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• 15 Member Board
• Bergeson, Marian
• Burress, Marnie
• Emmi, Catherine
• Hart, Evelyn
• King, Jo
• Mandel, Jerry
• Mortenson, Kay
• Pennington, Todd
• Posnikoff, Judy
• Ray, Janet
• Siegel, Seth
• Smith, Craig
• Telem, Yaron
• Vasquez, Socorro
• Youngquist, Andy
• BALBOA THEATER:
• Important city -wide asset
for Newport Beach.
• A much - needed addition to
the Newport Beach cultural
and performing arts scene.
• The City's only professional
performing arts venue
serving a broad variety of
performing arts interests.
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• BALBOA VILLAGE
REVITALIZATION
• The Balboa Theater is a
lynchpin for Village
revitalization.
• An operating theater will
stimulate restaurants and
other businesses.
• It will increase City
revenues.
• It will encourage
investment in the Nautical
Museum and other Village
improvements.
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• FLEXIBLE, STATE -OF-
ART DESIGN
• Design by J. S. Fisher and
Associates, noted theater
architect.
• 300 seat capacity.
• Seats fully retractable.
• Design for flexibility and
sustainability.
• Can serve a variety of
performing arts needs.
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BUILDING NEAR "SHOVEL
READY" STATUS
• Coastal permit renewed.
• Building permit pending
(possibly next 30 days).
• Contractor discussions
proceeding.
• Plan to initiate construction
FY 2011 -12.*
Depends on funding & lease renewal
From this:
To this:
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LEASE STATUS
Lease updating on Seats extende
agenda for Council
evening session.
• Important precedent for
moving ahead.
• Lease term and
conditions are
important requirement
for potential donors.
Seats retracted
under balcon
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OPERATIONS
•An important addition
to cultural enrichment in
Newport Beach.
•Programs will appeal to
entire community.
*Plan to retain an
experienced firm to
program and operate
theater.
el-lave pilot program for
opening season with
name musical groups,
entertainers, film, drama
and dance prospects.
Season Without Walls
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• THE PRODUCING GROUP
Key personnel: John Sullivan, Ken
This Music
Phebus, Chris Ricci.
Festival features:
• Experience staging concerts, theater,
Pepper, SODA,
and other performing arts.
Iration,
Tomorrow's Bad
• Producer at Mark Taper Forum; Circle
Seeds, Suburban
Repertory Theater, NY; the Summer
Legends and more
Concert Series, Costa Mesa; LA
at the Queen Mary
County Museum of Art, and others.
Event Park, a
• Ken Phebus lived in Newport Beach,
large grass park
saw movies at Balboa Theater;
located out in front
of the legendary
• Experience includes The Coach
Queen Mary.
House, San Juan Capistrano, Ventura
Theater, Grove of Anaheim, etc.
74 ROL
pm
Sept. 3, 2011
at the Queen Mary Event Park
featuring
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• OPERATING FINANCES
• Planning for theater to
be self- supporting,
independent of
donations.
• Professional operator
will book programs and
jump -start operations.
• Incentive fee based on
profitable
programming.
PROFORMA
(Opening Season)
($million
Operating revenue
4.95
Programming costs
-4.42
Gross income
0.53
G &A and development
-0.36
_Plus Executive Committee 0.10
Net Operations
Revenue, excluding
donations 0.27
Projected 5 -year cash
flow: approx. $3
million
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FUNDRAISING STATUS
$3.57 million raised 1995 -56
to 2009 -10.
$410,000 raised 2010 -2011,
best year since 2004.
All operational and admin
expenses paid by
Directors.
Donations restricted 100%
to design and construction
Current cash and pledges
in hand $800,000.
a ; -
❑ Campaign $8 M
■ Money Raised $3.98 M
Administrative costs reduced by
90% from $200,000 per year to
$20,000 per year by all -
volunteer organization in 2009.
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• FUND RAISING FY 2011 =2012 (began7 /1)
• Established "Balboa Producers," 10 donors
@$100,000 each to raise $1 million. Have lead gift of
$100,000.
• Executive Committee pledges $100,000 annually.
• In process of initiating Balboa Theater Endowment
Fund at OCCF with anonymous pledge of $100,000.
• Capital campaign committee oversees program
• Public event to announce building permit (October,
2011).
• Year -end fund appeal (November, 2011).
11
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CAPITAL CAMPAIGN PLAN
• On -going private meetings with potential donors.
• Identify lead gift (Dec 2011).
• Total campaign need: $4.8 million for construction.
a. $800,000 cash and pledges in hand.
b. $1,000,000 Balboa Producers.
c. $1,000,000 lead gift.
d. $227,000 from Beach Festival (Sept 2012).
e. Balance from community -wide capital campaign.
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mVSI (•DAN(E•iNfA1ER•fI[m•EDV(hI10N
THE BALBOA PERFORMING
ARTS THEATER FOUNDATION
THANKS THE CITY OF NEWPORT
BEACH FOR ITS SUPPORT.
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STRATEG IC BUS /NESS PLAN
(Rev 2 June 2011)
FROM THIS:
...TO THIS:
Balboa Performing Arts Theater Foundation
PO Box 752
Newport Beach, CA 92661
June, 2011
TABLE OF CONTENTS
Page Number
Executive Summary .................................... ..............................2
Description of Project .................................. ..............................3
• History of Theater
• Case Statement
• Theater Renderings
Community Benef its .................................... ..............................9
• Benefits to Balboa Village
• Benefits to the City of Newport Beach
• Orange County Benefits
MarketAnalysis ........................................... .............................10
• Need for a 300 Seat Theater
• Marketing Approach
• Sales Plan
• Typical Productions
• Theater Rental Opportunities
• Corporate Uses
• The Arts Learning Center
• Future - Satellite and Digital Applications
Programming......................................... ...............................
12
• Outdoor Fundraising Festival
• Opening Season: July 1,2013
• Program revenues and expenses
FinancialPlans ............................................ .............................17
• Donations and Endowments Plan
• Combined Revenue and Cost Forecasts
• Construction Cost Estimate - Theater
• Annual Operating Budget
• Cash Flow Analysis
• Return on Investment
• Contingency Plan
Organization............................................. .............................20
• Broad -based Community Support
• Local Business Involvement and Support
• Local Government Support
• Board of Directors
• Staff
RiskAnalysis ............................................ .............................21
• Principal Risks
• Risk Management Plan
Schedule of Activities .................................. .............................22
• Construction Schedule
• Operational Milestones
APPENDICES........................................... .............................23
A. Five Year Profit and Loss Forecast and Assumptions
B. Typical Space Rental Rates
C. The Producing Group
Executive Summary
The Balboa Performing Arts Theater Foundation is a non -profit organization created for the
purpose of restoring and operating the historic Balboa Theater. The theater is currently
undergoing renovation, which, when complete, will allow it to operate as a performing arts
theater offering music, dance, theater, film, and education. It will be available for rental by both
non - profit and for -profit organizations. It will operate an arts education program for the
enrichment of children and adults. It will fulfill a critical role in the revitalization of the Balboa
Village by creating a unique entertainment venue in the area.
The theater building is owned by the City of Newport Beach and is leased to the Balboa
Performing Arts Theater Foundation for twenty -five years with no annual fee. The current lease
will expire in 2023. The Foundation is in the process of renovating the existing theater structure
to create a new 300 -seat performing arts venue. The rebuilt theater will have several features
designed to insure its financial viability. First, it will have telescoping seating for maximum
flexibility in planning and conducting performances. The seats can be retracted, leaving an open
floor for round tables or other seating arrangements. The stage and seating design is planned to
provide perfect sight lines under a variety of operating conditions. Finally, there will be an
attractive roof deck area with views of the ocean and bay that will be available for fund- raising
events, corporate meetings, and other rental events.
Balboa Performing Arts Theater Foundation plans to invest an additional $5 million in
renovating and upgrading the existing building. This will create an asset that will generate
additional tax revenues for the city of Newport Beach and will help revitalize the Balboa Village.
For every dollar of theater revenue, experience indicates an additional 1.85 dollars of revenue
accrues to local restaurants and other business, resulting in additional tax revenues for the city as
well as new sources of revenues for local businesses. In addition, as part of the greater
Newport/Balboa Village improvement plan, the existence of the Theater as a dynamic business
force in the area will cause property values to increase in the surrounding area, further increasing
the property tax basis for the Village.
The Balboa Theater expects to cover its operating costs through earned revenue derived from
bookings of the 300 -seat venue. These bookings will include theatrical events and building
rentals, course fees from an Arts Learning Center, and concessions and product sales at the
venue. Theater earnings will be supplemented by donations generated by annual fund raising
program underwriting, support guilds and endowment income. The Foundation plans to establish
a long -term endowment fund to enhance the Theater's ability to offer educational and
community benefit programs.
Description of Project
• History of Theater
The Balboa Theater was constructed in 1928. Originally known as The Ritz, it opened as a
vaudeville theater complete with an orchestra pit. In the 1930s, the theater was modified to
present movies. In the 1980s, competition from nearby cinema megaplexes began impacting the
economic viability of the theater. Attendance declined and the Theater was closed. In 1996, a
group of local citizens came together to establish the Balboa Performing Arts Theater
Foundation, for the express purpose of renovating the theater and returning a valued asset to the
community. In 1998 the City of Newport Beach acquired the property for $480,000 and leased it
back to the Foundation.
