A Community Arts Center for Portsmouth

Transcription

1 Business Plan A Community Arts Center for Portsmouth Final Report of the Portsmouth Arts and Culture Committee

2 Table of contents I. Executive Summary 3 II. The Vision of a Community Arts Center 6 III. The Need for a Community Arts Center 7 IV. The Selected Site: Coggeshall School 9 V. Management Summary 11 VI. Financial Plan 13 VII. Operating Budget 16 VIII. Strategy and Implementation 19 Appendices A. Charge to the Portsmouth Arts and Culture Committee 21 B. Coggeshall Floor Plans 22 C. Job Descriptions 25 D. Site Visit Summary and Conclusions 27 E. Notes on Site Visits 29 F. Newport Collaborative Architects Meeting 37 G. Contractor Notes 39 H. Meeting with Fire Marshal 41 I. Meeting with Portsmouth Water and Fire District 42 J. Resource List 43 The Portsmouth Arts and Culture Committee Page 2 of 43

3 I. Executive Summary This proposal to create a community center for the arts in Portsmouth grew from a search for new long- term quarters by the Portsmouth Arts Guild. Was there, the Guild wondered, an unused town- owned property that might make a suitable home? The Guild leadership put the question to Robert Driscoll, the town administrator at the time, who saw a larger possibility: A larger, more comprehensive center for the arts might contribute significantly toward a stronger sense of community in Portsmouth. Happily, the Portsmouth Arts Guild found a home in the Parish Hall at St. Paul s Episcopal Church, where it has been mounting exhibitions and conducting educational programs since But a comprehensive community center for the arts serving all residents of Portsmouth remained an idea worth pursuing. In the summer of 2008, the Portsmouth Town Council established the Portsmouth Arts and Culture Committee and charged it with developing that idea: Where would such a center be located? What would it look like? Who would it serve? What services would it provide? How would it be managed? How would it be supported over time? (See Appendix A.) With grants and other private funds secured through the Portsmouth Arts Guild, the committee commissioned an independent public opinion survey of nearly all Portsmouth households. Portsmouth residents strongly supported the idea of a community arts center. They believed it would improve the quality of life in town, that it would foster more social interactions and strengthen the town s sense of community. They reported that current arts organizations did not fulfill the town s need for a community arts center and said they would take advantage of a wide variety of performances, exhibitions and educational programs if there were a center that would offer them. Arts education was particularly important to families with school- age children. While there was strong support for a community arts center, the survey also found that Portsmouth residents strongly oppose using any public funds for its development and operation. This business plan is, in effect, the Portsmouth Arts and Culture Committee s final report to the Town Council. It outlines how the town could develop a comprehensive community center for the arts on town- owned property without a direct investment of public funds. The plan includes the following: What a center would be The Portsmouth Center for the Arts would be a place where Portsmouth children, young people, adults and seniors could meet and engage with groups of people who have similar interests photography, painting, ceramics, creative writing, filmmaking, drama, music, crafts. In addition to arts exhibitions and performances, the center would offer art classes for all ages, particularly programs for children during summer and school vacations. The center would operate as a member- driven organization on the model of a YMCA, where individuals or families would pay a modest annual fee to help support the facility and its programs. Its program offerings would be designed in response to member interests. Site: The Coggeshall School The committee considered eight town- owned sites and visited all of them. It concluded that the Coggeshall School was the only site that would not require prohibitively expensive new construction and would allow an arts center to begin operations in an existing facility with minimal retrofitting and The Portsmouth Arts and Culture Committee Page 3 of 43

4 renovation. It is already familiar to Portsmouth families as the site of Portsmouth Little League playing fields. It is served by RIPTA buses, has adequate parking and is handicap accessible. Pro bono inspections by two architects confirmed that the newer part of the facility could support a program of exhibitions, arts education, group meetings, and small performances without significant structural changes. Parts of the facility not suited for programmatic use could be used for storage. Programs Exhibitions. Initially, the center would become the site for the year- round program of exhibitions now produced by the Portsmouth Arts Guild. These range from juried shows by local and regional artists to member shows and shows for high school students and emerging young artists. The center s more extensive gallery space would support an expanded exhibition program for a much larger audience. Performances. The gymnasium at the Coggeshall School would support a variety of dramatic productions by Portsmouth Community Theater or other groups, as well as a variety of musical events, some managed by Common Fence Music. It would also support poetry readings, lectures, debates, recitals, and other events. Without further improvements, the gymnasium could support events with audiences of up to 130; improvements to the building, including more extensive fire safety systems, could increase capacity to more than 200. Workshops. Designed for adult learners, these would focus on topics from creative writing to painting/sketching, photography, filmmaking, music, digital arts wherever member interests lead. Children s programs. Initially a program of arts- based summer day camps, the center s programming for children would be one of the center s largest educational efforts. Some educational programs could be operated in the center by the Newport Art Museum or another collaborating partner. Affinity groups. The center would help organize and would schedule regular meeting space for interest- based groups of members. Fostering connections among Portsmouth residents with common avocational interests would be a significant contribution to community building. Communications. The center would function as a clearinghouse for arts information on Aquidneck Island, offering a comprehensive Web- based calendar of arts events as well as notification by mail, e- mail and social media. Operations and Management The center s programs would be developed and managed by a paid full- time executive director, supported by a well- organized system of volunteers. Instructors for classes would be compensated through modest tuition and materials fees. As the center grows and becomes more established, other full- or part- time paid positions would be added to manage educational programs and to develop marketing and communication capacity. Management and oversight of the center would be undertaken by a special committee of the Board of Directors of the Portsmouth Arts Guild. The Portsmouth Arts Guild, a 501(c)(3) arts organization, would expand its Board and revise its bylaws to facilitate its role as institutional manager of the arts center. Financial Model The center s revenue would derive from many private sources: member dues, program fees (tuition for arts classes, entry fees for juried art shows, etc.), ticket sales for musical and theatrical performances, facilities rental, program advertising, foundation grants, fundraising. This plan anticipates revenue of approximately $176,000 in the center s first full year. There is no plan to include an allocation from the The Portsmouth Arts and Culture Committee Page 4 of 43

