Plan Operating Budget 36 References & Resources 37 Appendices 38

3 2011 Business Plan D R A F T Executive Summary The City of Burlington has embarked on one of the most important projects in its history, one that will redefine the community and leave a legacy for future generations. For years, the City has dreamed of a performing arts centre and now we are on the verge of making this dream a reality. Located in downtown Burlington, one block north of Lake Ontario, the Burlington Performing Arts Centre will be an integral component of a vibrant, cultural, entertainment and business district. The address is 440 Locust Street, formerly a Halton Region Police Station, which was purchased by the City in March The new Centre will be a cultural icon in the downtown, located within walking distance to many fine restaurants, nightclubs, cafes, shops and boutiques, hotels, an outstanding revitalized public waterfront, and several other major cultural attractions. The site has easy access from highways (QEW/403/407) and arterial roads, and has good exposure to the traveling public. The site is also located close to transit routes and the downtown transit terminal, as well as the Burlington GO Transit Station. The site is adjacent to a recently built municipal parking structure, and in close proximity to several other municipal parking facilities. The City undertook a very rigorous planning and evaluation process for the Burlington Performing Arts Centre. Numerous technical and feasibility studies were completed over the period of 5 years, 2003 to Start-up costs make 2011 unlike the following years and our focus has been to put in place a realistic and attainable budget. Our challenge for 2011 is the impact of a full year of start-up costs with only a small window to generate revenue. A high commitment of resources will be utilized in our first year of operation to shape our operating model, train our human resources, market our services, and engage the community. Providing a high quality of service to the residents and businesses of Burlington will be one of our primary goals. The budget for 2012 will involve the same process, however, it will be our first budget reflecting a full year of activities. The Board will continue to work towards creating alternative funding sources to lessen the City of Burlington s contribution required in future budget years. During our 2011 transitional year we will focus on the operational development of The Burlington Performing Arts Centre as we refine and implement operational procedures. 1

4 We will move toward a broader cultural development role as the theatre becomes fully functional. The 2011 operating budget is a brand new budget based on well researched, and informed estimates. This is new territory and development of the budget involved a thorough process that included: Surveys of similar facilities in Ontario in areas of operation, box office, staffing needs Reference to budgets of similar facilities in Ontario Artec Consultants Inc. Needs Assessment Study 2002 Arts Consulting Group Operating Forecast dated February 14, 2008 Consultation with City of Burlington staff various departments Traditional live performance events will form the basis for the greatest percentage of utilization, but non-theatrical uses will also be solicited. Our overriding goal is to provide the citizens of Burlington with a broad range of excellent performance opportunities that will both inspire and delight. The Burlington Performing Arts Centre will become the cultural icon of the community a new symbol of the city that takes pride in the artistic expressions and energies of its own citizens. In this respect, our new centre will come to signify the image of the whole community and its devotion to creativity, diversity and excellence. By enhancing the overall quality of life, a new performing arts centre will reinforce Burlington s attractiveness as a place to live, to locate a business, to retire and perhaps to start new artistic ventures that in themselves help stimulate the economy. We believe the new performing arts centre will energize its surrounding neighborhoods, providing stimulus to restaurants and other retailers specifically the downtown Business Improvement Area businesses. Examples of communities where a new performing arts centre has had a beneficial effect on the arts and business environments are too numerous to cite. In Ontario alone, examples include Guelph, Hamilton, Kitchener-Waterloo, North York, Oakville and Mississauga. In these communities new arts groups have sprung up, existing groups were strengthened by having better facilities in which to perform and showcase their art, new performing arts series were launched, and businesses and organizations found new opportunities for partnerships. Such positive results of new performing arts spaces are nearly universal throughout Canada, the U.S., Europe and Asia. (Source: Arts Resource International/Artec Consultants Inc. 2002) 2

5 Project Description The City of Burlington retained Diamond and Schmitt Architects Inc in September 2007 to design the Centre. These architects have produced an exciting design for a multi-purpose performance venue capable of accommodating a wide range of professional and community performance events as well as non performance uses such as social, and corporate functions, community events, seminars, conferences, meetings, art exhibits, fundraising events and much more. The facility has a total gross floor area of 62,000 square feet featuring three principal areas, being the Main Theatre, the Community Studio Theatre and the Family Lobby. The Main Theatre has a seating capacity of 712 seats. This theatre includes a fly tower and an orchestra pit to accommodate more elaborate theatrical and musical productions. Audience members will enjoy excellent sightlines and proximity to the stage, world-class acoustics and an intimate connection to the performers on stage. This venue will accommodate the acoustical requirements of a wide range of performance types from symphony orchestra to spoken word plays. The Community Studio Theatre is designed as a flexible black box space that will be used for professional series presentations, community presentations and rehearsals, as well as corporate and social events. This room is designed to hold up to 225 people. The generously scaled Family Lobby will accommodate a large group of patrons and will serve as a unique venue for receptions, exhibitions, corporate functions and civic events. The lobby is open with a glass roof and is encircled by a balcony level lobby above, creating a unique social setting. The Burlington Performing Arts Centre will be a landmark in the downtown from an architectural and urban design standpoint. A public plaza will welcome patrons, heighten the sense of arrival, and serve as a social gathering space. 3

6 Strategic Directives & Initiatives The Burlington Performing Arts Centre is a pivotal initiative that supports numerous policy and strategic objectives of City Council. The following is a summary of key policy statements and strategic directives that link to and depend on the Burlington Performing Arts Centre initiative including: Future Focus Seven (City of Burlington Strategic Plan) Mission Statement: To provide for a vibrant, safe, inclusive community that promotes a healthy lifestyle and supports economic and cultural growth. To demonstrate leadership in promoting strong, livable and sustainable cities. 2. City and community services, programs, parks and facilities contribute directly to the quality of life enjoyed by Burlington citizens. 2.3 Support and celebrate the arts, culture and heritage assets and resources of the community, including international relationships. 2.3A complete construction and open a new Burlington Performing Arts Centre by C Build community capacity and support the ongoing development of the arts and cultural sector utilizing the Cultural Strategy and Public Art Plan to set priorities. City of Burlington 10-Year Cultural Strategy (2006) Vision: Increased cultural vibrancy for Burlington Long Term Goal 1: Provide leadership for cultural development (at municipal level). Communicate and reiterate the importance of culture to our community, and ensure that culture is included meaningfully in a broad range of municipal initiatives. Work with the community to build and maintain momentum for cultural growth and development. Engage in activities that are best suited to a municipal cultural agent (e.g. building a performing arts centre). Provide interim leadership in areas the cultural sector lacks. Long Term Goal 2: Build capacity in the cultural sector. Develop sustainable leadership, facilitate organizational development, facilitate creation of a more integrated cultural network, and promote greater dialogue, co-operation and synergies. 4

7 Long Term Goal 3: Deliver benefits to the community. Create partnerships with organizations in other sectors including education, health, social services and economic development to extend and maximize the benefits of culture. Tourism Burlington Vision: Elevating Burlington tourism experiences for visitors and the community Mission: Tourism Burlington Inc. is a strategic partnership dedicated to increasing the community s tourism potential by: Attracting increased numbers of visitors throughout the year Optimizing community and industry economic benefits, and Increasing our tourism industry s capacity. City of Burlington s Official Plan (excerpt) To maintain and enhance the City s physical, natural and cultural features and to manage growth and development in a manner that enhances the quality of life in Burlington. Social Impact The Burlington Performing Arts Centre will have a profound impact on the artistic growth and development of our local performing arts community. Over the years the City has collaborated with the community to build a strong foundation and awareness for the performing arts. Burlington has a substantial performing arts community that is reaching its creative and productive capacity in terms of scope, quality and volume of programmes and performances it can deliver to the community. The Burlington Performing Arts Centre will allow the City s local performing artists and groups to increase their creative capacity, reach new heights of artistic excellence, deliver richer and more diverse performances and ultimately grow their audience. The City of Burlington recognizes the tremendous benefits that the performing arts have in the personal and social development of youth. Participation in the arts promotes Enhanced creative thinking Academic achievement Leadership building Personal fulfillment Life-long involvement Enhanced inter-personal and communication skills Greater resiliency, self esteem, and respect for others. 5

8 Youth involvement will be made possible through collaborations with our district school boards, local youth performing arts groups and sponsorship programs. Economic Impact In addition to the social and cultural benefits, the opening of the new performing arts centre will have beneficial direct and indirect effects on the local economy. There is a direct impact on the local economy from straight local spending by the Theatre on supplies, services and staff wages. Indirect economic impact includes the effect of direct spending (e.g. salaries spent locally on transportation, housing, food, clothes, etc.) as well as additional visitor spending (i.e. funds spent by patrons in addition to tickets on transportation, parking, babysitting and restaurants). The relationship of culture to tourism is well-documented. Though many factors influence tourism to a given city or region, the addition of the performing arts centre to this community will assist in the growth and maintenance of this industry for Burlington and the surrounding area. (Source: See resource list on page 37 for further information on the economic impact of a performing arts centre on the local economy ) Environmental Impact When completed, the Burlington Performing Arts Centre has the potential to become the only freestanding green performing arts centre in Canada. The Centre is being built to Leadership in Environmental Design (LEED) principles. This move towards green building design principles encourages building design and construction practices that significantly reduce or eliminate the negative impact of buildings on the environment and people. The result will be a performing arts centre that has a reduced impact on the environment. 6

