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Strategic Plan 20132017 May 9, 2013
Strategic Plan
2013-‐2017
May 9, 2013
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Mission
The Janesville Performing Arts Center will serve as the primary performing arts and cultural resource center for the greater Janesville area and accommodate a diverse mix of
performances by non-‐profit user groups to enhance the quality of life for all. Contents:
I. JPAC’s Journey & Mission page 3
II. Prior Strategic Plans page 4
III. Impact & Challenges page 7
IV. The Future: 2013-‐2017 page 10
V. Risk Assessment page 14
VI. Appendix page 15
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I. JPAC’s Journey When the new Janesville High School opened in 1923, its magnificent auditorium began a long life as the center of the school activities and the culture center of the community. The building was the first million-‐dollar high school in the state of Wisconsin. Construction started after a one million dollar city-‐wide referendum was passed in 1919. The building served as a school from 1923 through 1996 changing from a high school to eventually serving as a middle and junior high school. In 1997, Janesville was presented with a rare, generous and timely proposal: Lease the former auditorium and music wing of the former school for use as a community performing arts center. A non-‐profit entity named JPAC was formed and subsequently $4.2 million was raised to revitalize the theatre and adjoining spaces, including $1mm in support from the City of Janesville and a $1mm matching grant from an anonymous donor. Twenty-‐eight entities or foundations gave $25,000 or higher. This creative adaptive reuse has allowed JPAC to operate a 630 seat-‐performing art center in downtown Janesville in an economical manner with responsibility for leased space, facility utilities and auditorium maintenance while preserving a significant historical building. Stonehouse Development owns and manages the building, known as the Marshall Apartments, and oversees 55 apartments, hallways, grounds and exterior maintenance with JPAC paying a nominal $1/year to Stonehouse for its lease. The original Vision was to unite people through the arts:
• By offering a local facility where arts come first • By creating a true theatrical experience for both audience members and performers • By providing a place where people of all ages, social status and backgrounds can come
together to share an experience • By providing a place whose activities introduce new ideas, promote understanding and
the exchange of ideas, encourage learning and exploration and broaden views and perspectives
• By promoting growth in our creative community and the strengthening of our cultural infrastructure.
Today, JPAC provides a professional home venue for local arts groups and serves as a center for community members to become involved in the arts through performances, lectures, gallery exhibits, non-‐arts public rentals, and educational activities.
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II. Prior Strategic Plans
The original business plan for JPAC focused on prudent financial management, developing expertise at facilities management not production, and promoting Janesville’s artistic talent by bringing the user groups under one roof. Since it’s opening in 2004 the organization has seen attendance and revenue rise or hold steady over the years despite the economy and the closing of the Janesville GM Plant. But as in any organization, new realities, challenges and opportunities emerge making it essential to evaluate the external environment, changing customer needs and trends and internal capabilities.
Since the first plan, JPAC’s board has actively participated in a strategic planning process to ensure the organization has a road map from which to set annual short term goals & initiatives in pursuit of its vision. The organization is now in its third planning cycle having completed two strategic plans and views this process as critical to help defining the next chapter for JPAC in fulfilling its mission.
2003-‐2008 Original Business Plan
The original plan outlined two key goals of:
1) Providing a quality venue to enable and expand quality arts programming, and
2) Developing a financially viable and self-‐sustaining performing arts center.
As the plan identified, “A comparable stand alone facility would cost three to four times the current cost projections for this project.”
In addition the business plan called for a lean organization to operate the facility with projected revenue of $127,000 in its fifth year and $114,000 in expenses not including depreciation. The local arts groups would provide the “content” for the audiences and would cover 40% of costs through rentals/user fees. Laurel Canan was appointed JPAC’s first Executive Director.
A year after opening, the Board conducted a strategic retreat October 2005 led by James O’Connell from Wausau Performing Arts Center, to evaluate the facility and make adjustments. Three key themes emerged:
1) JPAC had delivered on opening a beautiful venue;
2) The organization needed to enhance marketing capability to broaden audiences; and
3) Additional sources of revenue were needed to match more realistic operating costs.