5 Town Council or any other public funds with the possible exception of applications for a civic grant. The Town s sole contribution would be to designate a town- owned facility as the site for a community arts center serving all Portsmouth residents. The Coggeshall School site would be leased to the Portsmouth Arts Guild for a long term at little or no cost for the purpose of creating and operating the arts center. The Portsmouth Arts and Culture Committee Page 5 of 43

6 II. The Vision of a Community Arts Center At its earliest meetings, the Portsmouth Arts and Culture Committee began to develop and refine its vision of a community arts center the programs it would offer Portsmouth residents, the community needs it would meet, the most effective and efficient ways to manage and fund it. A series of site visits to community arts centers in Rhode Island, nearby Massachusetts and Connecticut, conducted in 2009 through 2011, provided comparative information about management, services and costs. The vision was also informed by visits to potential sites. For a variety of reasons, described in Section IV below, the committee determined that its vision of a community arts center would best be accommodated by the Coggeshall School site, a town- owned property on East Main Road about a mile from the Middletown line, adjacent to the Little League baseball fields. Portsmouth has an opportunity to improve the quality of life for residents of all ages; to develop a town- owned resource in a way that would build a sense of community for residents; to strengthen arts and culture organizations that already exist in the area; to promote music, photography, gallery exhibitions, and involvement in the arts of all kinds; to create and support arts programs for groups of residents with a common interest creative writing, film and video, textiles where programs do not currently exist; to use an existing town facility for the benefit of all Portsmouth residents. The Community Center for the Arts would offer the community a flexible performance and gathering space capable of seating an audience of up to 130 with potential for expansion to seat more than 200; gallery space for a variety of year- round exhibitions; facilities and programs for visual and performing arts education, from children through seniors; regular communications and reliable information about arts opportunities in the area; summer and vacation arts programs for school- age children; weekend or evening workshops for adults; a place to gather, meet new friends, and explore new interests; a year- round program of concerts, exhibitions, and varied arts experiences; arts programs for families. The Community Center for the Arts would serve a clientele that is predominantly Portsmouth residents, while welcoming interested parties from neighboring communities; be located in the town- owned Coggeshall School; be governed by an expanded Board of Directors of the Portsmouth Arts Guild, the largest and most experienced arts organization in Portsmouth; be managed by professional staff with an extensive group of volunteers; be funded through grants, fundraising, memberships, user fees, and sales; begin modestly and build its programs and facilities in response to the interests of its users. The Portsmouth Arts and Culture Committee Page 6 of 43

7 III. Need for a Community Arts Center The Survey A town- wide survey conceived by the committee was funded by grants from the Rhode Island Foundation, BankNewport, the Rhode Island State Council on the Arts, and the Portsmouth Arts Guild. The survey firm was Dreeszen & Associates of Florence, Mass., which had recently completed an arts survey for the City of Providence and was highly recommended by RISCA. The survey was preceded by a series of focus groups in October 2009 to help sharpen the survey instrument (download a pdf copy at and the survey itself was mailed in January 2010 to 7,305 Portsmouth households. It had a 13- percent return with 957 respondents replying, yielding a 3- percent margin of error. The survey results were clear on the perceived need for a community center for the arts: Three- quarters said they were likely to attend programs at a community center for the arts; More than three- quarters agreed that a community center for the arts would enhance the quality of life in Portsmouth; 57 percent agreed that a center for the arts would contribute to the town s economy; 58 percent agreed that a center for the arts would help attract residents and businesses; 83 percent of respondents attended cultural programs and institutions locally and elsewhere; 41 percent had created their own visual art or craft work in the previous 12 months; 83 percent agreed that a center for the arts would provide a needed place to gather in community; 81 percent agreed that a center for the arts would improve access to local artists and performers. Anecdotally in conversations and more formally during the focus groups that preceded the survey, the committee heard expressions of the need for greater community cohesiveness and greater opportunity for residents to widen their circle of friends and acquaintances. Portsmouth does not have a town center that encourages people to meet and mingle. Expression of need and support for a community center for the arts were nearly universal. The Arts on Aquidneck Island There are many arts organizations in and around Portsmouth, but none functions as a community arts center, serving the whole community across the spectrum of the arts. Portsmouth Community Theater, Common Fence Music, Portsmouth Arts Guild, and, farther afield, the Newport Art Museum, Jane Pickens Theater, the Casino Theater and others all have their strengths but are generally not broad- based. Each may offer elements that one would expect to find in a community arts center, but there is little synergy, nor does any of them serve as a gathering place for residents to come together for a wide variety of creative experiences. Nearby off- island are the Tiverton Community Chorus, Tiverton Four Corners, the Narrows (Fall River), and the Bristol Art Museum, each dedicated to its own artistic medium. The new Jamestown Arts Center perhaps comes the closest to what the committee is proposing for Portsmouth. A summary of leading area arts organizations and their offerings: The Portsmouth Arts and Culture Committee Page 7 of 43