9 Board of Directors Statement of Purpose To lead a progressive performing arts centre that is a gathering place, offering a balance of community and professional programming guided by artistic vision and excellence. To build, foster and celebrate cultural vitality and diversity in the City of Burlington so that the Performing Arts are seen as an important component of everyday life. Governance Model Governance is through the Board of Directors of Burlington Theatre Board Inc, a not-forprofit corporation that utilizes talented and knowledgeable citizen volunteers with a broad array of leadership, business, community and organizational skills. The governance of the Burlington Performing Arts Centre will reflect and uphold the broadest needs and interests of the community and is focusing on community performing arts development. At a meeting of City Council on October 1, 2007, it was recommended that an Independent Board of Directors be the preferred governance model for the Performing Arts Centre, and that a Board Development Task Force be established to develop the Terms of Reference and Implementation Plan for such a Board. The composition of the Task Force was also established. Beginning November 1, 2007, the Task Force set about its responsibilities, ultimately culminating in the incorporation of a not-for-profit Ontario corporation on January 9, 2009, under the name Burlington Theatre Board Inc. The corporation contains in its Letters Patent the provisions required to qualify for charitable status. Its by-laws are in the form normally used by not-for-profits, but include provisions specific to the nature of and plans for this corporation. The by-laws set out the intended representation on the Board, which includes: the Mayor and one other member of Council the City Manager or designate 2 people from the local community at large 2 people representing the Burlington performing arts 7

10 Board of Directors cont d 1 qualified accounting professional 1 qualified lawyer and such other people as determined from time to time. The by-laws also call for a rotation system of replacement for Board members. The Board currently consists of 13 directors, with a variety of backgrounds, as more fully set out in the materials provided to you. The Board has established a regular monthly meeting schedule, as well as a number of committees tasked to carry out certain work on behalf of the Corporation. Standing Committees include: Governance Committee Fundraising Committee, which has assumed the role of the previous Capital Campaign Cabinet Finance Committee Branding Committee We have also established an ad hoc committee to deal with strategic planning, which among other responsibilities has developed a Board Charter which will be considered and assumed, with or without amendments, in due course. A number of policies have been prepared by the Task Force, and those policies will be considered for adoption by the Board over the next few months. The Board encourages governance education among its members. A number of Board members have completed the DeGroote School of Business/United Way not-for-profit governance workshop. In early 2010, a subcommittee of the Board undertook a recruitment process to hire a Theatre Manager, which culminated in the appointment of Brenda Heatherington as Executive Director, effective May 1,

11 Board of Directors Guiding Principles Financial Responsibility To operate The Burlington Performing Arts Centre in a financially responsible manner while appropriately serving its various stakeholders, including the City of Burlington, the Burlington performing arts community, downtown Burlington residents and businesses, and the Burlington community generally To achieve budgetary guidelines and goals as jointly determined by the Board and Burlington City Council Inclusivity To bring a broad array of community groups and users to The Burlington Performing Arts Centre that reflect the cultural and ethnic diversity of the City of Burlington Programming To target a programming balance that is approximately: one-third not-for-profit users (such as local community theatre and musical groups), one-third commercial for profit users (such as commercial dance groups and businesses), and one-third professional performing arts To provide preference to local users over non-local users and to create a rental structure where (i) non-profit users are provided with lower rates than for profit users and (ii) local users are provided with lower rates than non-local users Affordability To achieve affordability in the use of the Centre by local not-for-profit groups, in the context of the approved budget Downtown Vitality and Economic Development To improve the health and vitality of Burlington s downtown To facilitate economic development in the City of Burlington at large To contribute to the City of Burlington s downtown parking levy 9

12 Board of Directors Guiding Principles cont d Creative Expression, Personal Development and Talent Development To provide a centre for creative expression and talent development To complement Burlington s many natural, recreational, educational and social amenities, thus making Burlington a better place to live, work and do business Youth Involvement To work with local users to provide outreach and developmental opportunities for youth through youth organizations and school boards Capital Rejuvenation To apply a capital surcharge to every ticket sold in line with industry standards for capital renewal that will enable a high standard of facility maintenance Risk Management and Long-Term Sustainability To monitor and manage risk responsibly and to explore augmented revenue opportunities and annual fundraising to ensure long-term sustainability 10

13 Operating Plan Operational Mandate: Provision of wide range of performing arts experiences for children and adults Support to community arts groups through guidance, expertise Provision of high quality experiences Presentation of local, national and international performing artists Provision of space and setting for large assembly functions Volunteer opportunities Operational Values: Excellence: to always do our best to exceed expectations and ensure efforts are focused on a thriving arts community Ethics: to communicate openly and honestly and work with the Burlington Performing Arts Centre team and Board of Directors in a safe, mutually respectful manner Empowerment: we are creative and innovative, sharing our expertise and benefiting from the power of teamwork. Encouragement: we encourage and support one another through our work and learning opportunities while always striving to improve performance. Enjoyment: we enjoy our work and our professional environment, while maintaining a work/life balance. Operational Strategies: The support from the City of Burlington allows the Performing Arts Centre to be accessible and relevant to the taxpayers it serves. To be integrated in the community To be broad and socially inclusive in our approach To engage young people To become a site of interaction To create programming in which community organizations can participate (e.g. schools looking for programming opportunities) To make connections in local neighborhoods through off-site offerings To provide opportunities to perform at the Theatre (e.g. dance recitals) To become involved in outreach To offer a wide range of other opportunities for engagement and use of the space (e.g. video productions, lobby displays, backstage tours, familyoriented programming, etc.) 11

14 The Venue The Burlington Performing Arts Centre will not only be an excellent venue for performances, it will also be a much-needed community gathering space capable of hosting conferences and community events. The Burlington Performing Arts Centre has three principal areas: The Main Theatre: This area will seat up to 712 people in the orchestra and balcony levels. The theatre will incorporate superior acoustics and excellent sightlines for every seat in the house. The Community Studio Theatre: This area will host small-scale theatre performances for audiences up to 225 or dinner theatre for up to 120. In addition, the studio s 2,400 square feet of flat floor space will accommodate rehearsals, small receptions, meetings, recitals, rotating exhibits and can be used as a holding area for large stage productions. While the Main Stage Theatre is intended for larger shows and audiences, the 225-seat Community Studio Theatre offers an intimate setting for smaller scale programming. With its flexible, multi-purpose features, the Studio Theatre can provide tremendous programming variety for all ages. The Family Lobby: With its 5,000 square feet of space, this area will be used for gatherings, corporate functions, formal dinners, receptions and small performances. The Burlington Performing Arts Centre will have two primary areas of focus, namely rental operations and programming. Rental operations involve providing space, technical support and patron/audience services for a group to stage a performance or any other event or function. Programming operations involve the planning and presentation of a market driven professional performance series. The Burlington Performing Arts Centre s core business is to support the arts, culture and entertainment in Burlington. From an operational perspective, its main business is facility management. We are entering a transitional period in 2011 during which time operations are being refined and implemented. 12

15 The Venue cont d During our 2011 transitional year we will focus on the operational development of the Burlington Performing Arts Centre and will move toward a broader cultural development role as the theatre becomes fully functional. High utilization is a goal, therefore promotion of the Centre and solicitation of business from all possible sources within the community becomes the main strategy through which the theatre will fulfill its purpose. 13

16 Artistic Goals The Burlington Performing Arts Centre will become one of the premier theatres recognized across Canada and will develop a reputation of bringing a diverse offering of world-class entertainment to the community and region. Commitment to cultural excellence is the foundation for a wealth of experiences that enrich quality of life and help build a cultural legacy for future generations. The Burlington Performing Arts Centre is dedicated to presenting a wide range of diverse artistic programs and styles to the members of our community and surrounding areas. In our inaugural Season we will introduce a culturally diverse variety of artistic disciplines and genres, welcome works by Canadian artists and companies, and introduce audiences to emerging artists, both Canadian and international. We will strategically develop and nurture the foundation for a solid audience in music, theatre, dance and family programming. The Burlington Performing Arts Centre will be on the cutting edge of presenting new artists and one-of-a-kind events in the region. By presenting such a diverse offering, we aim to bring new and meaningful experiences to our patrons. In our first full year of operation (2012), we anticipate drawing as many as 17,000 patrons to attend performances in the Professional Presentation Series. The need to offer programming that appeals to our community while attracting and nurturing the next generation of theatre goers is essential. What better way to nurture and grow the audience of tomorrow than to introduce children and their parents and caregivers to the arts. Our family programming will be an integral part of the season and we will provide a wide range of programming from music and theatre to variety and dance. By providing relevant and entertaining programming for children we are fulfilling our mandate to deliver quality artistic experiences that promote audience growth and enrichment. The Burlington Performing Arts Centre will play an integral role in the arts and cultural life of our community and surrounding regions. Community partnerships may include the donation of tickets to local service organizations and underserved youth. These partnerships allow us to give back to the community and provide the Burlington Performing Arts Centre with an opportunity to profile its upcoming season to new markets. We will nurture and grow partnerships with businesses and organizations in the community including the Burlington Arts Centre and Creative Burlington. 14