• Case Statement for the Balboa Performing Arts Theater
"I believe that ... even in a small city or a village, a great theater is
the outward and visible sign of an inward and probable culture." -
Sir Laurence Olivier
The capital campaign to renovate and restore the Balboa Theater will raise the necessary funds to
create an intimate venue for performing arts, film and arts education activities to meet the needs
of Newport Beach, the communities surrounding Newport Beach and the wider Orange County
community.
The project has been envisioned to expand the Theater's original design as a movie house into an
intimate, state -of -the -art performing arts facility that will support:
• Live music, dance and theatrical performances
• The screening of first -run and classic films
• The presentation of lectures and seminars
• An Arts Learning Center, and
• The occasional use as a business conference center
While the Theater's original facade has been preserved and will constitute an important element
of its redesign, the entire interior of the theater will be newly engineered and constructed to meet
the expanded use of the building. A brand new third floor, a roof top entertainment deck, artist
dressing rooms, restrooms, elevators and a fully functioning lobby will be incorporated into the
building's design to meet the requirements and needs of a modern performing arts facility.
The Theater has long served Newport Beach and Orange County as a movie house. There is
great affection towards and desire for the Theater to reopen and to once again serve as the
cultural hub and identity of Balboa Village and the surrounding environs of Newport Beach.
The renovation project has been enthusiastically embraced by the community and community
leaders, and has been called "the pride of our community" by well -known Orange County arts
philanthropist, Socorro Vasquez. Kris Elftmann (president of Noelle Marketing Group) sees the
renovation as "a real golden opportunity for the community to have a wonderful little theater,"
while Jerry Mandel (past president of the Orange County Performing Arts Center) believes that
the Theater's reopening presents "an enormous opportunity for all of us in Orange County."
The Theater's expanded use as a performing arts facility will draw upon existing relationships
between the Balboa Performing Arts Theater Foundation and top -tier arts imtiratio ns
throughout Orange County. It will serve as an intimate venue in which to experience live
performances that will be unique in Orange County. This will enable the Theater to present
artistic talent under its own aegis, as well as acting as adjunct to arts interests throughout the
county, such as the Newport Beach Film Festival, the Pacific Symphony, the Laguna Playhouse
and Bowers Museum.
Expansion of the Theater's offerings to include performing arts in addition to its traditional
movie house fare is an initiative that is being embraced with a firm understanding of the market
dynamics of the 21st century. The dominance of multiplex movie theaters has directly impacted
the viability of stand- alone, single- screen venues like the Balboa Theater. Redesigning the
Theater as a multiuse facility will transform the Theater into a flexible performance space that
we believe will prove to be a template for community-based venues of similar size and scope.
We believe that this built -in flexibility will enhance donor cultivation and ticket sales, while
supporting economic revitalization of the immediate area in ways that a more - limited use facility
could not.
"Art washes from the soul the dust of everyday life." —Pablo Picasso
Upon completion of this campaign:
• The Balboa Theater will be transformed from a single- screen movie theater into a
multiuse performance space
• The restored and expanded -use facility will serve as a new, exciting and organic
point of interest in Balboa Village
• The renovated facility will provide opportunities for professional development,
top -flight artistic programming and educational outreach
• The redesigned facility will provide an acoustically vibrant venue for the
presentation of live arts events
• The renovated Theater will enhance already existing relationships between the
Balboa Theater and major arts groups throughout Orange County, while providing
opportunities for performances unique to the size and scope of the Theater
• The Theater's roof top entertainment deck will provide a unique venue for a
variety of social and civic functions that will directly benefit neighboring
businesses and the Balboa Village in general
• The Theater will operate primarily during summer evenings and the beach off-
season, targeting its outreach and programming to the residents of Newport Beach
and greater Orange County
• The Theater's reopening will serve as an anchor for the revitalization and
transformation of Balboa Village, solidifying the Village's unique and historic
cache as a desired tourist and educational destination
• The Theater's reopening will expand local businesses' economic opportunities
beyond their traditional tourist season
• The Theater's redesign and reopening will further enhance the existing
desirability of Newport Beach as a choice place of residence
"We are committed to serving and fulfilling our community's artistic needs," avowed BPATF
Board member Janet Ray, "by collaborating with a diverse group of arts and community
organizations to realize our shared vision of creating an intimate performing arts venue in the
heart of Newport Beach."
• Theater Renderings
The renderings that follow illustrate how the Foundation and its architects have brought to life
the vision of an "artistic jewel for Balboa Village" Figure 1 is a rendering of the exterior (front
fapade) of the theater, showing how the historic element of the theater will be maintained. Figure
2 illustrates how the roof deck might be used for a reception. Figure 3 is an elevation drawing.
Figure 4 shows the seating layout with the seats extended. Figure 5 shows the seats retracted and
the theater arranged in a cabaret style.
In addition to the unique architectural treatment of the theater, the Foundation's engineers have
created a structure which meets current codes and seismic requirements (the existing theater did
not) and that has the electrical and mechanical features to handle both cinema and live
performances, with rapid conversion from one format to the other. The design also incorporates
provision for expansion to the latest new digital/satellite technologies at a future date.
Figure 1: Rendering of Theater
�i
Figure 2: Roof Deck Reception
Figure 3: Elevation View
FLEXIBLE SEATING = ENDLESS POSSIBILITIES!
6
Figure 4: Seats Extended
Figure 5: Seats Retracted
Community Benefits
• Benefits to Balboa Village
The Balboa Theater has been an integral part of Balboa Village for nearly eighty years. It has a
tremendous emotional appeal to thousands of Southern Californians who have fond memories of
visiting the Theater while spending spring vacation in Newport or on Balboa Island, or during
family vacations in the area during the summer. The Theater has also been a key element in the
entertainment offerings of the Village, along with the Pavilion, the Fun Zone, the historic Balboa
Ferry, the Balboa Pier and now, the Newport Harbor Nautical Museum.
When the theater renovation is complete, it will operate as a performing arts theater offering
music, dance, theater, film, and education through its Arts Learning Center. It will be available
for rental by both non -profit and for -profit organizations. It will operate an arts education
program for the enrichment of children and adults. It will fulfill a critical role in the
revitalization of the Balboa Village by creating a unique entertainment venue in the area.
In addition to the esthetic contributions the theater will bring to the Village, it will be the
centerpiece of the economic revitalization of the area. Since it is within "walkable" distance for
many hundreds of local residents, it will reduce traffic in and out of the area for those residents
who would otherwise go off the Peninsula seeking entertainment. More importantly, it will
attract visitors to the area, where they will shop in local stores and dine in local restaurants.
Studies indicate that to encourage spending by visitors and tourists, local attractions must be
such that a stay of at least 4 hours is likely. The Theater provides this balance point to the other
attractions in Balboa Village.
• Benefits to the City of Newport Beach
Principal benefits to the City of Newport Beach are economic. Through the volunteer and non-
profit efforts of the Foundation, Balboa Village will witness the emergence of a multi- million
dollar asset. The Theater will reduce urban blight, increase property values in the Balboa
Village, and act as a stimulus to local restaurants and businesses.
In addition, Newport Beach will see an increase in tax revenues, both directly from the theater
and from the increase in local business revenues created by the theater's presence. From the
theater's annual budget of $5 million, approximately $1 million per year will flow back into
local businesses, leading to new tax receipts by the City. For every dollar of theater ticket
revenue, experience indicates an additional 1.85 dollars of revenue accrues to local restaurants
and other business, resulting in additional spending of approximately $7 million per year in the
community. In addition, as part of the greater Newport/Balboa Peninsula improvement plan and
as a stimulus to increase property values in the surrounding area, the Theater will increase the
property tax basis for the Village.
• Orange County Benefits
The Theater will provide an intimate venue for live performing arts, film, and arts education
activities to meet the needs of our surrounding Orange County area. In size, geographic location,
and scope of services to be provided, the Balboa Performing Arts Theater fills a needed gap in
Orange County's entertainment market, as established by meetings with the executive directors
of the Barclay Theatre, the Orange County Performing Arts Center, Chapman University, The
Newport Harbor Nautical Museum and others.
10
Market Analysis
a Need for a 300 Seat Theater
The ticket - buying audiences —the market —for performances at the Balboa Theater will come
predominantly from the greater Newport Beach area, including Costa Mesa, Huntington Beach,
Santa Ana, Corona del Mar, Laguna Beach, and Irvine. Each of these communities is represented
in our mailing list of 5,000 persons and organizations who have participated in Balboa Theater
activities.
Within each of these communities, there are specific constituents to whom we will direct
marketing efforts such as schools, senior groups, performing groups, and tourists. We will tailor
our marketing instruments to address and create an interest for the enjoyment of performances at
a small venue, also benefiting from the services of the Newport Beach Convention and Visitors
Bureau. We will also offer performances not available elsewhere in the community. Orange
County rightly boasts of its wealth of large and mid -size theaters with national reputations for
excellence. complete with tremendously loyal audiences. We do not intend to compete with these
institutions, but rather to complement their work by offering performances best - suited to a small,
intimate, venue. With the growing popularity of alternative performance venues such as coffee
houses, cabarets and store -front theaters in Orange County, there is a steadily increasing interest
in more personal arts experiences. Accordingly, we plan to market to audiences who value the
intimacy of a 300 -seat live performance theater.
a Marketing Approach
The theater has also begun to foster strong connections with other leading arts institutions and
local schools and universities, in the planning and production of special projects, festivals and
performances. The staff, patrons, students and faculties of these collaborating institutions will
become a targeted Balboa Theater market for ticket sales and arts education activities.