8 Portsmouth Arts Guild Common Fence Music Portsmouth Community Theater Newport Art Museum Opera House Theater Casino Theater Firehouse Theater Jane Pickens Theater Tiverton Chorus Island Moving Company Newport Chidlren s Theater Four Corners Art Center Bristol Art Museum Narrows Center for the Arts Jamestown Arts Center Exhibitions, art classes, lectures, demonstrations Three seasons of bimonthly folk music performances Three theatrical performances per year Exhibitions, lectures, art classes, occasional musical performances Proposed Broadway- style touring productions (not yet open) Theater for Salve Regina, some other performances A 49- seat theater for various performances Cinema and events theater Musical performances Dance performance and classes Classes and theatrical performances for and by schoolchildren Art exhibits, films, lectures in Tiverton Art exhibitions Musical performances, art exhibitions Art exhibitions, classes, camps, music and theater None of the above offers the range of artistic, cultural and community- building programs proposed by the Arts and Culture Committee for the Coggeshall School location. The closest is perhaps the Jamestown Art Center in its mission, but that organization is not convenient for Portsmouth residents. The Portsmouth Arts and Culture Committee Page 8 of 43

9 IV. The Selected Site: Coggeshall School Site Description The former Coggeshall School on East Main Road provides a nearly ideal site for a community arts center. More recently it was the site of the Pennfield School, and currently part of the building is occupied by the Aquidneck Island Christian Academy (AICA). The grounds behind the school also provide for two Little League baseball fields. Currently, parking with modifications can accommodate 200 cars, with room for expansion. The Coggeshall site is currently divided into two sections (see drawings, Appendix B): A. The older part, built in 1923 and expanded in 1950, has been shut down since 2004 and does not meet current code requirements in certain areas, particularly regarding ADA requirements for handicapaccess. The space includes 5,672 square feet of useable space, comprised of four classrooms on the main level, an entry foyer and a hallway, plus two rest rooms. A lower level contains the boiler room and additional rooms currently used for storage of athletic equipment. B. The newer portion, built in 1960, is currently occupied by the AICA as a K- 12 school devoted to Christian education. The AICA rents that part of the structure from the Town on a yearly lease which specifies a monthly rental of $1,500 per month. The lease terminated June 30, 2011, but was renewed per the agreement for one year at the July 11, 2011, Town Council meeting. The AICA has the option for two additional one- year renewals, terminating on June 30, The school serves approximately 30 families on Aquidneck Island. The school interior consists of a lobby, gymnasium/auditorium (with stage) that legally seats 161 persons, six classrooms, two teachers offices, two restrooms, storage closet and large basement for the boilers and other equipment. Useable space totals 12,480 square feet. It is this section of the Coggeshall complex that initially would serve the Town well as a community arts center. Site Advantages The advantages of this site for a community arts center are these: It sits on a main thoroughfare served by RIPTA buses; It is visible to passing traffic, has adequate parking and is centrally located on Aquidneck Island; The portion of the building now used as a school could be easily converted at minimum expense for arts center purposes; It puts to Townwide use an important property now serving only 30 families; It would convert an underutilized white elephant into an important welcoming community structure at the Town s southern entrance; It offers the potential to save the older structure for renovation as part of an expanded arts center as fund- raising permitted. Site Disadvantages Possible competition for parking during Little League games; The Portsmouth Arts and Culture Committee Page 9 of 43

10 Cost of full renovation of the older part of the structure. Other Options As part of its site research, the Portsmouth Arts and Culture Committee visited and reviewed other Town properties that the Town Administrator presented as possibilities. Many of these were reviewed in the company of an architect (Cornelis deboer of Haynes deboer & Associates, Providence) who provided a professional opinion on the sites. These sites included: Mello s Farm Stand good location at Rt. 24 exit, but too wet, too small; Former Town garage property on Schoolhouse Lane too small; Heritage Hill site not well suited for an arts center; Glen Farm, 2two- acre site behind Leonard Brown House good possibility if the funds were available to build anew; good location, area frequented by many; Glen Park for building anew, Glen Farm was far preferable because of East Main Road access and visibility; Elmhurst School too far off beaten track; expensive to renovate as an arts center; Melville Campground area Glen Farm proved preferable for building anew, as there was no land to clear at Glen Farm and the Leonard Brown House could be incorporated into the project. No other Town option provided the range of opportunities that Coggeshall did for relatively simple conversion to an arts center in a well- trafficked area of Town. Coggeshall Renovations Architect Holly Grosvenor (Northeast Collaborative, Newport) and contractor John Damon reviewed the 1960 portion of Coggeshall and determined that only a few renovations would be required to use the space as an arts center, namely, upgrade the two restrooms to be handicapaccessible. Cost: approximately $7,500 each. The structure itself, including roof, windows, and building envelope appeared to be in very good condition, according to Damon, who has done work on the building in the past. Building records from Town Hall show no major repairs or problems with the building in recent years. Other renovations that would need to be made as funds became available include: Renovate the gymnasium into a proper small- scale performing arts venue with adequate lighting, sound, backstage areas; Adapt hallways and one classroom for gallery space; Design and install new signage; Expand parking around rear of building as needed; Redesign and build new building entrance as lobby and box office area and enhance façade; Install sprinkler system to enlarge auditorium capacity to more than 200. Some of these items (first three) would be done early on with others to follow as funds were raised. The Portsmouth Arts and Culture Committee Page 10 of 43