17 Artistic Goals cont d Cross-promotion opportunities with restaurants, cafes and other local businesses will provide another link between the arts and the community and help with existing and potential audience members. We will provide outreach opportunities that allow artists to perform in local schools and colleges. These outreach activities, which may include master classes, workshops, lectures and demonstrations, will also be open to the general public. A primary objective of these outreach activities will be to provide greater exposure of the artist to the community and increase our audience reach. Communities thrive when provided a broad and diverse range of leisure activities and the new Performing Arts Centre will contribute to this goal. We look forward to partnering with the local arts community to provide a vital, vibrant and active place to be in downtown Burlington. 15

18 Strategic Programming Goals Goals for Family and Youth Programming Build future audiences through excellent performing arts experiences for children and families Offer families national and international arts experiences that explore creativity and expand horizons Provide programming options for youth of all ages with appropriate and relevant content Provide a full experience that includes entertainment, activities and refreshments Goals for Educational Programming The educational programming will more directly connect with the curriculum base Ensuring that curriculum connections are made wherever possible Offering shows that reflect important cultural connections where possible Providing opportunities for performances of a scale that cannot be seen in a school auditorium Providing supplementary experiences such as backstage tours, meetings with artists, hands-on workshops, and post-performance conversations Providing teachers with useful and effective study guide materials for both pre-show preparation and post-show review and analysis. Building future audiences through excellent performing arts experiences for children and youth Offering arts experiences that explore creativity and expand horizons nationally Goals for Senior Audiences Seniors in Burlington currently represent a significant percentage of the audience market and are in strong support of the Burlington Performing Arts Centre. This segment of our population will continue to grow and our series will offer programming that is relevant to their interests. Performances may be as short as one hour followed by refreshments Explore programming that brings seniors and children together through intergenerational programming 16

19 Strategic Programming Goals cont d Goals for Adult Programming Provide a broad spectrum of national and international professional programming Offer both mainstream and emerging artists Provide a diverse selection of Canadian and International professional talent Reflect our cultural and ethnic diversity, including interaction with aboriginal communities for native Canadian programs as well as our international relationships with twin cities. 17

20 Programming Objectives The use and scheduling of the Centre shall be managed on an annual basis contingent on the following objectives: Disciplines: an appropriate blend of music, theatre, dance and other art forms and activities Renters and Audiences: Scheduling and programming decisions reflecting both renter demand for facilities and audience demand for programs. Special Audiences: programs, services or facilities to serve the young, the physically challenged, etc. Cultural Diversity: providing ethnically and culturally diverse programs Revenues: an appropriate balance among lower and higher revenue-producing events. Quality: whether professional or non-professional, production standards and responsible practices which suggest commitment and maximum use of resources. Usage: achieving a highly and efficiently utilized facility given resources available and the capabilities of the theatre. Our programming choices will be based on the following criteria: A balance of commercially recognized artists and emerging talent Programming for young audiences and families Educational programming with an emphasis on combining curriculum needs with entertainment Performances that include various genres of music as well as theatre, dance and variety Investigate opportunities to program an event that recognizes the relationship with our international twin cities of Apeldoorn, the Netherlands, and Itabashi, Japan. Performances that attract seniors that may include a matinee performance with refreshments Provide opportunities for culturally and ethnically diverse programming 18

21 Programming Strategies Principles for Developing a Sustainable Program Mix Something for everyone Diversity of programs Programs will be distributed throughout the year Programs will take into account social cycles and important dates There will be a balance of activity that will, approximately, reflect the following: One-third not-for-profit: Servicing local community arts groups, music and dance recitals, rotary festivals, high school band concerts, etc One-third Professional Presenting Series programming: The citizens of Burlington will be provided with a broad range of artistic programming of the highest level of excellence in the Professional Presenting Series. Disciplines will include a blend of music, theatre, dance, multi-disciplinary, family and educational programming, and other art forms. One-third commercial and other for profit usage: For example, touring road shows, commercial dance schools, annual meetings, new product launches, employee appreciation functions. Scheduling: The Burlington Performing Arts Centre s goal is to accommodate the interests of all of our renters for the purpose of maximizing the theatre s activities. We will rent the main hall, the community studio theatre, the lobby and possibly even the marshalling area. Whether professional or non-professional, production standards and responsible practices which suggest commitment and maximum use of resources will be considered. Diversity of rental users will also be considered. Lobby Rental: Business activity in the lobby for catered events has not been incorporated into the budget at this time. We will explore these opportunities. General Guidelines for Theatre Enquiries First Priority: Annual renters and local not-for-profit users will, whenever possible, be given first consideration followed by outside not-for-profit users and commercial users. If a user produces an annual event, the user s dates will get mapped into equivalent dates for the following year for first consideration. Example: week 1 to week 1 of the following year. If the first week happens to be three days or less it is considered week zero and the calendar weeks. goes for 52 19

22 Second Priority: Outside users and commercial performing arts events. Companies must be able to show an established record of sales and public event presentation. Priority will be given to performing arts events. Third Priority: Third priority will be given to non-performance use of the Centre in the form of meetings, conferences and similar events. 20

23 2011 Rates & Fee Structure Assumptions about the Mix Rental rates will be reviewed on an annual basis. Rental rates for theatre usage will be tiered (local non-profit, local commercial, outof-town non-profit, out-of-town commercial, etc.) with regard to community benefit in the context of a fiscally responsible approach to net operating cost. Rental Rates 2011 Categories Main Theatre seats Community Studio Theatre 225 seats Local Not For Profit $1,500 per day $ 80/hour - $ 640 for 8 hours Non Local Not for Profit $2,200 per day $125/hour - $1000 for 8 hours Local Commercial $2,600 per day $125/hour - $1000 for 8 hours Non Local Commercial $2,900 per day $150/hour - $1200 for 8 hours Categories include: 1. Local not-for-profit Not-for-profit is defined as organizations which must provide (i) proof of charitable status number or affiliation or (ii) proof of not-for-profit status. Proceeds will benefit a not-for-profit or charitable agency based within the City. 2. Non-local not-for-profit Defined as not-for-profit organizations that are based outside the City 3. Local commercial Defined as for profit organizations that are based within the City 4. Non-local commercial Defined as for profit organizations that are based outside the City Technical Crew costs Technical Crew up to $38/hour for first 8 hours o 3 Crew minimum in Main Theatre 8 hours x 3 x $38 = $ o 1 Crew minimum in Community Studio Theatre 8 hours x $38 = $

24 2011 The Inaugural Year The project remains on time and on budget with substantial performance scheduled for mid-june, which means at that time staff can look forward to moving into their new home. We are working with the City of Burlington s Project Management Team to ensure a smooth transition into the new building. This includes scheduling move-in and fit-up activities throughout the June to September period as we move towards pre-opening events in October and November. The first part of the opening celebrations includes approximately six weeks of pre-opening events that will engage community users and audiences. This time period will be full of various activities and will focus on high community utilization. Open houses Community events both ticketed and non-ticketed Season launch School tours Tours for the business community and seniors groups Professional Presenting Series events Opening gala performances There will be tech days, changeover days Rental activity, official Opening Celebrations and the Professional Presenting Series will commence in mid-november and run through to the end of the year. Celebrating the Opening The Burlington Performing Arts Centre will open with a series of events that will set the stage for the building s future. This will include tours and open houses. The local arts community will be featured prominently in these celebrations, and we will ensure that capital campaign donors are recognized for their contributions. There will be a combination of ticketed and non-ticketed events through the pre-opening period to ensure that Burlington residents with varied interests have the opportunity to see and enjoy the facility. 22

25 2011 Community Usage & Responses We facilitated Community Information Sessions and Focus groups in November and December of 2010 to share information on what the Centre has to offer and to table the proposed rental rates and assess assumptions made on community utilization of the facility. Three meetings were held with Community User groups/individuals. These stakeholders were contacted via s sent out by the Performing Arts Centre as well as through Creative Burlington. A number of phone calls were also made by Centre staff. In all, 57 individuals and 41 groups were invited. The following is a list of the groups who attended. Attendance included 37 individuals representing 23 local community groups and several Board Members. Burlington Civic Chorale Burlington Concert Band Burlington Dance Academy Burlington Footnotes Burlington Student Theatre Burlington Welsh Male Choir Centre Stage Productions Children's Choir Burlington Community Development Halton Creative Burlington Drury Lane Theatrical Productions Halton Multicultural Council High Rendition Jazz Koogle Theatre Company No Strings Attached Rotary Music Festival Subourbon Street Symphony Hamilton The Aldershot Players The Singing Strummers Theatre Burlington Top Hat Marching Band Tottering Biped Theatre 23