Demographic information on the communities within the market range of the Balboa Theater
indicate an increasing number of families with young children and seniors interested in
participating in the performing arts. The Balboa Theater's programming and arts education
activities will embrace both these groups with intriguing, high quality performances and
competitive ticket prices.
a Sales Plan
Ticket sales will be marketed through a variety of techniques including: An annual season
brochure outlining all major events; direct snail to specific markets for individual performances
and festivals; media advertising in newspapers, cable television, and radio as appropriate; and
marketing through City of Newport Beach publications. Internet marketing will also be utilized.
As a result of the successful "Season Without Walls" program, the theater already has a
subscriber base of over 100 individuals and corporations, enabling it to "hit the ground running"
with ticket sales once operations begin.
Theater rentals will be marketed primarily by the Theater staff through meetings with potential
buyers, corporate clients, and by working closely with the Newport Convention and Visitors
Bureau. Staff will also use mailings to local performing groups and meeting managers.
Tickets will be sold singly, or through a subscription program to offer a discount to major
buyers. Tickets will be sold for Balboa Theater sponsored events and productions, including also
those sold by outside groups renting the theater.
The Balboa Theater plans to establish an Arts Learning Center that will offer courses in drama,
11
music and dance for all age groups from children to seniors.
Pricing levels will be based upon current market trends, sponsorship contributions, and expenses,
with a constant goal of maintaining a balance between competitive ticket prices and recovery of
operational costs.
• Typical Productions
The Balboa Theater will offer a wide range of programming in all of the classic art forms,
including music, dance, theater and film. This programming will be tailored to the size and
seating capacity of the theater, an approach that has already been effectively showcased through
our ongoing Season Without Walls. The Theater will also provide a perfect setting for readings
and lectures by nationally known authors and lecturers. Most importantly, an education
component will extend our programming reach into the very fiber of the community, enhancing
our performances with the enlightenment and hands -on experience that bring the arts to life on a
very personal level.
A representative season of arts programming would feature 12 -16 musical performances, 2 -4
lectures, 2 -3 dance programs, and 1 -2 theatrical productions, and 3 -4 films per month, with the
bulk of the performances occurring on Thursday through Sunday. The cinematic arts would be
highlighted through participation as a presenting theater in the Newport Beach Film Festival, a
"classic" movie series, and a surf - themed summer of Movies at the Beach. The next section of
this plan describes detailed programming for the first year of operation.
• Theater Rental Opportunities
As Orange County grows in population and in cultural diversity, there is an increasing need for
professional venues for young and blossoming performing groups, as well as alternative spaces
for mature companies to experiment with new or different art without the overhead required by a
large hall. The Irvine Barclay Theatre was built, in part, to address this growing need. Based on
discussions with Doug Rankin, president of the Barclay Theatre, it is unable to accommodate all
the requests it receives for rental dates. Bob Bassett, Dean of Chapman University's Film
School, states that the college produces hundreds of student films per year and would love to
have nearby venue where student films could be featured. Rita Stenlind, Executive Director of
the Newport Harbor Nautical Museum, has initiated a new lecture series but notes that the
Museum has limited seating in its present facilities. It could attract much larger audiences if a
300 -seat venue was available. Other local arts leaders who have gone on record to voice support
for the Balboa Theater and its collaborative approach are John Forsyte, President, Pacific
Symphony, Dean Corey, Executive Director of the Philharmonic Society, and Jerry Mandel, Past
President, Orange County Performing Arts Center.
The theater auditorium, the roof deck, or both can be rented. Rentals would come from the
Foundation's marketing efforts, from referrals from other arts organizations (such as the Barclay
Theater) and from local groups including the UCI film program and Chapman College. The
Newport Nautical Museum could require as many as 12 days per year for its lecture series.
Corporate meetings and fundraising events by local non - profit organizations would add another
24 days per year based on expressions of interest from local businesses. Weddings, receptions,
student films, and other types of private events would bring the total to 50 days per year
• Corporate Uses
The theater will be promoted for corporate uses through the formation of a "Corporate
Affiliates" program. This will commence with the current corporate sponsors of the Theater and
with those corporations represented on the Board of Directors of the Foundation. The use of the
theater as a venue for special corporate meetings, annual meetings, and technical /scientific
12
meetings will be promoted through local branches of professional societies s.ach as ;he
American Institute of Architects (AIA), the American Society of Civil Engineers, (ASCE), and
others. Local universities are another potential user for larger, professional gatherings which can
benefit from the theater's state -of -the -art audio - visual equipment.
• The Arts Learning Center
Successful non -profit organizations incorporate a variety of educational programs in their
offerings. These programs, aimed at age groups from elementary school to seniors, span the
range from dance, music and drama to film making. Programs also would be developed in
collaboration with the Performing Arts Center, Discovery Science Center, the Newport Harbor
Nautical Museum and others. Initially, two 12 -week courses would be offered four times per
year for a total of 8 classes. These classes would be 1 -hour long and would be taught by local
musicians and other artists. Tuition would be charged.
• Future - Satellite and Digital Applications
We are on the cusp of a new revolution in digital entertainment. The technology exists today to
distribute high quality cinema, sporting events, or interactive educational or corporate events via
wireless technology. Since the Balboa Theater is located in the center of a high technology
community, it is to be expected that the Theater can lead innovation in satellite, wireless- based,
and digital performances. These can include corporate programs, educational television
offerings, or paid performance sporting or entertainment events. The Theater is designed to
permit the installation of the equipment needed to provide this capability. Imagine coming to the
Balboa Theater to hear a concert via satellite "Live from the Met."
Programming
The Theater Board recognizes that the opening season must be a success, and for this reason has
sought professional advice. As a pro -bono service to the Balboa Performing Arts Theater
Foundation, specialists from The Producing Group, LLC., a professional entertainment
booking organization, have developed a plan for an Outdoor Fundraising Festival to raise money
operations working capital, plus a detailed plan for the Theater's opening season. As booking
agents, The Producing Group will secure talent for performances, make arrangements, and
negotiate contracts, in exchange for a monthly fee. To develop the first year programming, two
months (March and July) were programmed in detail, with March being an "average" month and
July being a peak attendance month. The proformas for these months are based on actual costs
for the proposed talent and other expenses are based on The Producing Group's expertise and
experience in the Orange county market. (See Appendix C for The Producing Group's
qualifications). Experience shows that not a lot of programs are booked in December and
January, when the emphasis is on some holiday events, children's Christmas or Hanukkah
parties, or theater rental for corporate holiday parties. Concession sales are also reduced during
these periods.
Besides the detailed programming developed for March and July, The Producing Group also
prepared pro forma income statements for a major Outdoor Fundraising Festival, (a beach gala
event), and also for a typical wedding function. The programs selected by The Producing
Group are primarily musical performers by noted artists. In addition, the monthly schedules
include time slots for 2 private parties per months (weddings or other functions) and three to four
films. Each month has a ten to twelve "dark nights." These could be utilized for rentals or other
types of performances, such as chamber music, dance, or drama, which the Theater might wish
to offer. Such productions must be selected on the basis of what the theater stage and facilities
can accommodate, and what would appeal to the Theater's patrons.
13
The first year programming includes a limited sample of educational programs that the theater
proposes to offer. These will be primarily day -time programs during non - summer months and are
described separately in this business plan.
Outdoor Fundraising Festival
It is proposed to hold the Outdoor Fundraising Festival on the beach near the Balboa Pier in the
fall of 2012. The Outdoor Fundraising Festival would raise approximately $227,000, which
funds would be used as working capital for the first full season to commence July 1, 2014. The
program would include four major performing groups taking part in a beach front concert. We
believe that it would be feasible to achieve attendance of 4,000 for this event (BPATF's beach
surfing movies attracted 2,000 attendees in the past.) In addition there would be a VIP program
for 500 invited guests and donors. Besides raising funds for operations, this event would reassure
prospective donors that the project is moving forward to becoming a reality. See Table 1 for a
break down of costs and revenue for this event.
Opening Season: July 1, 2013
A tentative date for the formal opening of the theater, based on anticipated schedule to obtain a
building permit (Application filed June 2011) and allowing 3 months for permitting, 18 months
for construction, and 3 months for punch list and final fit out, would be June 2013, with the first
full season commencing July 1, 2013.
For the opening season, The Producing Group proposes an exciting selection of diverse
entertainers it has booked in the past. Among the performers planned are America, an American
folk rock band, noted for songs such as "Sandman, "and "Don't Cross the River;" Basia (an
incredible original sound); Joan Baez and Judy Collins, folk music. (Collins performed at Bill
Clinton's inauguration); Michael Bolton; J. J. Cale; Shawn Colvin; Tears for Fears, an English
new wave band; Bruce Hornsby; Arlo Guthrie; Indigo Girls, an American folk rock duo, really
good; Al Jareau, huge name for jazz, great voice; Rickie Lee Jones, top pop, rock, and more
recently jazz female vocalist; Cowboy Junkies; Kenny Loggins, soft rock and known for
numerous film sound tracks; Dave Mason, written many hits; Michael McDonald; Eddie Money,
has a hundred hits, fun talented, probably a great show; Randy Newman; John Prine, great
country sound; Todd Rundgren; Boz Skaggs, an American songwriter with top 20 hits such as
"Silk Degrees" and "Look what you've done to me;" J. D. Souther; and others.