11 V. Management Summary Governance The main tenant and motivating force behind the new Portsmouth Arts Center is the existing 501(c)(3) organization, The Portsmouth Arts Guild (PAG), incorporated in the State of Rhode Island in January It currently has about 160 artist and non- artist members who pay dues of $45 (individual) or $60 (family) per year. They come from all surrounding towns with about one- third from Portsmouth. The PAG began in 2003 as an art association without a home, exhibiting members and guests works in such places as the Portsmouth Abbey, the Roger Williams Conference Center, the Portsmouth Free Public Library, Glen Farm and the Portsmouth Town Hall. In 2006, however, it partnered with St. Paul s Episcopal Church at 2679 East Main Road to use its church and parish hall as a home for the arts. Since then, the organization has gained five years experience in running an arts organization as a year- round business. It mounts 10 monthly exhibitions a year, offers three annual semesters of classes, collaborates with other arts organizations in the area, offers monthly lectures and art demonstrations to the public at no charge, and has experimented with offering a performing arts series as well. It has raised operating funds from the RI State Council on the Arts, the RI Foundation, and local banks. It has run two outdoor arts festivals, and it provides an annual $250 scholarship from restricted funds to a graduating Portsmouth High School senior going on to study art in college. One of its annual shows, Emerging Artists, showcases the artwork of high school students from all the high schools in Newport County as well as some in Bristol and Warren. The PAG s current space does not allow adequate development of educational and performance programs. It is proposed that the PAG manage the arts center, and in order to facilitate the foregoing it is recommended that: 1. The Portsmouth Arts Guild shall amend its by- laws as necessary to accommodate its expanded responsibilities, retaining the same 501(c)(3) designation for the expanded organization, and, if necessary, expand its corporate purpose; 2. The PAG shall have responsibility for all programs that take place at or in the arts center buildings and grounds, as well as offsite programs that occur under the aegis of the arts center. These programs would include, but are not limited, to: art exhibitions, lectures and demonstrations; musical, theatrical or other performances; educational classes, workshops or camps, and collaborative programs with other organizations of mutual interest; 3. The Board of Directors shall be comprised of up to 30 members, the majority of whom shall be Portsmouth residents and shall include a reasonable balance of visual and performing artists as well as non- artist members; 4. The Board of Directors will be a governing body that will set policy for the arts center, maintain responsibility for the fiscal health of the center, and oversee its executive staff; 5. Details regarding board meeting times, election of members, terms of service, etc. will be specified in the revised organization s bylaws. 6. A separate single- purpose committee of the Board will be established to provide oversight and strategic planning for the center. The Portsmouth Arts and Culture Committee Page 11 of 43

12 Management and Staffing A successful first year would demand an effective and well- managed volunteer network under the direction of an executive director. Since the arts center would have only one paid staff member and a limited income on day one, this is a practical necessity. Two main functions would need to be handled by paid staff with some experience from the outset. The center would need an Executive Director to begin the process of fund raising and booking events, so as to begin generating revenue. This person would have experience in the field, demonstrated fundraising, public relations, and communication skills, advertising/marketing ability and would be, in many ways, the public face of the organization. A part- time Operations Manager might be required to provide leadership, ensure consistent operations, help manage ticket sales, and be present in the office when the Executive Director was not there. As the Center grows and generates revenue, both earned and contributed, staff would be added under the direction of the Executive Director to fill such roles as Education Director, Marketing Director, Ticket Manager, on an as- needed basis. The growth rate of the organization would determine how rapidly staff is added. Management and staff would not be Town employees. The Portsmouth Arts and Culture Committee Page 12 of 43