26 2011 Community Responses In addition to these group gatherings we have had individual meetings with a number of groups, including the Teen Tour Band, Drury Lane Theatre, Burlington Concert Band, Burlington Student Theatre, Koogle Theatre Company, Symphony Hamilton and the Hamilton Philharmonic. We used these meetings and the group gatherings to roll out our rental rates, booking and rental policies. There was palpable excitement and interest in getting in to the Centre. Many who attended had at one point or another been involved in the process of advocating the Centre as a facility that is without compare with current facilities in Burlington. All of the meetings and group gatherings have been very well received, with a good understanding of the rate structure. There is excitement building in the local community. Since the meetings and group gatherings, several groups have come forward with requests for rental bookings. Many groups have made tentative bookings for We are now moving forward with contracting these bookings. To date we are at approximately 50% of budget and are forecasting that we should reach our budget goals for We continue to respond to requests for information and bookings in a timely manner. Ongoing outreach plans include: Utilizing e-newsletters of Tourism Burlington, Burlington Chamber of Commerce, Burlington Downtown BIA and Creative Burlington to promote rental opportunities at the Centre. Posting on Burlington Performing Arts Centre web site and on City of Burlington web site Sending blasts to prospective rental users Speaking at regular meetings of Rotary, Time out for Sports, etc. and speaking with the boards of Tourism Burlington, Burlington Hotel Association etc. to spread the word. During the pre-opening period there will be a number of opportunities for community groups to work in partnership with the Centre. Some of the community partners include: Teen Tour Band; Burlington Concert Band; Top Hat Marching Band; Koogle Theatre Company; Student Theatre Burlington. These creative partnerships will help to build an awareness amongst the groups of how to utilize the spaces at the Centre and also provide an entry point for audiences of the specific groups Centre. into the 24

27 2011 September to December Usage: Note: usage calendar in appendices E September - 30 available days Complete fit up and commissioning of Theatres and support spaces 28 days Donor Recognition and Season launch events 2 days October - 31 available days Surrounding Thanksgiving weekend, we plan to involve community groups in a series of weekend events which will engage rental users and invite their audiences to come to the Centre. There will be a series of open houses targeted at different groups, students, seniors, community at large, families. Towards the end of the month we will start rentals, with several lobby events. These events will give staff an opportunity to tune up operations. Pre-opening activity: 24 available days Total unused days: 7 including Thanksgiving November - 30 available days This month finishes off the pre-opening period with a final community event, a benefit concert, and moves solidly into professional programming and rentals, including all categories. The opening Celebration Week starts November 27 and runs to December 3. Main Theatre Professional Series programs: uses 7 days 6 performances (includes some Celebration Week programming) Rental bookings, including tentative and booked: uses 8 days Remaining available rental days in Main Theatre: 14 Studio Professional Series programs: uses 6 days 8 performances Rental bookings, including tentative and booked: uses 1 day Remaining available rental days in Studio Theatre: 18 Lobby Rental bookings, including tentative and booked: uses 2 days Available rental days: - dependent on theatre rentals Unused days will be used to balance operating maintenance and overtime issues. 25

28 2011 September to December Usage cont d December - 28 available days: The month starts off with the culmination of the opening week celebrations with 2 gala events, and continues with more Professional Presenting Series programming and rental activity. Main Theatre Professional Presenting Series programs: uses 6 days 5 performances (includes some Gala programming) Rental bookings, including tentative and booked: uses 4 days Remaining available rental days in Main Theatre: 18 Studio Professional Presenting Series programs: uses 0 days Rental bookings, including tentative and booked: uses 1 day Remaining available rental days in Studio Theatre: 27 Lobby Rental bookings, including tentative and booked: uses 1 day Available rental days - dependent on Theatre rentals Unused days will be used to balance operating maintenance and overtime issues In Summary By offering a combination of Professional Presenting Series performances, local community and commercial uses, the Burlington Performing Arts Centre will provide a broad spectrum of performance quality. Our goal is to provide our community and broader audiences with quality entertainment from across Canada and around the world. 26

29 2011 Programming Assumptions The Centre will present 11 performances in 2011; 6 in the Main Hall and 5 in the Community Studio Theatre The Centre will present 30 performances in 2012 in the Main Hall and 15 performances in the Community Studio Theatre Average ticket price assumed at $45 net in the Main Hall and $20 net in the Community Studio Theatre, plus $1.50 Capital Improvement Fund (CIF), $2 service charge and HST. Professional Presenting Series per ticket assumed at: Capital Improvement Fund Service Charge HST Total cost of tickets $45.00 Main Hall $1.50 $2.00 $6.31 $54.81 $20.00 Community Studio Theatre $1.50 $2.00 $3.06 $ Anticipated Attendance During the inaugural abbreviated 2011 season, it is anticipated that over 20,000 people will attend the theatre. In the first full year of operations, 2012, anticipated attendance is over 90,000; 17,000 attendance through Professional Presenting Series events 74,000 attendance through rental events We will have two customer groups: Ticket-buying public attending events and presentations Users who rent the facility to present shows and events Customer service (with respect to both customer groups) will be a high priority. The budget for the Centre in its early years must reflect the need for development of both the primary (user) and secondary (consumer) markets in order to achieve long term sustainability. Box Office Assumptions: The total number of tickets to all events in the Centre for 2011 will be 21,000 (including free patrons) Revenue Assumptions: A Capital Improvement Fee (CIF) of $1.50 will be charged by the box office for every ticket sold whether a Professional Presenting Series or rental event. 27

30 2011 Programming Assumptions cont d Box Office Service Fees (patron pays) $2.00 per ticket all patrons whether buying tickets to a rental or professional series event. Box Office Charges Recoveries (client pays) 5% of net ticket sales renters box office charge that includes credit card recovery of 3%, debit card charges, partial recovery of overhead in box office, P/T staff, stationary, etc. Expense Assumptions: Credit Card Charges 3% - the percentage that we are charged from the credit card companies. Food and Beverage Services Assumptions: It is assumed that the Centre will achieve adequate levels of utilization. 28

31 Market Research Market research provides an information framework to assist the marketing staff in choosing the most effective marketing tools and tactics to reach identified target audiences. Through its data base the Burlington Performing Arts Centre will conduct several techniques for ongoing research and will be conducting research annually to identify: Number of households purchasing tickets Average number of tickets per order by event Number of returning patrons in a particular period of time or for a specific event Postal code penetration Cross product purchasing patterns Through focus groups, and in-theatre surveys, we will also evaluate the effectiveness of our general communications in raising community awareness. In the City of Burlington s Social Profile (2009) the report focuses on a number of important areas such as population growth and change, diversity, transportation, labour force and income. Of particular note is the section referred to as implications throughout the document implications which are helpful in identifying our target audiences, and determining the best marketing strategies to reach them. Since people are living longer and the population is aging, the 65+ age group will become more important. Services for seniors will need to keep pace with the fast growing senior population. Issues concerning elderly women will also become increasingly important since the majority of seniors are female. The population for the City of Burlington will increase to 182,000 in This trend indicates the City, after many years of rapid growth is reaching maturity. The higher incidence of children 25+ living at home is expected to continue. This will create new dynamics in families, especially in the cases where adult children are returning home to live after completing their education. The child population is expected to continue to grow in real numbers although their share of the total population may decrease. The predicted population growth and immigration of people of childbearing age (young families) and the children of the baby boomers having children, will increase demand for services to children (education, recreation, mental health,) and to families with young children. A mobile population will impact the types of public services required such as schools, libraries and recreational facilities. Organizations need to increase their capacity to respond effectively and sensitively to the needs of a changing ethnic population. 29

32 Marketing Strategy The overall goal of communications now is to deliver the same message through a variety of media in order to have a synergistic impact on the target. Integrated marketing communications involves the coordination of all forms of marketing communications in a unified program that maximizes the impact on consumers and other types of customers. It embraces many unique yet complementary forms of communication. Media advertising (a focus on message strategies and media strategies in a traditional media environment), direct response communications (communications that encourage immediate action), digital communications that include online, mobile (cell phone), and CD-DVD communications, sales promotion, public relation, experiential marketing, and personal selling. Integrated Marketing Communication plans will be developed annually with and evaluated monthly with activity of the Centre. Goal: to create an integrated brand and marketing strategy aligned with the goals and strategies of the Burlington Performing Arts Centre s mission Strategies: Invite Engage Entertain Key Principles Customer focused Highest quality, ability to tailor to various audiences (accessibility) Language, to ensure consistency Visual identify, consistent to maintain brand integrity Code of conduct, transparency Implementation Strategy Integrated Marketing Communications (IMC) involves the coordination of all forms of marketing and communications in a unified program that maximizes the value and benefits to all stakeholders, including: Traditional Media Social Media Public Relations Media Relations Direct Response Personal Selling Sales Promotion Tools Website Season Brochure Playbill Signage 30