The Producing Group has developed an estimate of revenues and expenses for the Balboa
Theater's opening season, July 1, 2013 to June 30, 2014. The approach taken was to program
two months in detail, July (a high month,) and March (an average month.) Using selected talent
from their list, and with the beach venue and capacity of the Balboa Theater, The Producing
Group believes that it could "sell out" a high proportion of the summer events. The monthly
forecasts typically include 20 -22 dates booked, 22 events (15 concerts, 3 -5 movie screenings, 2
private parties, 9 -10 dates dark. The dark days could be used for other types of performances or
for rental to local groups, for example for student films.
Tables 2 and 3 show the proposed programming and projected expenses and revenue for the
performances planned for July and March..
14
Table 1: OUTDOOR FUNDRAISING FESTIVAL PROFORMA
Prepared by: The Producing Group
Venue: Balboa Theater /Newport Beachfront
Date of event: Fall, 2012
Name of event: Balboa Theater Beach Festival
INCOME
Capacity
Price
Gross
Potential
General Admission
4,000
$40.00
$160,000
VIP
500
$200.00
$100,000
Local Bands
1000
$20.00
$20,000
Concessions
per person net
$6.00
$33,000
Sponsorships
$100,000
TOTAL INCOME
$413,000
EXPENSES
Description
Price
Cost
Talent 1
TBD
(Pro bono ? ?)
$0
Talent 2
TBD
$20,000.00
$20,000
Talent 3
TBD
$20,000.00
$20,000
Talent 4
TBD
$20,000.00
$20,000
Advertising /PR
Lump sum
$24,000.00
$24,000
Ticket printing
5,000
$0.05 /tick
$250
500
$375
VENUE EXPENSES
Security
Olympic OC
$4,000
$4,000
Police
NPT PD
$2,000
$2,000
Cleanup
$800
$800
PRODUCTION
Sound and Lights
$8,000
$8,000
Generators
$2,000
$2,000
Barricades
1 $1,500
$1,500
Stage
$8,000
$8,000
Runner
$400
$400
Stage manager
$500
$500
Stagehands
$3,000
$3,000
Production Manager
$1,000
$1,000
Hospo Manager
$500
$500
Catering
$2,000
$2,000
Communications
$225
$225
Port Potties
40
$50
$2,000
Fencing
$4,000
$4,000
VIP
$3,500
$3,500
Promotion fees
$18,000
$18,000
TOTAL EXPENSES
$146,050
GROSS INCOME
$266,950
Promoter's Incentive (15 %)
$40,042
NET INCOME TO BPATF
$226,908
15
TABLE 2: March 2014 Proforma (Average Month)
-
Date/ Event
No. of
shows
Ticket
Price
Talent
Expense
House
Expense
Total
Expense
Ticket sales
to break
even
Percent
sold to
break even
Projected
Seat Sales
Projected
Ticket
Revenue
Projected
Concession
Revenue
Net
1 GROUP 1
1
$34.50
261
87°(
240
$8,280
$1,200
2 GROUP 2
2
$25.00
Details to be developed
after
520
87%
240
$6,000
$1,200
3 GROUP 3
2
$35.00
meeting with talent agents
514
86%
480
$16,800
$2,400
4 GROUP 4
1
$25.00
250
83%
480
$12,000
$2,400
5 MOVIE SCREENING / Q
&A
1
$15.00
200
1 67%
240
$3,600
$600
6 dark
N/A
$0
7 dark
N/A
$0
8 GROUP5
1
$25.00
250
83%
240
$6,000
$1,200
9 GROUP 6
2
$25.00
520
87%
480
$12,000
$2,400
10 GROUP 7
2
$35.00
514
86%
480
$16,800
$2,400
11 private party - WEDDING
RECEPTION
1
na
N/A
NA
$15,000
NA
12 SPOKEN WORD/
CONVERSATION with noted
speaker
1
1 $25.001
200
1 67%
240
1 $6,0001
$1,200
13 dark
N/A
$0
14 dark
N/A
$0
15 GROUP
1
$75.00
267
89%
240
$18,000
$1,200
16 GROUPS
2
$75.00
533
89%
480
$36,000
$2,400
17 GROUP 8
2
$75.00
533
89%
480
$36,000
$2,400
18 MOVIE SCREENING I Q
&A
1
$15.00
200
67%
240
$3,600
$600
19 dark
N/A
$0
20 dark
N/A
$0
21 dark
N/A
$0
22 GROUP 9
1
$75.00
267
89%
240
$18,0001
$1,200
23 GROUP 10
2
1$25.001
520
1 87%
480
$12,0001
$2,400
24 GROUP 11
2
$75.00
533
89%
480
$36,000
$2,400
25 private party
1
N/A
NA
$10,000
NA
26 MOVIE SCREENING I Q
& A
1
$15.00
200
67%
240
$3,600
$600
27 dark
N/A
$0
28 dark
N/A
$0
29 GROUP 12
1
$34.50
261
87%
240
$8,280
$1,200
30 GROUP 13
2
$75.00
533
89%
480
$36,000
$2,400
31 GROUP 14
2
$75.00
533
89%
480
$36,000
$2;400
TOTALS
32
1 $316,500
$51,0001
$367,500
1
1 $355,9601
$34,200
RECAP:
Revenue/tickets
$355,960
Concessions
$34,200
Total Revenue
390 160
Less expenses
$367,500
Gross income
$22,660
Agent's Fee $15k /mo + 25%
of net profit
$20,665
Theater Net Profit
I
1
1
$1,995
Ira
TABLE 3: July 2013 Proforma (Peak Month)
Date/ Event
No. of
shows
Ticket
Price
Ticket sales
to break
even
Percent
sold to
break even
Projected
Seat
Sales
Projected
Ticket
Revenue
Projected
Concession
Revenue
net
1 Mon dark
NA
2 dark
NA
3 GROUP 15
1
$34.50
Details to be developed after
261
87%
300
$10,350
$1,500
4 GROUP 16
1
$75.00
meeting with talent agents
267
89%
300
$22,500
$1,500
5 GROUP 16
2
$7E001
533
1 89%
1 600
$45,0001
$3,000
6 GROUP 16
2
$75.00
533
89%
600
$45,000
$3,000
7 MOVIE SCREENING/ Q
&A
1
$15.00
200
67%
210
$3,150
$525
8 dark
NA
9 dark
NA
10 dark
NA
11 AN EVENING OF
CONVERSATION-SPECIAL
GUEST -TBD
1
$25.00
1
200
67%
210
$5,250
$525
12 GROUP 17
2
$75.001
533
89%
600
$45,000
$3,000
13 GROUP 17
2
$75.00
533
89%
600
$45,000
$3,000
14 MOVIE SCREENING I
Q &A
1
$15.00
200
67%
210
$3,150
$525
15 dark
NA
16 dark
NA
17 GROUP 18
1
$34.50
261
87%
280
$9,660
$1,400
18 GROUP 19
1
$34.50
261
87 %
290
$10,005
$1,450
19 GROUP 20
1
$75.00
267
89%
300
$22,500
$1,500
20 GROUP 21
1
$75.00
267
89%
300
$22,500
$1,500
21 MOVIE SCREENING I
Q & A
1
$15.00
200
67%
210
$3,150
$525
22 dark
NA
23 private party
1
NA
$10,000
NA
24 GROUP 22
1
$34.50
261
87%
290
$10,005
$1,450
25 GROUP 23
1
$75.00
267
89%
300
$22,500
$1,500
26 GROUP 24
2
$75.00
533
89%
580
$43,500
$2,900
27 GROUP 25
2
$75.00
533
89%
580
$43,500
$2,900
28 private party- WEDDING
RECEPTION AT 1:00 PM
1
na
NA
$15,000
NA
28 MOVIE SCREENING IQ
& A AT 7:00 pm
1
$15.001
200
67%
210
$3,150
$525
29 dark
NA
30 dark
NA
31 MOVIE SCREENING IQ
&A
1
$15.00
200
67%
210
$3,150
$525
TOTALS
28
$336,000
$48,000
$384,000
$443,020
$32,750
RECAP:
Revenue /tickets
$443,020
Concessions
$32,750
Total Revenue
11475 770
Less expenses
$384,000
Gross income
$91,770
Agent's Fee $15k /mo + 25%
of net profit
$37,943
Theater Net Profit
$53,828
17
Table 4 uses the July and March pro formas to forecast revenues and expenses for LnZ entire
year. Each month is adjusted to reflect how it would fare relative to the sample month of July as
a typical high season month, and March as a typical low season month. For example, August is
rated at 90% of July, October at 80 %, and so on. The low season months are prorated based on
March. Using these assumptions, a conservative estimate of annual earnings has been made. This
table shows annual revenues to be $4.5 million, and with expenses of $3.9 million. Net income
to the theater (after The Producing Group's fees) would be $269,064. This is after recovery of
$519,900 of BPATF operating expenses, including salaries, utilities, and other indirect costs.