13 VI. Financial Plan A. Arts Center Programs The committee envisions an arts center that ultimately will offer a full range of visual and performing arts programming, including classes and summer art camps for children. Programming would begin with existing Portsmouth Arts Guild programming in the visual arts. This includes 10 monthly exhibitions a year, three semesters of art classes for all ages, monthly lectures and demonstrations for Arts Guild members and guests, and occasional special events. As fund raising and staffing permitted, programming in the performing arts, facility rentals to area groups, and rental of artist studio space would be added. However, the first year s operating budget is based on the following assumptions, with Exhibitions and Classes extrapolated from the current and past experience of the Portsmouth Arts Guild. See Section VII for the complete Income/Expense presentation. 1. Exhibitions One Newport County Plus high school student exhibition. Participation by Portsmouth High School, Portsmouth Abbey, Newport s Rogers High School, St. George s School and Met Academy, Jamestown High School, Middletown High School, Tiverton High School, plus Bristol High School and Warren s Fatima High School. Free entry, juried for prize certificates. Two member shows. Average entry fee, $20; 60 members entering each show; gross, $2,400 Six open, juried shows. Shows open to all area artists; estimated 85 artists entering per show at average of $22 each; gross, $11,220. One end- of- year holiday show and sale. Open to all artists and craftspersons; estimated 75 artists entering at $15 each; gross, $1, Classes and Workshops Regular classes for all ages: An average of 10 classes in each of three semesters spring, summer, fall with average per class attendance of five students and $100 per class. Gross, $15,000. Summer Art camp for children: 1. Full- day four one- week camps at $250 per week, eight students each. Gross, $8, Half- day four one- week camps at $125 per week; eight students each. Gross, $4, Facility Rental Portsmouth Community Theater: Four performances, $250 each. Gross, $1,000 Common Fence Music: Two workshops, $250 each. Gross, $500 Other association and organization meetings: Six rentals (e.g., Portsmouth Garden Club, Portsmouth Business Association and other non- arts- related businesses, etc.), $250 for nonprofits (4), $400 for profits (2). Gross, $1, Special Events Grand Opening gala. 200 attendees at $50 each; gross, $10, Performance Ticket Sales These might be classical or jazz concerts or other musical performances, theatrical or dance performances from outside Portsmouth, comedy or other performance events. Thirty one- evening performances, 80 seats, average of $15 per seat. Gross, $36,000. The Portsmouth Arts and Culture Committee Page 13 of 43

14 B. Other Earned Income In addition to artistic programming, classes, rentals and special events, the arts center will rely on a variety of other income streams to balance its budget. These would include member dues, program advertising, art and merchandise sales, and special fund- raising activities. 1. Membership Member benefits would include reduced entry fees for exhibitions and performances, a free online newsletter, and monthly member lectures and demonstrations. Three levels of membership would be established: individual, family, and student with annual dues of $45, $60, $25 respectively. First year memberships are budgeted at 200 individuals, 60 families, and 25 students. Gross, $13, Program Advertising These ads would appear in the brochure for the performing arts programs for the year, with a range of ad sizes and prices. Gross, $2, Art and Merchandise Sales Art sales include 25- percent commission on all exhibited works sold on member and non- member works. Expected gross sales of $12,000 of artwork would yield $3,000 in commissions to the art center. Merchandise sales would include such items as tote bags, coffee cups, t- shirts, bumper stickers and decals, and other arts center logo items. Gross: $1,500. C. Contributed Income No arts center operates without significant contributed income from various sources foundations, state and/or municipal grants, corporate and local business support, and perhaps most importantly, support from individuals and families. Based on information from community arts centers elsewhere, a good rule of thumb is to expect that approximately 50 percent of all revenue should derive from contributed income. Ticket sales and other earned income sources simply cannot support a sophisticated arts program. 1. Corporations BankNewport and NewportFed have supported the Portsmouth Arts Guild in the past; we expect that they would continue to support an expanded arts program in town. Citizens Bank has indicated their preference to support human services at this time. Goal: $5, Foundations While the Rhode Island Foundation has indicated reduced funding capabilities recently, it has supported the Portsmouth Arts Guild in the past and has indicated a continuing interest in this project. Other foundations not yet approached include the Prince and vanbeuren foundations, Champlin Foundation, and the Newport County Chamber of Commerce. Goal: $15, Municipal grants While the Town of Portsmouth has given civic grants of approximately $1,700 a year in years past, they have declined to do so in the past three years. However, given that this project endeavors to provide a major service to all Portsmouth residents, we expect that the Town Council might find it worth the Town s financial support. Goal: $2, State and Federal grants The Rhode Island State Council on the Arts (RISCA), like the RI Foundation, has supported the Portsmouth Arts Guild (and specifically this project) in the past, we expect they will continue to do so, despite their own reduced state funding. Goal: $5,000. The Portsmouth Arts and Culture Committee Page 14 of 43

15 5. Individuals There is no substitute for a vigorous individual fund- raising effort. We would expect significant support from Portsmouth and other area residents to launch this arts center and sustain its programs. Goal: $15,000 in annual fund and program support and $5,000 in one- time naming opportunities within the arts center in its first year. D. Marketing the Center and Its Programs The key to the success of the Portsmouth Community Arts Center is the effective marketing of its programs, experiences, and space rental opportunities. Along with fundraising and program management, marketing is one of the major responsibilities of the Executive Director, with assistance from the Board of Directors and other volunteers. In recent years, arts marketing has undergone a major shift away from print media to electronic dissemination via e- mail, Facebook, Twitter and a host of other Web- based operations. This has reduced the cost of print advertising, though the center would continue to rely on such important publications as a program brochure, a classes and workshops brochure, posters and fliers, press releases and occasional newspaper space advertising for special events. The Portsmouth Arts and Culture Committee Page 15 of 43