33 Marketing Tactics for 2011 Media relations - develop opportunities to engage local media Cross Promotions - with local businesses and organizations Personal Selling training front of house, box office and all staff with the best customer service practices Securing sponsorship opportunities Provide a welcoming experience where patrons are encouraged to return Redeem tickets for a discount on upcoming shows Be a friend, bring a friend Create ongoing visibility through the use of exterior signage at GO stations, shopping malls, community centers, etc. Listen to the community - survey patrons on their theatrical experience Host focus groups with local arts groups and patrons and invite their participation in developing the marketing mix Use the e-newsletter format for presenting the season information and promoting series sales Create a pick your own offering that allows patrons to package their own series Use traditional media (radio, television, print) and leverage co-op promotions whenever possible Use social media as a tool for reaching new people; creating a dialogue with potential audiences Take a proactive role in ensuring the opportunities for visibility Work closely with the City s Economic Development office to gather information on Burlington s corporations. Promote to area businesses; single and group sales tickets Marketing Support to Community Users work on together. A broad range of professional and community Burlington organizations will regularly be presenting in the September to May season. Assist community organizations in becoming more effective marketers. Community groups should receive features and program details in the Centre s what s on calendar of events on the Centre s website. Groups will also be invited to participate in co-operative advertising with the Centre when ads feature multiple events. The Centre will also assist in securing favourable advertising rates for community groups. Publicity assistance provide press release templates for use and provide them with up to date media lists. Promotion roundtable during the season, the Centre will invite all community users to a roundtable meeting to discuss co-promotional opportunities that groups might be able to 31

34 Audience Services The audience services department provides box office and front of house services for all public presentations. The box office staff and front of house team are the front line with the Centre s patrons and serves an important public relations function as well as a direct sales function. Objectives Ensure consistent quality in customer problem solving and service Increase the ordering options for the Centre s ticket buying public Take advantage of the point of sale to promote upcoming shows and events Include up selling training for Customer Service Representatives (box office staff) 32

35 Management & Staffing We are excited to be moving forward in building our staff. Including the Executive Director there are currently four full-time staff in place; Executive Director Manager, Operations & Facility Sales Manager, Marketing & Development Executive Assistant Staff will be progressively hired in 2011 to a full complement of 10 full-time staff. It is anticipated that staff will move into the venue at the end of June, 2011 at which time commissioning work by the builder will begin. Commissioning is part of the general contract and is a period when all major building systems are verified operationally. Alongside the commissioning period, the theatre staff will begin the fit-up process for the theatre. This process will take a minimum of eight weeks to prepare the theatre for opening. Volunteers The Burlington Performing Arts Centre will promote community involvement and offer a variety of interesting volunteer opportunities with the facility as well as leadership opportunities on the Board of Directors. The Centre is another vehicle for harvesting highlevel leadership and talent within the community for public service. Volunteers will provide assistance to the Burlington Performing Arts Centre s Front of House services as ushers and coat takers. Our community volunteers will provide an invaluable contribution and a high level of service excellence to their community. It is important that a strong volunteer training and management program be put into place in order to attract and retain talent. Volunteer recruitment, training and recognition strategies could include: Learning opportunities Awards program/milestone celebrations Appreciation nights Perks (discount on tickets or free tickets to certain performances) Volunteers who feel their contributions to the Centre are appreciated and recognized are more likely to return year after year. 33

36 Financial Plan Budget Process Starting in August of 2010 the Executive Director, Brenda Heatherington and the Finance Committee of the Burlington Theatre Board started work on the 2011 Operating Budget and projections and forecasts for for the new Burlington Performing Arts Centre. The 2011 budget has been prepared without an operating history for the Centre and all revenues and expenses are projected based on the Arts Consulting Group report, management experience, reasonable assumptions and comparative analysis of similar facilities in our market. For budgeting purposes projections and assumptions were collected through a number of sources: Surveys of similar facilities in Ontario Reference to budgets of similar facilities in Ontario Arts Consulting Group Operating Forecast dated February 14, 2008 City of Burlington various departments Key Risks and Assumptions The budget and forecasts have been made using revenue figures based on the intended use of the facilities for community and professional theatre. We believe we have been realistic in our revenue projections and have set our rental rates after analysing comparable centres in our area. Being a start-up, there are some significant risks and assumptions that underlie the 2011 budget and forecasts for 2012 through 2014, which are as follows: Delay in the turnover of the building o Impact on revenue is downwards if there is a delay Revenue o Based on a mix of community and professional presentations; an altered mix may cause revenues to vary downwards given the preferential process for local and notfor-profit usage. Fundraising and Donations o A Board initiative to raise $100,000 annually Building expenses o Costs are based on information provided by others using similar facilities as well as working with City of Burlington; there is no operating history. Capital Investment Fund o Future capital needs are estimated. This fund will be financed by a capital surcharge on tickets for events 34

37 Financial Plan cont d The Finance Committee reports to the Board monthly on the financial statements and is also designing a Dashboard Report of key financial metrics for the Board to allow the Board to track the success of the Operating Budget at each monthly Board meeting. The Board will be reporting annually to Council as well as providing regular updates. Once the Capital Fundraising is complete, the Board will be establishing a Revenue Committee to work with management to look at non-traditional sources of revenue. The Board also anticipates assisting in the establishment of an endowment fund to contribute to the sustainability of the Centre. The Capital Investment Fund will be used for future repairs, renewal and replacement of equipment and building beyond normal maintenance. The Fund will help protect the City of Burlington from unexpected costs associated with Centre. 35

38 2011 Operating budget Note: A spreadsheet with detailed explanatory notes for each budget line item is attached under tab A 36

39 Burlington Performing Arts Centre Printed on: 2011 Current Budget and Forecast to 2014 Summary Budget <<<<<<< Forecast >>>>>>> Revenue Ticket sales to presenting series $ 482,600 $ 672,000 $ 791,900 $ 872,900 Sponsorship 40,000 50,000 55,000 60,500 Box office service fees 49, , , ,800 Concessions 42,900 90,000 93,600 97,300 Advertising and commissions 13,700 58,000 61,700 63,100 Rental revenue 71, , , ,500 Fundraising & donations 100, , , ,000 Grants: Federal 15,000 30,000 30,000 Provincial Other 10,500 15,000 15,000 15,000 Recovered costs 68, , , ,900 City of Burlington: - Base budget contribution 480, , , ,100 One-time funding for Start-up costs: - (incl. staffing and training costs, - website, uniforms, lease) 262, Facility fees- Capital Investment Fund 37, , , ,900 Total Revenue 1,659,300 2,765,800 2,990,000 3,087,000 Expenses February 25, 2011 Human Resources 721,600 1,106,000 1,151,600 1,181,300 Other Operating Expenses 900,700 1,523,600 1,690,500 1,755,800 1,622,300 2,629,600 2,842,100 2,937,100 Contribution to reserve fund (Capital refurbishment) 37, , , ,900 Total Expenses $ 1,659,300 $ 2,765,800 $ 2,990,000 $ 3,087,000 BOARD APPROVED - NOVEMBER 18, 2010

40 Burlington Performing Arts Centre 2011 Current Budget and Forecast to 2014 Printed on: February 25, 2011 Page 1 of Budget <<<<<<< Forecast >>>>>>> Revenue Ticket sales to presenting series $ 482,600 $ 672,000 $ 791,900 $ 872, Sponsorship 40,000 50,000 55,000 60,500 Box office service fees 49, , , , Concessions 42,900 90,000 93,600 97, Advertising 10,000 40,000 41,200 42, Commissions - merchandise sales 3,700 18,000 20,500 20,700 Rental revenue: Main Hall 50, , , , Secondary Hall 21,100 92,200 98, ,200 Fundraising & donations 100, , , ,000 Grants: Federal - 15,000 30,000 30,000 Provincial Other 10,500 15,000 15,000 15, ,600 1,706,300 1,900,700 2,036,100 Recovered costs: Main Hall - staff 22, , , ,400 Secondary Hall - staff 7,600 33,400 35,600 39,000 Box office set-up fees 5,000 15,500 16,500 16,900 Box office charges 17,900 91,400 96,900 98, Ticket printing 2, Equipment rental revenue - owned 2,000 20,000 20,000 20,000 Equipment recoveries - client requested 10,000 10,000 10,000 10,000 68, , , ,900 City of Burlington: Base budget contribution 480, , , ,100 One-time funding for Start-up costs: (incl. staffing and training costs, website, uniforms, lease) 262, Facility fees- Capital refurbishment fund 37, , , ,900 Total Revenue 1,659,300 2,765,800 2,990,000 3,087,000 Expenses Full-time Salaries 491, , , , Part-time Wages 89, , , , XX Benefits (OMERS, Insurance, CPP, E.I., EHT, LTD) 138, , , , Development & Training 2,000 7,500 7,500 7,500 Sub-total Human Resources 721,600 1,106,000 1,151,600 1,181,300 Other Expenses: Advertising and Promotion 149, , , , Appreciation Events 1,000 2,000 2,000 2,000 Artist Riders 44, , , ,400 Artist Selection 13,300 17,400 17,400 19, Audit Fees 5,500 5,500 5,500 5, Building Materials 2,000 3,000 3,000 3, Building Repairs and Maintenance 2,000 5,000 5,000 5, Building Supplies and Services- Janitorial 26,000 78,100 81,300 93,800 / page 2