Table 4: Balboa Pe Tininq Arts Theater First season July 2013 -June 2014
I
2012
1 2012 -2013 2013 J I I
OCT -JUNE POLY AUGUST SEPT OCT
1.0 1 0.9 0.9 1 0.8
NOV
1 0.6
I
DEC
1 0.5
I 2014
JAN
0.5
FEB
1 1 0
MARCH
1 1.0
APRIL
1.1
MAY
1 1.2
JdNE -
1 1.0
DESCRIPTION
SEPT
TOTAL
Revenue/expense multiplier
FY 2014
Program revenues
l
Beach Gala
$413,000
Tcket sales
$0.00
$443,020
$398,918
$396.718
$354416
$265,812
$177980
$177,980
$355,960
$355,960
$391.556
$42],152
$443,020
$4,190,292
Concessions
$32,750
$29,475
$29,475
$26200
$19,650
$17,100
$17,100
$34,200
$34,200
$37,620
$41,040
$34,200
$353,010
Total Revenue
$475,770
$428,193
$428,193
$380616
$285,462
$195,080
$195,080
$390,160
$390,160
$429,176
$468,192
$477,220
$4,543,302
Total Expenses
$146,050
Dadafor
$384,000
$346,600
$3457600
$307200
$230,400
$183,750
$183,750
$367,500
$367,500
$404,250
$441,000
$384,000
$3,944,550
Gross Income
$266,950
Canstruc8on
$91,770
$82,593
$82,593
$73,416
$55,062
$11,330
$11,330
$22,660
$22,660
$24,926
$27,192
$93,220
$598,752
Praducerfees
540,042
$37,943
$35,648
$35,648
$33,354
$28,766
$17,833
$17,833
$20,665
$20,665
$21,232
$21,798
$38,305
$32eess
Net Income
$226.908
$53,828
$46,945
$46,945
$40,062
$26,297
-$6.533
L$6,503
$1,995
$1,995
$3,695
$5,394
$54,915
$269,064
Ex ensebreakdmvn
Talent
001
02,400
$268,
201.6001
$158,250
$158,250
$316,500
1 6,500
$348,150
$379,800
$336,000
$3,424,650
House
$48,000
S43,2001
$43,200
$38,400
$28,800
$25,500
$25,5001
$51,000
$51,0001
$56,100
$61200
$48;000
$519,900
High Season Months (based on July pmform )
Low Season Months (Based on March p mfm n.
The operating staff to manage the theater for these programs would include a House Manager,
(who oversees administration, ticketing, catering, etc.,) a Production Manager (who handles
lighting, sound, and production aspects); a Facility Manager, (who handles building maintenance
and production set -up and tear -down, and an Executive /Development Director, who is
responsible for fundraising, theater rentals, the education program, and community liaison.
Accounting, promotion, and catering would be contract services. The role and need for The
Producing Group would be reviewed annually.
Financial Plans
• Revenue and Cost Forecasts
There are five principal sources of earned revenue: programming (ticket sales), concession
income, rentals, merchandise sales, and Learning Center programs. Revenues will be
supplemented by contributed income from individual and corporate donations, foundations,
Board Member annual contributions, program underwriting and sponsorships, support guilds,
and endowment interest. Revenues and operating costs are summarized in Table 5. Details and
assumptions are shown in Appendix A.
It is believed that these estimates are made on a sound basis. Ticket prices and sales are
comparable to other institutions in the area and have been validated by the Season Without Walls
experience over three years and by our programming consultants. Our SWOW ticket prices at
$50 per event or $175 for a season are competitive, all the more so because each event included
a reception with wine and food, making for a special evening experience. For example, here are
some comparative prices:
• Segerstrom Concert Hall: $26 to $99
• Samuch Theater: $50 -$75
• Hollywood Bowl: 5 event subscriptions: (midweek) $185 -$480; (special) $210 -$580.
These events do not include a reception.
TABLE 5: Balboa Performing Arts Theatre Foundation
Projected Annual Cash Flow - Opening Season
Programming & Marketing:
Ticket & Rental Revenue
Ticket Sales
Concessions Revenue
Rental Revenue
Merchandise Sales
Arts Leaning Center
Total Revenue
Programming & Marketing Costs
Talent costs
Concessions Cost
Producer's fees
Education Salaries
Education instructors
Marketing /Advertising
Ticket printing
Payroll & Benefits
Rental Expenses
Total Prog. & Mktg. Costs
Net Programming & Mktg
Development:
Annual Fundraising:
Individual Donations
Corporate /Business Donations
Board Donations
Program Underwriting
Support Guilds
Total Annual Fundraising
Development Costs
Payroll and benefits
Mailing /printing
Total Development Costs
Net Development
General & Administrative Costs:
Payroll and benefits
Utilities, insurance, services
Maintenance and repairs
Total G &A Costs
Total Earned Income
Total Fundraising Income
Total Costs
Net Operations
$4,190,292 Presenting= 80% of Total Revenue
$706,020 Concessions = 16% of Ticket Revenue
$36,000 Rental = 24 days @$1,500 /day
$5,000
$9,600 Learning Center revenues offer growth possibilities
$4,946,912
$3,424,650
$353,010 50% of Concessions Revenue
$329,688
$86,400
$4,000 $500 per class
$50,000
$3,600 60,000 @ $0.05= $3,600
$171,450
$10,000
$4,432,798
$514,114
Annual fundraising anticipated to be $200,000 to
$300,000 but not included to keep estimate conservative
$102,000
$102,000
$65,475
$5,000
$70,475 26% of funds raised
$31,525
$95,175
$81,400
$100,000 Allowance for repairs, maintenance, and upgrades
$276,575
$4,946,912 Approx. 104 % of total budget
$102,000 Approx. 6% of total budget at break -even point
($4,779,848)
$269,064 Planned operations leaves a positive net cash flow
18
Space rental charges have been validated by obtaining rates and annual income data from
comparable institutions in the area. Other venues use a variety of methods for space rental. For
theaters, it could be on a per seat basis at $3 to $5 per seat, which would earn the Balboa Theater
$900 to $1500 per event. Alternatively, some venues charge by the hour, by the square foot, or
by the room being utilized. In each case, the basic rental costs are increased by the facility staff
required to assist (as a minimum at least one person at $35 to $50 per hour), and by the
equipment being used (furniture, projectors, etc.). Another approach involves adding a
19
percentage of ticket sales revenue to the facility rental costs. See Appendix for typical cute
sheets and data. Concession income and merchandise sales are also based on the operating
experience of other theaters.
Learning Center revenues are based on comparable programs at successful organizations in the
Southern California area. We have included a modest forecast in this plan, but believe that this
represents a significant growth potential for the Balboa Theater. The concept used by other
successful organizations is to employ local artists as instructors in dance, ballet, music, drama,
etc. and offer courses for students of all ages from children to seniors. Direct costs are minimal
and there is no increase in overhead expenses. (Instructors are paid on a per course basis and
only if the minimum sign -up requirement is met.)
• Donations and Endowment Plan
The Theater enjoys a broad base of local support. Cash contributions and pledges have enabled
the Balboa Performing Arts Theater Foundation to complete Phase 1 of the theater renovation,
namely, engineering studies and tests, preliminary designs, seismic strengthening of the building,
a lengthy, 3 -year government approval process to amend the City of Newport Beach general plan
and to secure Coastal Commission approval for the renovation program, award of a contract for
final design, and finally to submit the plans for a building permit in June, 2010. In addition to the
funds raised, there have been untold labor hours donated by volunteer groups over the past
decade. Fund - raising for the capital campaign for renovation is comprised of both a direct -mail
solicitation program and major gifts campaign guided by the Capital Campaign Committee of the
Board. The goal of these efforts is two -fold: first, to raise the Phase 2 funds needed to complete
construction and commence full operations, and second, to create an initial endowment fund of
$1 million —with an ultimate goal of $5 million. This plan includes development costs but
assumes zero development income for operating costs (other than committed Board member
contributions).
• Construction Cost Estimate- Theater
The existing 1928 structure has been carefully evaluated and the measures required to bring it up
to current building codes standards, make it seismically sound, and convert it to a performing
arts theater have been identified. Demolition of the interior construction has been completed and
the structure is ready to be renovated. The cost of renovating the theater is estimated to be $5
million if constructed in the near term while material and contractor prices are low due to the
recession.
• Annual Operating Costs
Annual operating costs can be broken down into three main categories: Programming and
Marketing, which includes artist's fees, Learning Center costs, and other programming business
expenses; Development, which includes annual fundraising expenses; and General and
Administrative costs.
The Foundation operates in accordance with an annual budget that is approved by the Board of
Directors. In 2006 the Board adopted a series of "Best Practices" standards to guide the
operation of the Foundation. Monthly cost reports are prepared and reviewed by the CFO. In
order to keep programs affordable to as wide an audience within Orange County as possible,
program costs are maintained at a competitive level. The Foundation also is committed to
supporting various arts education activities in the local community. Performing Arts venues in
general are unable to support operations based on programming revenues alone. Earned revenues
are supplemented through fundraising and donations. In this plan, the Balboa Theater has set a
goal that programming revenues will cover 100% of operating costs, and no credit is taken for
donations, corporate contributions, program underwriting, a support guild, and endowment
earnings. The Foundation has a long -term goal of making the Theater completely self - supporting
zo
through the establishment of an endowment fund which will generate additional *_ evenues.
Supporting details concerning projected operating costs and cash flow are found in Appendix A.