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Key Milestones & Changes for 2004-‐2008:
Capital Investments $30,000 for marque sign outside; no major repairs to facility; Art Panels donated by Art League for Common Space.
Fundraising Development of three key sources of funding: Arts Angels, Grant Solicitation, and Annual Gala. Total Contributions roughly $105,000.
Operating Costs 2008 annual revenue $170,000 and operating costs $185,000; Operating Costs $155,000 2006 and $145,000 in 2007. For first three years JPAC was cash flow positive.
Marketing Launch Marketing Consortia, Main ARTery newletter, Kicks promotion.
User Groups Management agreement signed with JPresents! to provide Executive Director services in 2006; See list of user groups in Appendix. In 2008 the user groups agreed to a facility surcharge per ticket. Revenue from user groups was $58,000 in 2008 and 35% of total revenue.
Leadership First ED, L. Canan departure (relocation) and hire ED (E. Gruenwald) 2009; addition of Box Office Manager & expansion of Tech Director’s role.
Attendance / Volunteers 20,900 and 72 events annual average over time period (average attendance 290).
Reserve Balance
Maintained at over $100,000 with no debt although during the year, balance drops as fund is used to cash flow JPAC operations as fundraising revenue is heavily weighted toward end of year.
2009-‐ 2013 Business Plan
In October of 2008, the board again met for a Strategic Planning retreat. Led by the same facilitator, a consensus emerged that the organization had been successful in establishing JPAC as important community asset for the arts. The first five years were about establishing the facility. In the words of the facilitator, “The facility, the leadership provided by both board and staff, fiscal responsibility, and the quality and variety of the activities presented have combined to make JPAC a success, establishing a strong relationship with the community, the audience members and the User Groups.”
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Challenges identified were 1) how to manage the now ongoing cost structure and 2) to help user groups become stronger presenters. In other words, with the theatre venue and service established under “one roof”, the organization had to look deeper into relationships with user groups, enabling them as they themselves struggled with organizational challenges inherent in not-‐for-‐profit art groups.
Plan Key Milestones & Changes for 2009-‐2012:
Capital & Technology $30,000 for replacement of Boiler and lease purchase of new ticketing software of $8,000 annually for five years. Both in 2012.
Fundraising / Revenues In 2009 the Gala developed into a weekend Community Event. In 2012, a Season Magazine & Fill the Seats Campaign were launched to create a Building Fund Reserve. Grant Program expanded. A $1 patron JPAC fee was introduced to pay for new online ticketing system.
Operating Costs 2012 revenue $235,000 (not including Fill Seats Campaign & one time grant) and operating costs $220,000. First year to cash flow positive since 2007.
Marketing New website, online videos, Facebook page, and annual report.
User Groups Culver Family Series introduced by JPAC to focus on young families. Further User Group changes and challenges (see Appendix). Facility revenue from user groups $72,000 in 2012. Yet Total revenue from user groups was 31% of revenue. New users emerge with not-‐for-‐profits presenting shows such as Docs Who Rock as fundraiser.
Leadership 3rd Executive Director, Elizabeth Hovarth, hired November ’11; Box Office Manager changed to Sales & Marketing Manager with personnel change. Maintenance Volunteer Recruited.
Attendance / Volunteers 24,400 and 113 events annual average over time period (average attendance 216). Volunteer hours tracked; 2246 average annual volunteer hours for 2008-‐2010 and 3076 for 2011-‐2012.
Reserve Balance
2012 cash balance at year end $159,000 including year-‐end $25,000 grant from Forward Janesville.
