HomeMy WebLinkAbout12-15-2015 Item 04 - Performing Arts Center Strategic Plan Update PresentationSTRATEGIC PLAN 2015
Performing Arts Center San Luis Obispo
STRATEGIC PLANNING SUBCOMMITTEE
Members:
John Rolph, Chair (FPAC)
Michael Codron (SLO)
Victor Brancart (Cal Poly)
Ron Regier (PAC)
Consultant:
Don Maruska
Staff:
Tammy MacDonald
CONTEXT FOR VENUE
COMPARISON
University Owned/Managed
Not-for-Profit Owned/Managed
City Owned/Managed
1.Valley Center
2.Green Center
3.Carpenter Center
4.UCSB Arts & Lectures*
1. Hult Center
1.Granada Theatre*
2.Gallo Theatre
3.Wells Fargo Center
4.Herbeger Theatre
5.McCallum Theatre
1.Thousand Oaks* 1.Irvine-Barclay
* = site visit
VENUE COMPARISON SURVEY
•Governance Structure
•Business Model
•Budget/Financial—revenues, donations, subsidies, expenses, deficits,
endowment
•Parking
•Concessions/Catering
•Ticketing
OBJECTIVE: IDENTIFY
STRATEGIES FOR THE
NEW MANAGING
DIRECTOR TO
IMPLEMENT TO
SUSTAIN PAC
SUCCESS
PAC Venue
Fundraising Client
Programming
SOURCES OF PAC REVENUE
FPAC
10%
Other Clients/Activities
20%
Cal Poly Arts Programming
20%
Cal Poly Contributions
40%
City of SLO
10%
FPAC Other Clients/Activities Cal Poly Arts Programming Cal Poly Contributions City of SLO
THREE HIGH-LEVEL STRATEGIES…
1.Maintain a State of the Art Facility
2.Strengthen the PACs Long Term Financial Sustainability
3.Serve the Community and Campus Well
…TO SUSTAIN THE PAC’S SUCCESS
USES OF THE COHAN CENTER
Performances Rehearsals Outreach
Activities Community
Activities Cal Poly
Activities
130
110
27
16
159
442 total uses during the 2014-2015 season
STRATEGY 1:
Recommendations
•Continue to fund the robust maintenance and capital improvement program that has kept the PAC in state-of-the-art aesthetic and performance condition.
•Create a comprehensive capital investment “wish list” for equipment and facility amenities to encourage donor-supported acquisitions through FPAC, like the Barco Projector, the Forbes Pipe Organ and the Spheres.
KEY FINDINGS
•Client success is essential to
sustain the PAC model
•The PAC can contribute to
client success:
•Value added services
•Support client
organizational development
Strategy 2: Strengthen the PAC’s
Long Term Sustainability
CONTRIBUTE TO CLIENT SUCCESS
Modern, Integrated
collaborative marketing,
Be a More Visible Participant
on local arts ecosystem
-Take it to the Streets
Improve audience hospitality:
-Improve the concessions
program
-Develop a patron
‘concierge’ service at
performances
-Enable an enhanced social
media experience
SUPPORT CLIENT
ORGANIZATIONAL DEVELOPMENT
Audience
building and
development
support
Venue Access
Program
STRATEGY 3:
SERVE THE
COMMUNITY
AND
CAMPUS
WELL
STRATEGY 3:
Key Recommendations
1.Continue to support community
access through a variety of programs and outreach activities
2.Increase efforts to support campus
through the “learn by doing” model
3.Promote and support efforts to
diversify and grow programming and participation in order to build
audiences
COST AND TIMETABLE
•Marketing for audience-building
•Opportunity fund for audience-building activities
•Internship and summer camp stipends and grants
Implementation likely to
incur additional cost for:
•Higher attendance
•Additional ticket fee revenue
Audience-building efforts
expected to ultimately
offset costs through:
•New MD determines next steps to implement the plan
•Implementation plan will determine cost
•Doubling the modest PAC outreach budget would
cost $100K-$150K
Plan may be shared with
the candidates for
Managing Director