Once full operations are initiated, a full -time staff of 5 persons is envisioned. This would include
and Executive /Development Director, a Production manager, a House manager, and a Facilities
manager. An Education director would be added at a later date. Burdened salaries for the
operating staff is $418,500 per year
• Return on Investment
The City invested $480,000 to purchase the original Theater building and supplemented this with
a contribution of $175,000 towards the final design. The Balboa Performing Arts Theater
Foundation has expended $3 million on the project and is committed to investing an additional
$5 million in the building. This will convert a historic facility that was bankrupt, did not meet
building codes, and was generally an eyesore, into a functional and beautiful part of Balboa
Village. Tax revenues will repay the City's investment and in addition it will be left with a
valuable capital asset.
Organization
• Broad -based community support
In order to be successful in today's entertainment market, a small regional theater needs to
appeal to a diversity of entertainment needs. It must be flexible and able to respond to the
requirements of various media. Most importantly, it must enjoy a strong base of support from
within the community it intends to serve.
• Local business involvement and support
Economic development studies have demonstrated that entertainment venues serve to "anchor"
commercial growth and development. In today's economy, where people have more leisure time,
entertainment is an important element of community life. If resources do not exist locally, people
will travel to locations where they can find entertainment that pleases them. Entertainment
venues thus work synergistically with other local businesses (retail stores, hotels, restaurants,
parking, etc.) to expand local business revenues and tax revenues. Studies show that for every
dollar of revenue received by a theater, an additional 1.85 dollars is spent in the local area for
meals, parking, and other expenses. The theater is a "draw" which brings in additional revenue to
the community.
More importantly, a theater gives a sense of vitality to a community. It fosters other community
actions and encourages community support and activity. This in turn creates an atmosphere
where other businesses are encouraged to relocate and invest to be part of this new dynamic. The
result is an increase in new businesses, new jobs, and a further expansion of the tax base.
The Balboa Performing Arts Theater Foundation is a community -based organization that
satisfies these requirements. The Foundation sprang out of a deep- seated conviction that
renovation of the theater would be a stimulus to the local economy and would assist in the
general improvement of the Balboa Village business climate. The strength of this conviction is
amply demonstrated by the fact that the Foundation has persevered for more than ten years with
the same key personnel in the fulfillment of this goal.
• Local government support
The support of the City of Newport Beach is critical to the success of the Theater. The
Foundation Board is attempting to renovate a theater located in the heart of Newport's Balboa
Village historic district. This area is currently characterized by limited parking, high commercial
21
vacancy rates, sub - marginal businesses, and a limited number of high quality re: +4urants Znd
other attractions. Several "revitalization" studies have been conducted in the past but these led to
largely cosmetic changes and did not address the underlying economic changes needed.
Although one of the wealthiest cities in California, historically Newport Beach has not supported
the arts in a meaningful way. Lack of a strong City commitment to the area is a disincentive to
private investors and donors to the Theater.
This situation began to change in 2010 when the City took steps to acquire the Balboa Market
property to increase parking, and announced other plans to revitalize the Balboa Peninsula. In
May 2010, the Newport Harbor Nautical Museum announced ambitious plans to renovate the
Fun Zone area. If both the Nautical Museum and the Balboa Theater succeed in their plans, they
will form the nucleus of an economic revival in Balboa Village. They must not be allowed to
fail.
• Board of Directors
The Foundation provides the personnel and management expertise to operate the theater. The
Foundation functions under the oversight of a Board of Directors. All Board members are
recruited on the basis of their capacity to assist the Foundation in fulfilling its mission. The
Directors represent many fields including business, arts, and education and bring a broad range
of skills and expertise to the organization. The Board appoints the officers of the Foundation,
who serve for the term prescribed by the bylaws.
The Executive Board of the Board of Directors consists of the Chair of the Board, Vice Chair,
Board Development, Vice Chair, Board Governance and Secretary /CFO. Combined, the
individuals in these positions oversee all of the major areas of the Theater's business. In
addition, subcommittees of the board and the community are formed as needed to oversee
specific areas. Examples include:
• Finance Committee — oversees annual budget for board approval, approves monthly
financial statements and participates in the development of the long range strategic plan.
• Nominating Committee — recruits and recommends new board members and establishes
board standards.
• Season Without Walls Committee — Prepares a season of performances with the
Executive Director for approval by full Board. Solicits sponsorship to support
programming and coordinates the ticket sales effort.
• Staff: Day -to -day operations of the Foundation are conducted by part-time paid
consultants and unpaid volunteers under the direction of the Board.
Risk Analysis
• Principal Risks
The principal risks for this project are as follows:
• Failure to raise funds necessary for the project
• Construction cost overruns
• Failure to generate required revenues
• Softening of the entertainment market
• Natural disaster (fire /flood/earthquake)
• Risk Management Plan
The Foundation is committed to the Theater Renovation Project, and enjoys a broad base of
community support. Since more than $3 million has already been raised, the Foundation's Board
22
is confident it eventually can find sources for the required funds. Any risk tc'hx "at ci
Newport Beach is mitigated, however, by the inherent value of the property. In the event that the
project does not go forward, the property is located in a desirable location and the building could
be converted to some other use.
Construction cost overruns are not likely given the extent of preliminary engineering and
building demolition and testing that have been performed. The construction cost estimates carry
line item contingencies to cover possible unforeseen conditions likely to arise in the course of
construction.
If the theater is unable to generate the required level of revenues, the first mitigation strategy will
be to scale back the level of operations until revenues and costs balance. The Foundation also
believes it can attract a level of dedicated volunteer staff (docents and auxiliaries) to reduce
general and administrative staff costs. Donations could supplement earned revenues, although
we assume zero donations in this plan.
The entertainment market will be emerging from a period of retrenchment brought about by the
recession and economic downturn. On the cinema scene, there has been an intense consolidation,
with thousands of marginal screens closed throughout the United States. The successful theater
today must have flexibility. As the entertainment sector is reviving, the technology is changing
rapidly. Flexibility to handle new media (satellite, digital) is critical. The "graying" of the
population, and increased leisure time by the population as a whole, are still the drivers which
made the idea of the Balboa Theater viable in the first place.
Risks of natural disaster will be mitigated by Builder's Risk insurance during construction and
by commercial general and public liability policies during operations.
Schedule of Activities
• Construction Schedule
Final design is complete and permitting by the City of Newport Beach is underway. An
allowance of 3 months (June - September) has been made for permitting and plan corrections.
Construction will require 18 months if performed continuously as a single project (subject to
availability of funds). The alternative is to phase the work as funding comes available. Three
additional months have been allowed for punch list items and final outfitting of equipment.
• Operational Milestones
Key milestones in the reconstruction of the Balboa Theater are as follows
• July, 2008: Selection of J. S. Fisher, Architect for final design
• September 2009: Conceptual design and model completed
• July, 2010: Final Design notice to proceed
• May, 2010: Final design complete
• June, 2011: Apply for building permit
• 2011 -2012: Break ground (Subject to adequate funding)
• 2013: Theater opens for first performance
The opening of the Theater will be marked by a week -long series of local and Orange County
festivities. The inaugural program will signal the transition from fundraising for the capital
program to fundraising to create an endowment fund to provide ongoing support for the
Theater's activities. The principal goal of the endowment fund campaign will be to create a
23
revenue source that ultimately can help support theater operations and in partoa'.a: its
educational mission.
24
APPENDICES
A. Five Year Profit and Loss Forecast and Assumptions
B. Typical Facility Rental Rates
C. The Producing Group
25
A. Five Year Profit and Loss Forecast and Assumptions
The following tables show details of the financial forecasts commencing with the first year of
operation. At this point in time it is assumed that the capital campaign is complete and the
building construction has been finished. Fiscal year 12 is defined as the commencement of
operations, which gradually build up until fiscal year 16 when full operations are achieved.
Appendix Al below explains the definitions of the various categories of revenue and expenses.
Appendix A2 shows the revenue projections and outlines the assumptions behind them.
Appendix A3 is the staffing plan with salary projections. Appendix A4 is the five -year cash flow
forecast based on the revenue and expense projections.
Appendix Al
Appendix Al
Balboa Performing Arts Theatre Foundation
Long Range Plan - Category Definitions
Capital Fundraising
Includes all funds raised prior to theater opening.
Building Design & Construction
Includes all capital improvement costs associated with the building prior to theater opening.
Development Costs (Capital Campaign)
Includes expenses incurred to generate donations, including Development personnel and
public relations costs prior to theater opening.
Other Costs (Capital Campaign)
Includes all general & administrative costs to support the on -going operation prior to
theater opening, such as office rent, insurance, utilities, equipment and supplies,
property taxes, and payroll for Executive Director and other staff.
Programming
Includes ticket revenue, rental revenue, concession sales, and the associated costs to
host events, including artist fees, marketing, equipment, and payroll for Stage and Box
Office personnel, Production Manager, and House Manager.
Development
On -going fundraising income from individuals, corporate sponsorships, support guilds,
and special events, as well as the associated costs of raising these funds, including payroll
for Development personnel.
General & Administrative Costs
Includes all general & administrative costs to support the on -going operation after
theater opening, such as office rent, insurance, utilities, equipment and supplies,
repairs and maintenance, property taxes, and payroll for Executive Director, Administrative
Assistant, Facilities Manager and contract services (accounting., etc.)