16 VII. Operating Budget REVENUE Year 1 Year 3 Notes Contributed Income Corporations $5,000 $7,500 Foundations $15,000 $30,000 Municipal grants $2,500 $2,500 Civic grant State and Federal Grants $5,000 $6,000 RISCA Individuals Annual Fund $15,000 $20,000 Naming Opportunities $5,000 $40,000 Theater $100K, Rooms $15KHall $20K, Chairs $10 Sub- Total $47,500 $106,000 Earned Income Ad Sales (programs) $2,000 $4, events in program; 40 $50 ave. Summer/Vacation Camps $12,000 $16,000 4 one- week half- day; 4 one- week full- day; 8 studen Class Tuition $15,000 $20, $100; 5 students (first year) Concessions $3,000 Exhibition Entry Fees $14,400 $16,000 9 shows x 80 entries x average entry of $20 Member Dues $13,225 $18, indiv.@$45; 60 family@$60; 25 students@25 Facility Rentals $3,300 $5, events: 10@ $250, 2@ $400 Merchandise Sales $1,500 $3,000 Mugs, tote bags, t- shirts, etc. (gross); $750 net Panel and display case rentals $3,000 $4, x $200 Raffles, auctions $6,000 $6,000 Sales and Commissions $12,000 $16,000 gross ($3,000 net) Special Events $10,000 $12,000 Grand Opening Event $50 x 200 ($6,000 net) Ticket Sales $36,000 $72,000 $15 x 80 seats x 30 events Sub- Total $128,425 $195,000 Total Revenue $175,925 $301,000 EXPENSES Year 1 Year 3 Notes Administration Computers $500 $1,000 Computer, printer, software, licenses Fees $2,500 $4,000 Credit card, bank Insurance $4,000 $5,000 Liability, D&O, fire & theft Advertising and printing $5,000 $8,000 Internet $500 $500 Posters, fliers $500 $2,000 Newsletter $400 $400 On web and via e- mail Merchandise $750 $1,500 Mugs, bumper stickers, tote bags, t- shirts? Banners, flags, etc. $2,000 $3,000 Professional organizations $500 $500 The Portsmouth Arts and Culture Committee Page 16 of 43

17 Salaries Office Supplies $1,500 $2,500 Postage $1,500 $3,000 Exec Director $50,000 $55, hrs/wk x 52 weeks Operations Manager $23,000 PT: $20/hr. x 20 hrs/we x 52 wks Facilities Manager $15,000 PT: $15/hr x 12 hrs/wk x 52 wks Benefits and Payroll Taxes 12% $6,000 $11,160 Telephone, DSL $2,000 $2,500 Travel & Conf. $1,500 Sub- Total $77,650 $139,560 Building Snow, trash $3,000 $4,000 Cleaning Supplies $500 $1,000 Cleaning Services $3,000 $3,500 HVAC maintenance $200 $500 General repairs $500 $2,500 Sub- Total $7,200 $11,500 Utilities Electric $8,000 $9,000 Heat $12,000 $10,000 Water $500 $1,000 Sub- Total $20,500 $20,000 Fund- Raising Expense General Fund Raising Supplies $2,000 $5,000 Special Events $4,000 Grand Opening Event Postage $500 $3,000 Printing $1,500 $2,500 Sub- Total $8,000 $10,500 Professional Services Bookkeeping $1,500 $1,500 Grant Writer $500 $500 Legal $1,000 $1,000 Sub- Total $3,000 $3,000 Education Summer art camp staff $3,000 $4,000 Supplies $1,000 $1,500 Teacher Fees $11,250 $15,000 75% of $15,000 tuition Sub- Total $15,250 $20,500 Exhibitions Receptions $750 $1,000 The Portsmouth Arts and Culture Committee Page 17 of 43

18 Gallery Expenses $500 $1,000 Juror Fees $1,200 $1,200 Artist sales $9,000 $12,000 75% of gross Prizes $3,000 Donated Sub- Total $11,450 $18,200 Performances Performer Fees $24,000 $48,000 $800 ea. X 30 events Printing, posters, programs $2,000 $4,000 Sub- Total $26,000 $52,000 Contingency $5,000 $6,700 About 2.5% Reserves allocation $1,875 $19,040 Total Expenses $175,925 $301,000 Net +/- $0 $0 The Portsmouth Arts and Culture Committee Page 18 of 43