41 Burlington Performing Arts Centre 2011 Current Budget Page 2 of Budget <<<<<<< Projections >>>>>>> Computer Hardware - 2,500 2,500 2, Contracted Services 63, , , , Credit Card Charges (incl bank chgs) 20,400 79,200 86,200 87,400 Downtown Business Imp levy 4,000 16,000 16,000 16, Equipment Rental (on behalf of clients) 10,000 10,000 10,000 10, Equipment Repairs and Maintenance 3,800 8,300 8,300 8, Food and Beverage 14,300 30,000 31,200 32, Furniture & Offfice Equip General Office Supplies 16,500 32,000 32,000 32,600 Grounds maintenance 4,000 12,000 12,000 12, Heating Fuel Hydro (Electricity) 57, , , , Insurance 13,600 13,600 14,000 14, Licenses and permits 900 2,400 2,400 2, Meeting Expenses 1,500 2,000 2,000 2, Membership Fees 1,200 1,700 1,700 1, Mileage & staff parking 3,200 3,200 3,200 3, Office Equipment Lease Other External Services Other Leases 13,500 5,000 5,000 5, Postage Printing & Reproduction 1,000 2,000 2,000 2, Professional Services 326, , , , Security Services 4,800 4,800 4,800 4, Small Tools and Equipment 1,500 1,500 1,500 1, Special Events 33, Telephones 4,500 10,800 10,800 10, Telephones-cellular 3,600 4,800 4,800 4, Transportation 10,000 13,500 16,500 16, Uniforms 7,800 2,600 2,200 2, Web site Creation and Design 35,000 10,000 10,000 10,000 1,622,300 2,629,600 2,842,100 2,937, Contribution to reserve fund (Capital refurbishment) 37, , , ,900 Total Expenses $ 1,659,300 $ 2,765,800 $ 2,990,000 $ 3,087,000 FINAL FORECAST FOR : FOR INFORMATION PURPOSES

42 Burlington Performing Arts Centre 2011 Current Budget Printed on: February 25, 2011 Summary Projection Budget Budget to Dec 31/10 Revenue Ticket sales to presenting series $ 482,600 $ - $ - Sponsorship 40, Box office service fees 49, Concessions 42, Advertising and commissions 13, Rental revenue 71, Fundraising & donations 100, Grants: Provincial Other 10, Recovered costs 68, City of Burlington: Base budget contribution 480, One-time funding for Start-up costs: (incl. staffing and training costs, website, uniforms, lease) 262, Facility fees- Capital g Investment Fund 37, Total Revenue 1,659, Expenses Human Resources 721, , ,500 Other Operating Expenses 900, , ,300 1,622, , ,800 Contribution to reserve fund (Capital refurbishment) 37, Total Expenses $ 1,659,300 $ 283,800 $ 283,800 BOARD APPROVED - NOVEMBER 18, 2010

43 Burlington Performing Arts Centre 2011 Current Budget Printed on: February 25, 2011 Page 1 of Projection Budget Budget to Dec 31/10 Revenue Ticket sales to presenting series $ 482,600 $ - $ Sponsorship 40, Box office service fees 49, Concessions 42, Advertising 10, Commissions - merchandise sales 3, Rental revenue: Main Hall 50, Secondary Hall 21, Fundraising & donations 100, Grants: Provincial - Other 10, , Recovered costs: Main Hall - staff 22, Secondary Hall - staff 7, Box office set-up fees 5, Box office charges 17, Ticket printing 2, Equipment rental revenue - owned 2, Equipment recoveries - client requested 10, , City of Burlington: Base budget contribution 480,700 One-time funding for Start-up costs: (incl. staffing and training costs, website, uniforms, lease) 262,800 Facility fees- Capital refurbishment fund 37, Total Revenue 1,659, Expenses Full-time Salaries 491, ,000 94, Part-time Wages 89,200-29, XX Benefits (OMERS, Insurance, CPP, E.I., EHT, LTD) 138,500 40,000 19, Interview/moving expenses , Development & Training 2, Sub-total Human Resources 721, , ,500 Other Expenses: Advertising and Promotion 149,500 5, Appreciation Events 1, Artist Riders 44, Artist Selection 13, Audit Fees 5, Building Materials 2, Building Repairs and Maintenance 2, Building Supplies and Services- Janitorial 26, / page 2

44 Burlington Performing Arts Centre 2011 Current Budget Page 2 of Projection Budget Budget to Dec 31/ Computer Hardware - 8,000 6, Contracted Services 63, Credit Card Charges (incl bank chgs) 20, Downtown Business Imp levy 4, Equipment Rental (on behalf of clients) 10, Equipment Repairs and Maintenance 3, Food and Beverage 14, Furniture & Offfice Equip - 24,000 4, General Office Supplies 16, ,600 Grounds maintenance 4, Heating Fuel Hydro (Electricity) 57, Insurance 13, Licenses and permits Meeting Expenses 1, , Membership Fees 1, Mileage & staff parking 3, Office Equipment Lease - 3, Other External Services - 5,000 5, Other Leases 13,500 26,800 31, Postage Printing & Reproduction 1,000 1, Professional Services 326,800 50,000 60, Security Services 4, Small Tools and Equipment 1, Special Events 33, Telephones 4,500-4, Telephones-cellular 3,600 3,000 1, Transportation 10,000 2,000 7, Uniforms 7, Web site Creation and Design 35, ,622, , , Contribution to reserve fund (Capital refurbishment) 37, Total Expenses $ 1,659,300 $ 283,800 $ 283,800 BOARD APPROVED - NOVEMBER 18, 2010

45 Resources & References The Burlington Performing Arts Centre Artec Consulting Report Needs Assessment Survey 2002 Arts Consulting Report The Power of the Arts report May 2008 A Social Profile of Burlington 2009 City of Burlington s Official Plan Tourism Burlington Arts Research Monitor: April 2005 (Volume: 3 Issue No:10) Creative people, classes, neighbourhoods and cities. Richard Florida, social cultural scientist Economic Impact of the Arts (American Association of Community Theatre) The Arts and The Quality of Life: The Attitudes of Ontarians, a commissioned survey conducted by Environics Research Group. (October 20, 2010) 37

46 Appendices Tab Tab A Operating Budget details B - Organizational Chart Tab C - Comparisons of F/T positions with comparable venues Tab D - Rental Rate Forecast 2011 & Rental Rate Forecast Tab E Usage Calendar (October December) Tab F - Critical Path (February 2011 to January 2012) Tab G - Board of Directors - Profiles 38

47 2011 Current Budget 2011 Budget Notes Revenue Ticket sales to presenting series $ 482, Sponsorship 40,000 Box office service fees 49, Concessions 42, Advertising 10, Commissions - merchandise sales 3,700 Rental revenue: Page 1 of 7 Printed on: 2/25/2011 Assumptions based on an average ticket price of $45 net of HST and service charges in the Main Hall and $20 in the Comm. Studio Theatre. Ticket prices will vary depending on many factors (artist fees, commercial recognition,ancilary costs). Calculated based on a combination of presentations including community events (some ticketed and some non-ticketed, pre-opening events, Opening Celebration events and Professional Presenting Series events. Can include Real Estate Co's, Car dealerships, corporations, financial institutes, etc. Sponsorship here refers to the Professional Series and the businesses we can attract to sponsor the season, series or event. Sponsors level of recognition is based on the amount of the sponsorship. This revenue generation is the responsibility of the Marketing Manager. This is a service fee charged to all patrons whether buying tix to a rental or Prof Series event. Assumed at $2.00 per tix for all events (includes pre-opening, rental and professional series). Assume cost x 3; Calculated at 3 months of activity used $14.3K exp and $42.9K rev. Playbill advertising revenue. Will do playbill on quarterly basis. Commission charged to users for merchandise sales in the lobby Main Hall 50,400 Local Not for Profit Calculated at 70% of NFP main hall use 12 1,500 18,000 Outside Not for Profit Calculated at 30% of NFP main hall use 5 2,200 11,000 Total Not for Profit 55% of total rental use in main hall ,000 Local Commercial Calculated at 70% of Commercial main hall use 6 2,600 15,600 Outside Commercial Calculated at 30% of Commercial main hall use 2 2,900 5,800 Total Commercial Is 45% of total rental use in main hall. 8 21, ,400

48 2011 Current Budget 2011 Budget Notes Page 2 of 7 Printed on: 2/25/2011 Secondary Hall 17 12,680 21,100 Local Not for Profit Calculated at 70% of NFP secondary hall use 12 $80/hr 7,680 Outside Not for Profit Calculated at 30% of NFP secondary hall use 5 125/hr 5,000 Total Not for Profit Calculated at 72% of total rental use in sec. hall. Fundraising & donations 100,000 Local Commercial Outside Commercial Total Commercial Is calculated at 70% of commercial sec.hall use Is calculated at 30% of commercial sec.hall use Is calculated at 28% of total rental use in sec. hall /hr 6, /hr 2, ,400 All assumptions based on 8 hr days 25 21,100 Rental rates are based on an analysis of other comparable centres in the province including Brampton, Mississauga, Guelph, St. Catharines, Oakville and Richmond Hill, as well as reference to the Operating Forecast dated February 14, 2008(projections there were somewhat conservative at $2138,$1913,$1688 and $1463/day. On a cost Per Seat on the Base Commercial Rate our calculated rate of $4/seat is 1% higher than the next highest per seat cost putting us at the top but not out of reach. We will review rates on an annual basis. Also research was conducted as to other rental options in the community (convention centre, Sheridan College and Mohawk College). Based on a comparative study of similar size venues in southern Ontario including Richmond Hill, RiverRun Centre and the Rose in Brampton, annual avg. donations/sponsorship/fundraising revenues sit anywhere between $175K and $225K. What is being proposed in this budget is $100K, an aggressive number given the start-up nature of the Centre, the recency of the capital fundraising campaign and competing fundraising events in the Community.