26
Appendix A3
Salary Projections Base Year
Allocation (% FTE)
Appendix A2
Position
Base
Salary
Fringe
@35%
Total
Compen-
sation
Program
and
marketing
Develop-
ment
General
and
Admin
Edu-
cation
Executive Director
$80,000
$28,000
$108,000
Balboa Performing Arts Theatre Foundation
45%
10%
5%
Production manager
$70,000
$24,500
$94,500
100%
Revenue Assumptions (Revenues in $000)
Education Coordinator
$60,000
$21,000
$81,000
100%
House Manager
$50,000
$17,500
$67,500
50%
25%
25%
Facilities Manager
$50,000
$17,500
$67,500
100%
TOTAL PAYROLL
FY12
$108,500
FYI
FY14
FYI
FY16
Notes:
# of Events (per year)
200
Programing and
marketing
210
General
and
Admin
220
Total
(check)
230
250
1
$48,600
Avg. Revenue per Event
$5,400
21
Note:
21
22
22
23
2
$0
Total Ticket Revenue
$0
4,190
$81,000
4,410
$33,750
4,840
$16,875
5,060
$67,500
5,750
$0
$0
Avg. Concession income per Event
$0
3.53
3.53
3.60
$65,475
3.60
$86,400
3.70
Total Concession Revenue
706
741
792
828
925
# of Rentals (per year)
24
30
40
50
60
Avg. Rental Revenue
1.50
1.50
1.75
1.75
2.00
3
Total Rental Revenue
36
45
70
88
120
Arts Learning Center # classes:
8
12
24
24
30
4
Avg. Revenue per Class
1.20
1.20
1.50
1.50
1.80
5
Total Arts Education Revenue
10
14
36
36
54
6
Merchandise Sales
5
5
7
7
10
Total Revenues
4,947
5,216
5,745
6,019
6,859
Notes:
1. Some days have 2 events /day
2.Revenue /event based on Table 3 as typical year
3.Rental fee /day is combination of auditorium ($2,000) and roof deck ($1,000)
4. Classes meet 12 times per quarter for 1 hour. Some classes off site.
5. Class fee is $100 /student; $125 /student in year 3; $150 /student in year 5.
6. Minimum size is 6, average is 12, maximum is 25.
Appendix A3
Salary Projections Base Year
Allocation (% FTE)
Position
Base
Salary
Fringe
@35%
Total
Compen-
sation
Program
and
marketing
Develop-
ment
General
and
Admin
Edu-
cation
Executive Director
$80,000
$28,000
$108,000
40%
45%
10%
5%
Production manager
$70,000
$24,500
$94,500
100%
Education Coordinator
$60,000
$21,000
$81,000
100%
House Manager
$50,000
$17,500
$67,500
50%
25%
25%
Facilities Manager
$50,000
$17,500
$67,500
100%
TOTAL PAYROLL
$310,000
$108,500
$418,500
Budget ($)
Programing and
marketing
Develop-
ment
General
and
Admin
Education
Total
(check)
$43,200
$48,600
$10,800
$5,400
$108,000
Note:
$94,500
$94,500
Other staff positions such as
$0
$0
$0
$81,000
$81,000
ticket booth, ushers, etc.
$33,750
$16,875
$16,875
$67,500
will be volunteers and interns
$0
$0
$67,500
$0
$67,500
$171,450
$65,475
$95,175
$86,400
$418,500
27
Appendix A4
Balboa Performing Arts Theatre Foundation
Long Range Plan - Cash Flow Detail $000
FY12
FY14
FY15
FY16
Beginning Cash Balance
0.00
K71401
562
1,143
1,768
Income
Ticket& Rental Revenue
Ticket Sales
4,190
4,840
5060
5,750
Concessions Revenue
706
792
828
925
Rental Revenue
36
45
70
88
120
Arts Learning Center
10
14
36
36
50
Memhandise /Auction Sales
5
5
7
7
10
Total Earner) Revenue
4,947
5,215
5,745
6,019
6,855
General /Annual Fundraising:
Individual Donations
Corporate/Business Donations
FoundatiordGm't Donations
Board Donations
102
102
102
102
102
Program Underwriting
Support Guilds
Interest/Misc Income
Total Annual Fundralsing
102
102
102
11 102
11 102
Total Income
51049
5,317
5,847
6,121
6,957
Expenses
Programming & Marketing:
Talent costs
3,425
3,597
3;768
3,940
4,111
Concessions Cost
353
371
388
406
424
Producers fees
330
347
364
380
397
Education Salaries
86
89
92
94
97
Education instructors
4.0
6
12
12
15
Marketing /Advertising
50
55
60
60
65
Ticket printing
3.6
4
4
4
4
Payroll & Benefits
171
177
182
187
193
Rental Expenses
10
10
11
12
12
Total Programming and Marketing
4,433
4,655
4,880
5,095
5,318
Development Costs:
Payroll & Benefits
65
67
69
72
74
Mailing /panting
5
6
6
7
7
Total Development
70
73
75
78
at
General & Administrative
Payroll & Benefits
95
98
101
104
107
Computer Equip /Software
3.0
1.01
2.0
2.0
3.0
Dues and Subscriptions
1.6
1.6
1.6
1.6
1.6
Fees /Permits /Bank Fees
2.5
2.6
2.7
2.8
3.0
Insurance
8.81
8.9
9.0
9.1
9.2
Meetings /Entertainment
3.0
3.0
3.2
3.2
3.2
Misr
1.0
1.0
1.0
1.0
1.0
Office Equip. & Furnishings
4.0
2.5
2.5
2.5
2.5
Education clr rent
0.0
12
15
20
24
Office Supplies
3.5
3.6
3.7
3.8
3.9
Postage and Delivery
2.5
3.0
3.0
3.5
3.5
Panting & Reproduction
1.5
1.61
1.7
1.8
1.9
Pnhmssional Services
5.0
6.0
7.0
7.5
8.0
Property Taxes
15
16
17
18
19
Repairs & Maintenance Fund
100
100
100
100
100
Utilities
30
35
40
42
45
Total G&A
277
296
310
323
336
Total Expenditures
4,780
5,024
5,266
5,496
5,735
Net Operations
269
293
581
625
1,222
Total Cash Inflows
5,049
5,317
5,847
6,121
6,957
Total Cash Outflows
4,780
5,024
5,266
5,496
5,735
Net Cash Flow
269
293
581
625
1,222
Cumulative
269
562
1,143
1,768
2,990
Ending cash
269
562
1,143
1,768
2,990
Notes
1. Income based on Appendix 2
2. Salary escalation 3 %/ ear
3. Program costs escalated 5 %! ear
28
B. Typical Space Rental Rates
Performing arts venues rent their facilities using a variety of charging principles. One method
is by the size of the space (typically for 24 hours usage), but it could also be based on an
hourly rate, or per seat. Another approach involves adding a percentage of ticket sales
revenue to the facility rental costs. In every case the basic rental costs are increased by the
facility staff required to assist (as a minimum at least one person at $35 to $50 per hour); by
the equipment being used (furniture, projectors, etc.). The charges are greater on the
weekend compared to mid -week.
For example, The Alex Theater in Glendale, California, has a base rental rate of $3,500 for
Monday through Thursday, increasing to $4,000 for Friday and Sunday and $5,000 on
Saturday. It is a 3 -tier theater. The orchestra seats 736, the terrace 181, and the balcony, 464,
for a total of 1,381 seats. There are discounts for use by non - profit organizations or schools.
Theater staff and equipment are added expenses. The Tower Theater in Bend, Oregon, seats
469 persons and has a basic rental fee of $1,000 per day plus 8% of gross ticket fees. Theater
staff and equipment are added expenses. The 199 -seat Curtis Theater in Brea charges $140
per hour (4 hour minimum) with a $500 per day dark day fee (when it cannot be rented to
others due to sets, etc.). Equipment is available at additional costs. The Discovery Science
Center rents its space based on the number of attendees. For up to 175 persons (first floor
only) the cost is $3,500 per event. For 500 persons (first and second floors) it is $5,000; for
1,000 persons, $7,500, and for 1,500 persons, $10,000. Typical rates sheets for the Bowers
Museum in Santa Ana and the Balboa Theater in San Diego are illustrated on the next pages.
29
BOWERS MUSEUM
.. your urinciom to for morlels ricliett rrrlturer
Bowers Museum is one of Southern California's finest museums and Orange County's largest and after
the completion of two expansions since its opening in 1936, the original Spanish - Colonial building has
been blended seamlessly with a more modem, stmeof -the -art wing, providing many unique and elegant
settings for any type of event. Contact the Special Events office 714567 -3623 for availability.
DOROTHY AND DONALD KENNEDY WING
AUDITORIUM (Norma Kershaw Auditorium) State of the Art Auditorium with Sladimn seating.
Guests
1 -300 seated
$5110.00 per hour
COURT (John M. Lee Court) Elegant Open Space for Banquets and Special Events.
Guests
1 -350 scaled 500 standing $61111,110 per hour
HISTORIC MUSEUM
BALCONY Covered madoors, over looks the Key Courtyard.
Guests
I {0 Seated
$225.00 per hour
COURTYARD (Margaret and Cleo Key Courtyard) Suitable for outdoor weddings, cocktail receptions,
corporate functions, fundraisers, balls and eorrcerts. Courtyard Events will be moved to the Restaurant if
RAIN occurs.
Guests
1400 seated IOW standing $400.00 per hour
FLUOR GALLERY (Plein Air Art Gallery) Intimate and great for mrpomte dinners.