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IV. Impact Today & Challenges
Since opening in 2004, JPAC in partnership with its user groups has welcomed 201,234 patron visits to 817 events becoming an important anchor in Janesville & Rock County’s revitalization efforts; but the actions of JPAC are not alone. There is a community-‐wide effort to bring back the vibrancy of the city center. Today, over 150,000 people visit the Janesville Mile annually who might not have ventured downtown 25 years ago. This includes visitors strolling through the Rotary Gardens, attending a show at JPAC or dining at the many new downtown restaurants. Recently, in conjunction with the downtown revitalization efforts, the Rock County Historical Society has focused on rejuvenating the Lincoln Tallman Campus and the City of Janesville has highlighted downtown development as a priority. There is a vision for our community. JPAC’s goal is to continue to be a strong partner in this effort. A recent Janesville Gazette editorial said, “JPAC serves this community well. It brings quality shows at prices lower than in Madison and Milwaukee. It provides chances for local people to perform or help backstage. It introduces our children to the arts. The vision of early supporters paid off. JPAC weathered the recession better than anyone could have expected.” In January of 2013, the Board and User Groups (independently) conducted a strategic planning retreat facilitated by Megan Matthews from the Arts Peer Program and completed a SWOT analysis. Five main ideas came from this exercise:
1. JPAC is a hub for creative activities and development of creative talent; it brings together several arts organizations with a wide variety of programming missions and target markets
2. JPAC provides synergy and identity for local arts groups 3. JPAC provides opportunities for community members to enjoy Janesville, and not have
to leave to experience cultural activities; one strong example of this is the school shows 4. JPAC is an important part of downtown redevelopment 5. JPAC provides activities that make Janesville an attractive place to live for recruited
employees moving to the area
Perhaps the greatest validation of these facts is JPAC’s ability over time to continue to fundraise in the community including an annual giving program that nets $40,000. Simply put, people feel strongly about having a performing arts center, maintaining a diversity of arts in the community as well as preserving a historic venue in the downtown area.
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While recognizing these accomplishments, the retreat identified five serious challenges that must be addressed for JPAC and the arts to thrive. They are:
1. Unused Capacity – While average attendance has increased between the two periods user groups have many seats that go unfilled. Even organizations such as BCT that are known to pack the house, seldom sell out theirs shows. In fact there are usually only 4-‐5 sold out shows a year. Revenue from tickets sales is critical for groups to cover production costs including JPAC/facility fees. On the positive side the number of events has increased but the attendance per show has actually fallen. Today guests have many options for entertainment including staying at home. Traditionally viewed as a blue-‐collar town, demographics are changing and the mix of shows may not be optimized. There is a fine line between developing audiences and giving what current residents want now. Actions must be aspirational as well as be pragmatic.
2. Financial & Organizational Strength of User Groups – Only a few user groups have the benefit of endowments to allow them to weather the ups and downs of financial performance and many lack solid fundraising capabilities. Consequently, they can be one show away from financial distress. For example, in 2012 the three largest user groups were 59% of user revenue yet JPresents is the only one with an endowment. The 2008 planning session identified that “strengthening and working through the User Groups as the most promising path to success.” As user groups face annual challenges, they can perceive JPAC as production costs rather than as a partner. Most groups recognize they need help; and ultimately having locally produced shows is critical to JPAC’s mission and the community.
3. JPAC Branding – Ironically the community does not generally understand JPAC’s independent relationship with user groups. Most people do not differentiate between user groups but view them as performances at JPAC. A poor show can have an impact on others just as a well-‐reviewed show can set high expectations for others. Likewise the facility experience of JPAC can impact the viewer’s perception of the show. Bottom line people don’t necessarily separate the venue from performances.
4. Providing Superior Services in a Lean Organization -‐ In its early years, JPAC had approximately $145,000-‐170,000 in annual operating costs providing service to 20,000 people. Today those expenses have grown as has facility revenue (earned income) and even more so fundraising, but the average patron visits have increased by only 3,500 in the last four years on average. JPAC receives no public operating dollars as do many arts venues that are part of a school, although JPAC does benefit significantly from the lease arrangement. From a cost perspective, user groups are requesting additional services, yet the revenue from user groups covers only 35% of JPAC’s operating costs alone. From a labor perspective, a more hands on role with user groups is more time intensive than a
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“venue-‐only” model.