49 2011 Current Budget 2011 Budget Notes Grants: Provincial - Other 10,500 Recovered costs: Main Hall - staff 22,800 Secondary Hall - staff 7,600 Box office set-up fees 5,000 Box office charges 17, Ticket printing 2,900 Equipment rental revenue - owned 2,000 Equipment recoveries - client requested 10,000 City of Burlington: Base budget contribution 480,700 One-time funding for Start-up costs 262,800 Facility fees- Capital refurbishment fund 37,000 Total Revenue 1,659,300 $1.50 charged on each ticket sold Page 3 of 7 Printed on: 2/25/2011 The $10,500 reflects a grant from the Ontario Arts Council - Dance Initiatives. The funding supports a project to provide opportunities to expose our community to the art form and to develop a dance audience in our community by providing outreach opportunities, workshop and residency work. Recovery of technical staff costs for 50 events spread across both venues. Hrly Wages: A survey was conducted to determine wages paid in other Ontario venues. Our goal is to compensate crew in an equitable manner and to manage crew in a professional and respectful way. $100 per event, paid for by rental clients Recoveries - client pays; Renters box office charge that includes Credit Card recovery of 5%, Debit card charges, partial recovery of overhead in box office, P/T staff, stationery Recoveries - client pays;.20 cents per ticket printed Rental of equipment owned by the Centre, to clients Rental of non Centre equipment on behalf of clients

50 Page 4 of 7 Printed on: 2/25/2011 The Burlington Performing Arts Centre 2011 Current Budget 2011 Budget Notes Expenses Full-time Salaries 491, Part-time Wages 89, XX Benefits (OMERS, Insurance, CPP, E.I., EH 138, Development & Training 2,000 Other Expenses: Advertising and Promotion 149, Appreciation Events 1,000 Artist Riders 44,200 Artist Selection 13, Audit Fees 5,500 Staff training, Conference and seminar registration and fees Critical to acquiring a high profile and awareness in the community, the Professional Series advertising and promotion, web maintenance, playbills, print ads, radio and television ads, marketing supplies must be maximized. Portion of Printing of Programs(playbills), brochure, mailers postage - one time brochure mailing to all Burlington households (65000 plus advertising e-promotions signage and display boards Promotions Volunteer recognition events Professional Series - expenses including accomodationss, hospitality, production, food and beverage, dressing room supplies, SOCAN Travel, accommodation, perdiems, mileage for travel to booking conferences and events

51 2011 Current Budget 2011 Budget Notes Building Materials 2, Building Repairs and Maintenance 2, Building Supplies and Services- Janitorial 26, Computer Hardware Contracted Services 63, Credit Card Charges (incl bank chgs) 20,400 Downtown Business Imp levy 4, Equipment Rental (on behalf of clients) 10,000 Page 5 of 7 Printed on: 2/25/2011 paint and supplies, light bulbs, hardware (general), floor & wall repair, tools Assumption warranty for all or COB-CSI Janitorial and bathroom supplies and service. Include mops,garb bags,cleaner,soap,towels & tissue Carpets,furniture,floors. Mid-range out of the Arts Consulting Group Report operating forecast and in line with what other facilities in the province are paying. Verified with COB-CSI Program for Professional Series: Graphic Design, poster distribution, animateur/development coordinator for dance Building Maintenance - basedon Arts Consulting Group report operating forecasts for 5 months; covers physical plant maintenance, garbage collection and recycling Charges billed to the Centre by Credit Card companies/bank estimated assessment x "remaining" parking area x 1/4 of a year Client requested equipment not owned by venue. This is an in/out reflected in revenue line recovered costs Tech - lift maintenance, production equipment maintenance; Facility - building maintenance, elevator, security monitoring/repairs; Admin - Maintenance of ticket system stock and pockets, photocopy ink; Front of House - flashlights, earplugs, batteries, linens, napkins, coat check, bar and concession supplies; Tech - safety supplies, lighting and sound, light bulbs, stage floor maintenance, equipment replacement/maintenance, equipment rental Equipment Repairs and Maintenance 3, Food and Beverage 14,300 purchase of concession/bar food and beverage Furniture & Offfice Equip General Office Supplies 16,500 Admin - paper supplies, subscriptions, general office supplies, office equipment maintenance, tix

52 2011 Current Budget 2011 Budget Notes Grounds maintenance 4, Heating Fuel Hydro (Electricity) 57, Insurance 13, Licenses and permits Meeting Expenses 1, Membership Fees 1, Mileage & staff parking 3, Office Equipment Lease Other External Services Other Leases 13, Postage Printing & Reproduction 1, Professional Services 326, Security Services 4, Small Tools and Equipment 1, Special Events 33, Telephones 4, Telephones-cellular 3,600 Page 6 of 7 Printed on: 2/25/2011 Based on discussions with Craig Stevens CSI-COB landscape maintenance and snow removal Based on Arts Consulting Group Operating forecast and consultation with COB-CSI; $2.13 per sq. ft. x sq. ft/12 x 5 months; Water and Sewer COB CSI survey of similar city facilties based on Arts Cons. Grp Operating ft. Craig S. Liquor license and Business License for Public Assembly Board meeting expenses Association membership fees Admin pick up and delivery; parking Artist fees for professional series programming and gala opening week events Brinks Building Security Transport of cash (COB - Gar Darrock quote) 2 phones x $80 x 12 months 3 Temporary offices January to July Admin - day to day postage and courier activity General admin.small printing jobs at COB building related: snow shovels, ladders, etc. Opening week receptions; technical rentals; staging rentals Telephone and long distance services phones x $80 x 7 months Transportation 10,000 Artist and technial equipment transportation

53 2011 Current Budget 2011 Budget Notes Uniforms 7, Web site Creation and Design 35, Contribution to reserve fund 1,622,300 (Capital refurbishment) 37,000 Total Expenses 1,659,300 Page 7 of 7 Printed on: 2/25/2011 to identify Volunteers and concession/bar staff and box office staff. Assumption of 16 P/T concession/bar staff and over 100 volunteers after surveying Ontario venues. Quotes from commercial supplier and results of venue survey directed the estimated amounts per item. As many as 40 volunteers plus staff may be required on a busy night. Hosting and licenses (processing charges). Complex changes that are not able to be done inhouse need to be done by the host and are charged out on an hourly basis. Monthly domain costs are estimated to be $300/mo based on other performing arts venues experience. Based on cost survey: BEDC - $40K, OK&D - $20K, Richmond Hill - $12K, Rose Theatre $27K. Site also needs to include the ability to do blasts and Facebook estimated at 24,699 tix x $1.50/tix (based on assumptions of attendance at ticketed community events, pre-opening events and professional series events)

54 Board of Directors Development (Future) Lighting Tech (F/T) Sound Tech (F/T) Tech Casual Manager Operations/Facility Sales (F/T) Executive Director (F/T) Accountant (P/T) Executive Assistant (F/T) Lead Technician (F/T Audience Services Manager (F/T) Food and Beverage FOH Supervisor (P/T) VOLUNTEERS Manager Marketing and Development (F/T) Box Office (F/T) Marketing Assistant (F/T) Box Office (P/T) 10 Full Time Staff 16 avg. P/T staff Volunteers The Burlington Performing Arts Centre

55 Staffing Comparisons of F/T positions with comparable venues Venue Number of full-time staff Number of Seats Main Theatre Oakville Centre for the Performing Arts Fredericton Playhouse River Run Theatre, Guelph Brock University Centre for the Arts, St. Catharines Grand Theatre, Kingston 9 (Kingston contracts out their food & beverage and employs a number of P/T IATSE technicians) Markham Theatre Richmond Hill 6 (plus 53 part time bar staff, box office staff, and ushers, plus 7 contract staff for back stage) NOTE: All venues also have varying degrees of part-time and contract staff. 631