19 VIII. Strategy and Implementation Securing the site The committee will seek the Town Council s designation of the Coggeshall School site as a community center for the arts and the Council s commitment to make the site available for renovations and conversion to an arts center on or after July 1, 2014, when the current AICA lease expires. The AICA is aware of this effort and should be notified by the Town of its intention not to renew their lease immediately upon designating the space for use as an arts center. Such issues as responsibility for large repairs, other non- routine maintenance problems and lease obligations would be determined through discussion with Town officials and Portsmouth Arts Guild representatives if this proposal is approved. Building public awareness Immediately upon the Town Council s designation of the site, the committee will begin a series of activities designed to build public awareness and support. The first such event could be a fall arts weekend, which the committee is planning in cooperation with the Portsmouth Arts Guild. Public information sessions, printed communications, and a Web site would continue throughout 2012 and 2013, building toward a grand opening in the fall of 2014 or early Developing effective governing structure Upon the Town Council s designation of the site, the Portsmouth Arts Guild will begin to build the capacity of its Board of Directors, expanding the size of the Board to include representatives from other arts communities (music, theater, performance, etc.) and from the community (particularly representation of families with school- age children). The Guild will establish a separate committee of the Board as the primary governing entity of the community center for the arts. As the Board s governance capacity increases, it will assume increasing levels of responsibility. The changeover will be complete by December 31, 2013, when the Town Council s charge to and authorization of the committee is set to expire. Roughly half of the committee members are current or former members of the Guild Board, which should help accomplish the transition smoothly. Hiring professional staff and commencing operations The governing body will begin recruiting for the executive director position early in 2014, with a goal of having the position filled on or soon after July 1, The executive director will assume responsibility for preparing the center for commencement of operations. The executive director and the governing body will recruit and fill other positions as necessary within the first year. Start- up Costs It is estimated that the new center will require approximately $158,500 in start up costs to cover such necessities as adding a sprinkler system to meet fire codes (the school is not currently equipped with sprinklers), making two restrooms handicap accessible, installing new signage to identify the center, undertaking some renovation of the gymnasium/auditorium for performance space, adding gallery lighting for exhibition space in the hallway and some classrooms. Fundraising for these renovations would be a joint effort by the executive director and the Board. One- time start- up costs would include: The Portsmouth Arts and Culture Committee Page 19 of 43

20 Bathroom renovations for handicap access $15,000 Executive director search 500 Executive director salary, 6 mos. 28,000 Liability insurance, pre- opening 500 Auditorium theatrical lighting 2,000 Sound screen, digital projector, DVD player 4, auditorium chairs 6,500 Accounting and legal services 1,000 Grant writer / Fundraising assistance 500 Signage, created and installed 2,500 Lighting, painting, etc., for hallways and classroooms 8,000 Sprinkler system installed 90,000 Total Start- up Costs $158,500 Preliminary Transition Timetable The following presents a rough draft schedule of project implementation from the the Town Council s designation of the Coggeshall School as the site of the community arts center until the center s official opening. All dates are estimates and are likely to change as the center is developed. March 2012 March- June 2012 Through- Fall 2012 Throughout 2013 Fall 2013 Town Council approves Coggeshall as arts center Form Arts Guild executive committee; expand Board; revise by- laws to provide for management and governance of arts center Develop fund- raising strategies, refine capital cost estimates Fundraise for start- up costs; develop volunteer structure and expanded board Develop marketing/communications strategies; seek collaborations with other arts organizations; build support for center January 2014 Seek, hire Executive Director to start July 2014 Through June 2014 July 1, 2014 Continue fundraising, board and volunteer development Take possession of Coggeshall School; Executive Director starts work July- December 2014 Design programs; recruit volunteers; form Advisory Council; undertake building renovations Winter 2015 Grand Opening; operations begin The Portsmouth Arts and Culture Committee Page 20 of 43

21 Appendix A Charge to the Portsmouth Arts and Culture Committee The Portsmouth Arts and Culture Committee was established by the Portsmouth Town Council at its regular meeting August 12, Bylaws implementing and amplifying the Town Council s action were approved by the Council on November 24, 2008, providing for: Duration The committee was initially authorized to continue its work through December 31, 2011, unless the Town Council extended its term. The committee chair reports to the Council at regular intervals. At its meeting May 4, 2010, the Portsmouth Town Council received the committee s interim report and renewed the committee s charge through December 31, Membership The committee is authorized to include between eight and fifteen members, not counting the town administrator and a member of the Town Council, who serve as nonvoting ex officio members. Members are appointed to the committee for two- year terms in accordance with Town Council rules and procedures for citizen appointments to committees. Officers Officers are elected by members of the committee for renewable one- year terms. Current officers include Eric Broudy, chair; George Furbish, vice chair; and Mark Nickel, secretary. Meetings The committee meets monthly on the second Thursday at 7 p.m. at the Town Hall. Notice of meetings is posted in the Town Hall and on the Rhode Island Secretary of State s online schedule of public meetings. All meetings are open, accessible, and in compliance with the State of Rhode Island Open Meetings Law. The Committee s Mission The Portsmouth Arts and Culture Committee will explore the viability of an arts and culture center in Portsmouth. This exploration will consist of an assessment of the feasibility of such a center, its desirability and degree of public support, as well as recommendations regarding the following: an appropriate location; the center s proposed services, programs and audience/users; its architectural design; an estimate of what it might cost to build and operate; and possible sources of funding for its construction and management. The committee s recommendations were part of the interim report presented to the Town Council on May 4, 2010, downloadable in pdf format at The Portsmouth Arts and Culture Committee Page 21 of 43