5. Providing for unexpected costs in maintaining facility – Finally, the facility requires funds for upkeep even if just a theatre. Utilities and maintenance costs account for over 25% of operating expenses. At the time of the initial capital campaign, funds was raised to complete renovations and provide for a $100,000 reserve fund which has provided cash flow funding to operations. In 2012 JPAC had an unplanned $30,000 boiler repair. The JPAC board responded by initiating a Fill the Seats Campaign. First year contributions did cover the $30,000 expense, but a building reserve is a top priority.
In summary, the challenges are not necessarily new to JPAC or the arts community in general. Four out of five of these challenges were touched upon in the last Strategic Plan. However after almost ten years of operations, the organization has been able to identify the issues more critically and discretely and therefore respond with more focused purpose and measurement.
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V. The Future: 2013-‐2017
In looking to the future with these challenges in mind, the Board is confident in JPAC’s next chapter as the organization has a track record of financial prudence, commitment to the community and operational adaptability. Events not foreseen in the early planning days have unfolded, yet JPAC has weathered economic changes and is recognized as an important asset to Janesville. The future, however, requires a balance between leveraging what has made it successful in the past with an embrace of new avenues to fulfill its mission. This does not necessitate moving away from core capabilities or mission. It requires using our assets and resources differently. It is just not about filling a theatre but filling lives as well. The goal is to transition from a physical venue to an organizational hub that promotes, develops and advocates for the arts. In short our vision is to foster a creative community.
Moving forward the Board identified four Capabilities (three of which were present in the last plan) that must be further developed and refined to drive this next chapter for JPAC:
• Develop & Delight Patrons • Provide a Home for Artistic Development • Be Valued Partner of Community • Be Financially Diversified & Cost Effective
Capabilities are only valuable if you develop and nurture them. The Board & User Groups prioritized 8 Activities that are essential to these Capabilities.
Develop & Delight Patrons Provide a Home for Artistic Development
1. Provide Exceptional Guest Experience
2. Promote Audience Development
3. Optimize Space & Technology
4. Optimize Relationships with User Groups to maximize Potential
Be a Valued Partner of the Community Be Financially Diversified & Cost Effective
5. Create Partnerships
6. Establish Effective Communication
7. Exercise Good Fiscal Management 8. Maximize People
The result of focusing on these activities should be 1) JPAC will see the number of patron experiences increase significantly, 2) artistic groups will gain financial stability, 3) funding and support from community partners will remain strong and 4) JPAC operations will continue to be a model for cost effective services. The key will be executing the plan and validating these strategic assumptions as time unfolds.
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Executing The Plan
The intent of this plan is to have a dynamic road map that drives analysis, action and positive change. To that end, the Board drills down on an annual basis and identifies initiatives that will help strengthen key activities. The 2013 Operating Plan is provided below as an example. In some cases these initiatives will continue into another year, but it is critical that concrete milestones are identified and reviewed on a monthly basis at Board Meetings.
2013 Annual Operating Plan
Develop & Delight Patrons Provide a Home for Artistic Creation
1. Provide Exceptional Guest Experience a. Improve Box Office Experience b. Improve Way finding in Lobby Area c. Improve Office Layout
Measurements: Customer Feedback system
2. Promote Audience Development
a. Evaluate Customer Demographics in relation to Current Artistic Offerings. What are gaps?
b. Create Programing Advisory Group c. Diversify Programming d. Pilot a JPAC Season in partnership with JP
Presents Measurements: Market Share, Customer Feedback system, Audience Diversification, Increased Sales.
3. Optimize Space & Technology a. Establish a Black Box Theatre b. Explore Outdoor Space with Community c. Prioritize Technical Equipment Needs
Measurements: Operating cost/attendee, Theatre capacity 4. Optimize Relationships with User Groups
a. Evaluate all current user relationships including fee structure, show schedule, financial condition, marketing support
b. Evaluate a Resident Development Program that supports growth of artist groups.