56 Prepared by Graham Frampton BPAC Rental Revenue Forecast Final-draft sent out Feb The Added.xlsx 1 of 6 The Burlington Performing Arts Centre FINANCIAL OPERATING ESTIMATE 2/25/2011 RENTAL RATE FORECAST Arts Consulting Group Report Feb 14, 2008 Projected rates for PAC 2011 ** 2011 Main Theatre Daily Rate Studio Theatre Daily Rate Main Theatre Daily Rate Studio Theatre Daily Rate Non Local Commercial $ 2,900 $ 1,200 $ 2,138 $ 1,013 Local Commercial $ 2,600 $ 1,000 $ 1,913 $ 900 Non Local NFP $ 2,200 $ 1,000 $ 1,688 $ 788 Local NFP $ 1,500 $ 640 $ 1,463 $ Non Local Commercial $ 2,900 $ 1,200 $ 2,202 $ 1,043 Local Commercial $ 2,600 $ 1,000 $ 1,970 $ 927 Non Local NFP $ 2,200 $ 1,000 $ 1,739 $ 812 Local NFP $ 1,500 $ 640 $ 1,507 $ Non Local Commercial $ 2,900 $ 1,200 $ 2,268 $ 1,075 Local Commercial $ 2,600 $ 1,000 $ 2,030 $ 955 Non Local NFP $ 2,200 $ 1,000 $ 1,791 $ 836 Local NFP $ 1,500 $ 640 $ 1,552 $ Non Local Commercial $ 3,045 $ 1,280 $ 2,336 $ 1,107 Local Commercial $ 2,730 $ 1,040 $ 2,090 $ 983 Non Local NFP $ 2,310 $ 1,040 $ 1,845 $ 861 Local NFP $ 1,575 $ 680 $ 1,599 $ 738 ** The above rental fees are based on an analysis of other comparable centres in the province. The fees are stated somewhat conservatively, leaving some capacity for increase. User groups are aware and are agreeable to the preliminary rental structure and acknowledge that some adjustments may be necessary when the facility becomes operational. The 2009/2010 fees are derived by applying a future value forward formula to the 2006 fees with a rate of 3%. (from Arts Consulting Group report Feb 14, 2008)

57 Prepared by Graham Frampton BPAC Rental Revenue Forecast Final-draft sent out Feb The Added.xlsx 2 of 6 The Burlington Performing Arts Centre FINANCIAL OPERATING ESTIMATE 2/25/2011 RENTAL RATE COMPARISONS 2011 DAILY RATES 2011 PAC Main Studio Theatre Theatre Daily Daily Rate Rate Seats Seats Arts Consulting Rose Theatre 140 seats sales Group Report * Main Hall Comparison Studio Comparison Main Theatre Daily Rate Studio Theatre Daily Rate Oakville Centre 487 Seats River Run Centre 785 Rose Theatre 870 seats Richmond Hill Theatre 631 Seats Oakville Centre 120 Seats River Run Centre 225 Seats all rates vs Seats 12% of tix Richmond Hill Theatre 224 Seats Non Local Commercial $ 2,900 $ 1,200 $ 2,138 $ 1,013 $1,922 $1250 vs $2,576 $2,000 $668 $500 $1,077 $400 12% of Local Commercial $ 2,600 $ 1,000 $ 1,913 $ 900 $1,746 $2,576 $2,000 $607 $450 $1,077 $400 gross Non Local NFP $ 2,200 $ 1,000 $ 1,688 $ 788 $1,355 ticket $1,722 $1,000 $487 $375 $646 $400 Local NFP $ 1,500 $ 640 $ 1,463 $ 675 $1,098 sales $1,722 $750 $383 $300 $646 $400 * Arts Consulting Group Report Feb 14, 2008 Projected rates for 2011

58 Prepared by Graham Frampton BPAC Rental Revenue Forecast Final-draft sent out Feb The Added.xlsx 3 of 6 The Burlington Performing Arts Centre FINANCIAL OPERATING ESTIMATE 2/25/2011 RENTAL RATE COMPARISONS 2011 DAILY RATE PER SEAT 2011 PAC Main Studio Theatre Theatre Daily Daily Rate Rate Seats Seats Arts Consulting Rose Richmond Theatre Hill 140 seats Theatre 224 Seats Group Report * Main Hall Comparison Studio Comparison Main Theatre Daily Rate 712 Seats Studio Theatre Daily Rate 225 Seats Oakville Centre 487 Seats River Run Centre 785 Seats ** Rose Theatre 870 seats Richmond Hill Theatre 631 Seats Oakville Centre 120 Seats River Run Centre 225 Seats ** Non Local Commercial $ 4.07 $ 5.33 $ 3.00 $ 4.50 $3.95 $1.59 $2.96 $3.17 $5.57 $2.22 $7.69 $1.79 Local Commercial $ 3.65 $ 4.44 $ 2.69 $ 4.00 $3.59 $1.59 $2.96 $3.17 $5.06 $2.00 $7.69 $1.79 Non Local NFP $ 3.09 $ 4.44 $ 2.37 $ 3.50 $2.78 $1.59 $1.98 $1.58 $4.06 $1.67 $4.61 $1.79 Local NFP $ 2.11 $ 2.84 $ 2.05 $ 3.00 $2.25 $1.59 $1.98 $1.19 $3.19 $1.33 $4.61 $1.79 * Arts Consulting Group Report Feb 14, 2008 Projected rates for 2011 ** Per seat cost is lower based only on the minimum of $1250 for all categories. Per seat cost would likely be higher based on the 12% of gross ticket sales on some rentals

59 Prepared by Graham Frampton BPAC Rental Revenue Forecast Final-draft sent out Feb The Added.xlsx 4 of 6 The Burlington Performing Arts Centre FINANCIAL OPERATING ESTIMATE 2/25/2011 ATTENDANCE FORECAST Main Studio Total 2011 Theatre Theatre Professional Series Attendance Non Local Commercial Local Commercial Non Local NFP Local NFP Total Rental Attendance Total Attendance Professional Series Attendance Non Local Commercial Local Commercial Non Local NFP Local NFP Total Rental Attendance Total Attendance Professional Series Attendance Non Local Commercial Local Commercial Non Local NFP Local NFP Total Rental Attendance Total Attendance Professional Series Attendance Non Local Commercial Local Commercial Non Local NFP Local NFP Total Rental Attendance Total Attendance

60 Prepared by Graham Frampton BPAC Rental Revenue Forecast Final-draft sent out Feb The Added.xlsx 5 of 6 The Burlington Performing Arts Centre FINANCIAL OPERATING ESTIMATE 2/25/2011 RENTAL RATE FORECAST Non Profit Rate Main Theatre Studio Theatre # Main Events Attendance Theatre Studio Theatre # Events Attendance Main Theatre Studio Theatre # Main Events Attendance Theatre Studio Theatre # Events Attendance Percentage of total Rental use 55% 72% 55% 72% 55% 72% Non-local Events Number of Uses Rental Rate $ 2,200 $ 1,000 2,500 $ 2,200 $ 1,000 12,400 $ 2,200 $ 1,000 13,200 $ 2,310 $ 1,040 13,500 Local Events Number of Uses Rental Rate $ 1,500 $ 640 5,900 $ 1,500 $ ,000 $ 1,500 $ ,800 $ 1,575 $ ,400 Total Non Profit Event Revenue Opening Year 2011 Full Operations 2012 Operations $ 29,000 $ 12, ,400 $ 189,500 $ 60, ,400 $ 201,400 $ 64, ,000 $ 213,780 $ 69, ,900

61 Prepared by Graham Frampton BPAC Rental Revenue Forecast Final-draft sent out Feb The Added.xlsx 6 of 6 The Burlington Performing Arts Centre FINANCIAL OPERATING ESTIMATE 2/25/2011 RENTAL RATE FORECAST Commercial Rate Main Theatre Opening Year 2011 Studio Theatre # Events Attendance Main Theatre Full Operations 2012 Studio Theatre # Events Attendance Main Theatre Operations 2013 Studio Theatre # Events Attendance Main Theatre 2014 Studio Theatre # Events Attendance Percentage of total Rental use Non-local Events Number of Uses Rental Rate $ 2,900 $ 1,200 1,800 $ 2,900 $ 1,200 9,500 $ 2,900 $ 1,200 10,100 $ 3,045 $ 1,280 10,200 Local Events Number of Uses Rental Rate $ 2,600 $ 1,000 4,100 $ 2,600 $ 1,000 22,200 $ 2,600 $ 1,000 23,400 $ 2,730 $ 1,040 23,800 Total Commercial Event Revenue $ 21,400 $ 8, ,900 $ 243,000 $ 32, ,700 $ 256,600 $ 34, ,500 $ 275,520 $ 38, ,000

62 the BURLINGTON PERFORMING ARTS CENTRE USAGE CALENDAR 2011 This schedule is subject to change and includes plans and information known as of February 14, 2011 OCTOBER Pre-opening Events Professional Series Main Theatre Profesional Series Studio Theatre NFP Rental Main Theatre Commercial Rental Main Theatre NFP Rental Studio Theatre Commercial Rental Studio Theatre Rental Lobby

63 the BURLINGTON PERFORMING ARTS CENTRE USAGE CALENDAR 2011 This schedule is subject to change and includes plans and information known as of February 14, 2011 NOVEMBER Pre-opening Events Professional Series Main Theatre Profesional Series Studio Theatre NFP Rental Main Theatre Commercial Rental Main Theatre NFP Rental Studio Theatre Commercial Rental Studio Theatre Rental Lobby

64 the BURLINGTON PERFORMING ARTS CENTRE USAGE CALENDAR 2011 This schedule is subject to change and includes plans and information known as of February 14, 2011 DECEMBER Pre-opening Events Professional Series Main Theatre Profesional Series Studio Theatre NFP Rental Main Theatre Commercial Rental Main Theatre NFP Rental Studio Theatre Commercial Rental Studio Theatre Rental Lobby