Restriction (NO RED WINE)
Guests
1 -50 seated al moods 80 Theater seating 100 standing $225.00 per hour
TANGATA RESTAURANT & PATIO Unique selling, fabulous menu provided by Patina Catering
Guests
1 -120 seated 200 standing CALL 714- 567 -3630
EXHIBIT VIEWING is an option with your rental of museum space, there will bean addilional cost. The cost for
our special exhibit is $ 10.00 - $20.00 per person, with a $500.00 - $1,000.00 minimum
eA Damage Deposit will be required based on the location and the numberof guess
°You will be required rejoin the museum at the Arrive Membership level of$75.00
'rhe Museum requires a 2 hour minimum for events for each location. 'the museum also offers a 2 hour scl up and 1.5 hour
clean up time for the Catering staff
2002 North Main Street, Santa Ana, California 92706
San Diego Theatres. a 501(c)3 non - profit, public benefit
corporation. looks forward to working with you towards the
success of your event. Our goal is to provide exemplary
service to you and our mutual guests. Please use this guide
to accp o is yourself with the services provided and available
rot your event.
The Balboa Toone. located at 868 Fourth Ave, is a 1.339
seal restored historic vaudeville theatre located in the heart
of the Gaslamp Quarter. After being closed for 20 years. the
Balboa Theatre was r canted in January 2008 after a S26
million renovation and restoration.
The San Diego Civic Theatre located at 1100 Third Ave, is a
2.067 scat performing arts venue. Originally opened in
1995, the Civic Theatre was designed to accommodate the
largest of stage productions and regularly hosts San Diego
Opera productions as well as the latest and greatest louring
Broadway produelirm, presented by Broadway /San Diego.
Additionally, the Civic Theatre hosts a variety of productions
by California Balltl and diverse annual community functions
For budgeting purposes. the rates provided here are intended
io be effective July 2008 through June 2009. however.
they are subject to change without notice and should be
verified during the planning of your event. Also our webttt
at wwwsandiegotheirn,org provides additional information
that may be of assistance. We welcome the opportunity to
assist you throughout your planning and your use of these
facilities and servl,cS.
San Diego Theatres
License Fees
rMT47TITNTrITIPM
Balboa Theatre S1250
Civic Theatre $6,500: minimum
vs. 10% of gross sales. 58,500 max
(Civic Theatre: $500 discount for Monday - Thursday events)
rt r r• r•
Balboa Theatre -- $1.750
Civic'flleane 53.750
t t
Balhna Theatre $3,500
Civic Theatre 57,500
(ClAc Thcalre: $500 discount fur Monday - Thursday events)
r s r
Balboa Theatre SI.625
Civic Theatre $3.500
(Civic'lliciue: $500 discount for Monday - '111ulsday events)
-For MmocIa Relmao al,/MmmOm Days N eases$ of the ..he, or
Ticketed Perfarmanm or Non- Ticketol Event Days. then Ihe . following
rates will apply:
Balboa Theatre S3,250
Civic Thcatrc S6.000
Balboa Theatre Sulo all-obby 5 750
Civic Theatre Sills Grand Salon $1.000
Civic Theatre - Rehearsal Hall S 750
Acoustical Shell. plus IATSE labor
Per Wall Sedign No charge
Per Ceiling Section 5150.00
Clear Court Intercom
First three stations
No charge
Each add'¢�station
S25 dayl $75 week
Dance Floor
515.00
Ilurlcquin vinyl only
$ 125 dayl $400 week
d'Anser Dour only'
S750 day] S2,000 week
d'Anser B Harlequin'
5850 day/ S2,200 week
DVD, CD or Mini. Disc Player
$35 dayl S:105 week
Follow Spot, plus IATSE labor
$100 use/ 5300 week
Garlic Lift. 36', plus IATSE labor
S851 hour
Lighting Node
$40 day/ $125 week
Microphones. fuss Three wired riles
at no charge
Each additional wired microphone S30 dayl S90 week
Wireless microphones
S05 day/ S250 week
Monitor System, with two Speakers
$75 day/ 5225 week
Pianos
Concert Grand S350 day/ $1,000 week
Baby Grand* S200 day/ SG00 week
_ Pcrfnnnange Upriglll $100 doyl'S300 week
Ancillary Services Fees
From of Hmtsc Guest Services
Staffing for 2 - 2 Ih hour Performance/Event
Balboa Theatre SB50
Civic Theatre $1,950
Staff Hourly Rates for all other events
Chief Usher
$22.00
Assistant Chief Usher
516.00
Ticket Takers. Door Persons. Directors
515.00
Ushers
$12.50
Com /Bag Check
$12.50
Merchandise Seller
$16.00
Security /Safely Services
Stage Door Attendam/Public Safety Rep.
$17.50
Ticketing Services
Event Ticket Seller
$10.75
Facility Services
Electrician /Plumber /Caryouer
S48.00
HousekeeperlFacilRy Worker
$16.00
Reserved Scat, Advance Sale Events
Balboa Theatre $750
Civic Theatre $1.500
Credit Card Transactions 4.00%at'all sales transactions
Ticket Printing $0.125 per ticket
printed by ticketing office
For addisional or allenmte services. discuss wish 17ekeling Scrvtem sto11'.
30
31
C. The Producing Group, LLC.
ABOUT THE PRODUCING GROUP
The Producing Group (TPG) is a consulting firm that provides planning and strategic management
support for independent entertainment venues. Since its founding in 2004, TPG has produced five
seasons of summer concerts at the 8,500- person - capacity Pacific Amphitheatre in Costa Mesa, CA, as
well as outdoor music festivals in Las Vegas, NV, Modesto, CA and Galveston Island, TX, featuring an
eclectic range of popular entertainers including Duran Duran, Bob Dylan, Black Eyed Peas, Alan
Jackson, Maldita Vecindad, Paul Simon, B.B. King, Martina McBride, Bill Cosby, Scorpions and Willie
Nelson, among many others.
JOHN SULLIVAN
John Sullivan, President of The Producing Group, has 40 years' experience working at the
intersection of strategic communication and entertainment. He has successfully led and managed
major cultural institutions, created strategy and advertising for numerous political and ballot
measure campaigns, and has provided a broad range of planning and strategic communication
services to corporations, trade associations and non - profit organizations in diverse fields including
energy, healthcare, real estate and entertainment.
John produced the Summer Concert Series at the Pacific Amphitheatre in Costa Mesa, CA for five
seasons, where he substantially grew the audience and brought the venue into profitability. A longtime
producer of theater at The Mark Taper Forum in Los Angeles, The Circle Repertory Theater in
New York and San Francisco's American Conservatory Theater where for eight years he was
Managing Director - John has also produced special events at such venues as Town Hall in New York
City and The Los Angeles County Museum of Art.
As Senior Vice President at the strategic communication company Winner /Wagner & Associates,
John provided communication counsel and issue management support to organizations such as
Exxon, GTE Mobilnet, and the California Home Builders Association. As an independent
communications counsel, he has served a diverse range of clients, including Major League Rodeo,
Holy Names College, Trammel Crow Company and the National Mining Association.
For seven years, John was a consultant in the field of communication and popular culture at the Rand
Corporation, and has served as a Visiting Fellow at the Aspen Institute. He is currently on the board
of directors of the Foundation for the Great Park.
KEN PHEBUS
Ken Phebus has been a dominant talent buyer for independent music venues in Southern California
for over 30 years. He has unparalleled experience in start -up situations, having established booking
policies and formats for numerous and diverse venues including The Coach House in San Juan
Capistrano (500- person capacity); The Ventura Theatre (1,200 capacity); The Galaxy Theatre in
Santa Ana (900 capacity); The Sun Theatre (now the Grove of Anaheim, 1700 capacity) and the
reopening of the Pacific Amphitheatre in Costa Mesa (8,500 capacity). In an industry notorious for
failure rates, Ken takes considerable satisfaction in the fact that all these venues have continued to
operate successfully - some for decades - utilizing the formats he developed.
Ken has provided talent for clubs, theaters, amphitheaters, fairs, festivals, casinos and private events
throughout the country. A seven -time nominee for the Pollster Nightclub Talent Buyer of the Year
Award, Ken has booked 59 members of the rock and roll hall of fame, as well as most of the major
artists of our time, including Duran Duran, Steely Dan, Steve Miller Band, Bob Dylan, Boston, ZZ Top,
Jackson Browne, Juan Gabriel, Scorpions, Paul Simon, Seal, Van Halen, Toby Keith, Dave Chappelle,
Luis Miguel, Velvet Revolver, Tina Turner, Ray Charles, Johnny Cash, The Byrds, and Miles Davis.
CHRIS RICCI
Chris Ricci has created and produced successful festivals, concerts and special events throughout
California. As an experienced talent buyer, event producer and venue manager, Chris thoroughly
understands the entertainment business and matches the right talent to the right setting; mobilizes
and focuses marketing resources; handles ticketing and credentialing; and manages all aspects of
technical production. The success of Modesto's X -Fest - a multi -stage festival that Chris has
produced since 1999 - can be measured by the 20,000 -plus happy fans who annually flock to the
city's downtown streets for a day and evening of rock'n roll and by the positive energy this popular
event has contributed to the revitalization of Modesto's central business district. Chris is
experienced in developing successful business relationships with talent agencies, and is adept in
dealing with artist management, record labels, media, sponsors and government agencies. He is
skilled in coordinating these resources to create events that are popular, safe and profitable.