22 Appendix B Coggeshall Floor Plans The Portsmouth Arts and Culture Committee Page 22 of 43

23 Notes on building dimensions The Portsmouth Arts and Culture Committee Page 23 of 43

24 Building footprint with Little League diamonds The Portsmouth Arts and Culture Committee Page 24 of 43

25 Appendix C Job Descriptions Executive Director Overview The Executive Director is responsible for management of the Portsmouth Community Center for the Arts and for the design and operation of its programs. He or she will have a part- time paid operations manager, a bookkeeper serving, at least initially, on a pro bono basis, and a dedicated corps of volunteers. The PCCA will provide a broad spectrum of arts and art education opportunities for individuals and families in and around Portsmouth, R.I. This would include a year- round schedule of art exhibitions, both amateur and professional; musical and theatrical performances; films, lectures and other presentations; one- day or weekend workshops for adults; art classes; summer arts camps for schoolchildren; facilitation of affinity groups (creative writing, photography, painting, sculpting, etc.); and other such services. The PCCA will commence operations in January The inaugural Executive Director will play a leading role in the planning, communications, and marketing leading to the commencement of services. Reporting and Responsibilities The PCCA Board of Directors, to which the Executive Director reports and on which the Executive Director serves as a non- voting ex- officio member, is the Center s governing body. The Executive Director will report regularly to the Board or its Executive Committee on the operation and programs of the Center and will be available to other Board committees for consultation (e.g., Budget and Finance, Membership, Development, Planning, and Governance committees). The Executive Director is responsible for: developing, with the Budget and Finance Committee, an annual budget for approval by the Board; developing the various member and community programs (artistic, theatrical, musical, etc.) that the Center offers; ensuring that programs offered by the Center are of good quality and are responsive to the expressed needs of members and community; arranging rental of the Center s facilities to area nonprofit and for- profit groups for uses compatible with the Center s mission; overseeing marketing, communications, and Web services for the PCCA; working with the PCCA Board of Directors, its officers and committees to build the Center s profile and securing sufficient resources, financial and otherwise, for its program and operation; serving as the public face and chief executive officer of the PCCA; supervising the work of volunteer committees; supervising the work of the operations manager. Qualifications The Executive Director should have a college degree, preferably in arts management or management of The Portsmouth Arts and Culture Committee Page 25 of 43

26 nonprofit organizations, and/or significant training and experience in directing a nonprofit community arts organization. Operations Manager Overview The Operations Manager provides organizational leadership, ensures that the Portsmouth Community Center for the Arts is properly staffed, and handles various administrative duties (ticket sales, telephone and e- mail coverage, facility management, membership management, record keeping, data entry, etc.) He or she takes direction from the Executive Director, supports the work of the Executive Director, and provides continuity when the Executive Director is away from the center. The Operations Manager reports to the Executive Director. Qualifications The Operations Manager must have skills, training and experience in general office work, must be at home using computers and database management programs, and must have excellent communication skills, including phone manner and writing ability. The Operations Manager will have significant contact with the PCCA membership and with the general public who attend programs and take advantage of arts education. A pleasant manner and dependable people skills are essential. The Portsmouth Arts and Culture Committee Page 26 of 43

27 Appendix D Site Visit Summary and Conclusions Representatives from the Arts & Culture Committee visited nine different arts centers in 3 states (5 in Massachusetts, 2 in Rhode Island, and 1 in Connecticut). In most cases, interviews were conducted with their Executive Directors, and other key staff members. For seven of the centers, we were provided with detailed budget information reflecting sources of income and various expense categories. We also received budget information from a center in Maryland. The information on budgets has been summarized on a spreadsheet for comparative purposes; however, due to the significant variation in the types of programming at each center, and the differing demographics of their communities, as well as differing budget formats, quantitative comparisons are difficult to make. The program offerings vary from nearly 100 percent performing arts at some (Katharine Hepburn Theater), heavy dependence on arts education and studio rentals (Emerson), to mixed programming at others (TCAN, Arsenal, Newport Art Museum, Cape Cod, and Cotuit). Venues vary from converted manufacturing buildings (Arsenal and Jamestown), a former fire station (TCAN), a former town hall (The Kate), former middle school (Emerson), an historic residence (Newport Art Museum), former bank building (Cape Cod), to new construction (Cotuit). Venues were acquired through a variety of sources, but mainly through gifts by wealthy individuals and municipalities, and long term leases from municipalities. Art Center Sites Visited Natick Center for the Arts (TCAN) (Natick, Mass.) Emerson Umbrella center for the Arts (Concord, Mass.) Arsenal Center for the Arts (Watertown, Mass.) Cotuit Center for the Arts (Cotuit, Mass.) Cultural Center of Cape Cod (South Yarmouth, Mass.) Newport Art Museum (Newport, R.I.) Courthouse Center for the Arts (Kingston, R.I.) Jamestown Arts Center (Jamestown, R.I.) Katherine Hepburn Theater (Old Saybrook, Conn.) Conclusions: 1. All of the arts centers have a large active core of volunteers to help with on- going operations. A good volunteer coordinator (paid or volunteer) is important in managing the volunteer pool. 2. All of the arts centers depend to some extent on contributed income (memberships, annual fund, grants, corporate and individual gifts, etc.) to supplement their earned income (ticket sales, class tuitions, retail sales, facility rentals, etc.). It is not possible to generalize on the split between Earned and Contributed Income, since it is dependent upon the variety and types of program offerings, as well as the demographics of the community. The Portsmouth Arts and Culture Committee Page 27 of 43