Measurements: User Group Stability & Impact
Be a Valued Partner of the Community Be Financially Diversified & Cost Effective
5. Creating Partnerships a. Continue to expand grant partners b. Critical leader of inaugural Irish Fest c. Strengthen corporate partners program
6. Establishing Effective Communication
a. Develop routine dialogue with City b. Continue to build online community
Measurements: Grants, Sponsorship Revenue, Irish Festival Attendance, Newsletter recipients.
7. Fiscal Management a. Maintain Reserve of $100,000 b. Contribute to Building Fund for major repair c. Reduce utility bill with bulb replacement d. Explore additional revenue to fill open dates e. Evaluate Cost structure: What do operations
look like at various levels (i.e.$4,000 week, etc.) f. Improve financial reporting to differentiate
between cash flow and profit, ongoing operational funding vs. focused funding
8. Maximize People
a. Expand Intern & Board Development Program
Budget/Reserve, Volunteer Hours, Fill the Seats Fund, Utility Bills
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Capital Needs After raising $4.2 million by 2004, the JPAC board focused very successfully on fundraising to support ongoing operations. In 2009 a plan was developed for expanding space in the old cafeteria to provide for offices and rehearsal space. Currently four to five people work in the small box office and user groups can struggle to find rehearsal and storage space. With the economic down turn that plan was placed on hold. That project was estimated at $300-‐400,000. The boiler repair in 2012 necessitated a more aggressive approach in long term capital planning. With the input from the strategic planning session and user groups, JPAC enlisted support of local companies and other experts to develop a list of key projects that would enhance the current services, create new revenue streams, or help reduce operational costs. Below is an overview of each project and the rationale. Currently there are six capital funding projects for which cost projections have been evaluated. Three other “long-‐term” needs have not been further investigated. Other than the Building Fund and the Black Box Theatre (the #1 facility enhancement from user groups), none of these projects have been initiated nor would take precedent over funding current operations. Building Fund
o Fill the Seats Campaign: $350,000 of which $30,000 was raised in 2012.
JPAC Improvement Projects
o Black Box Theatre $50,000 Some user groups have productions geared towards smaller audience along the lines of small cabarets. Renting the large theatre space is a burden for them and reduces the development of new forms of artistic expression. Many theatres are developing black boxes to offer these smaller venues. Operating a smaller space could also prove to be more economical for utilities etc.
o Coach’s Collaboration Space $150,000
Today there is no office meeting or collaboration space other than the common room and box office. While JPAC brings groups together, there is no type of incubator space where groups can collaborate or exchange ideas by sharing work-‐space.
o Lobby & Office Redesign $15,000 The goal is to provide for additional space for box office staff and interns as well as optimize space in the Lobby all while maintaining a professional and appealing environment.
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o Theatre & Equipment Upgrades $250,000 (high end)
Theatre and sound equipment has developed substantially and investments need to be made to provide full capabilities to our users. Today some user groups must rent additional equipment for their shows. The top request by user groups; however, is more new microphones.
o Light Bulb Energy Project $1000
Utilities costs are the second highest expense other than salaries with a typical year showing $40,000 in expenses. The goal is to help reduce this cost by beginning the replacement process for the 431 light bulbs in JPAC to CFL bulbs.
Long Term Projects: These additional capabilities have been discussed as potential needs but at this time cost projections or layout plans are not available.
• Rehearsal Space • Loading Dock • Storage for User Groups
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VI. Risk Assessment & Alternatives
Ultimately the question must be is JPAC the right organization or entity to be that organizational hub that promotes the arts?
There are risks inherent in moving to a more active role with the Art Groups. Becoming a producer of shows or backing art groups has risks. For example JPAC produced two of its own shows with Donny Osmond and Christopher Cross in 2005 and did not generate a significant profit. In addition, one of the benefits of having JPAC remain more independent to the arts groups is that it reduces the impact of a user group’s poor financial or organizational performance on others. As mentioned previously, building strong positive working relationships with user groups and developing audiences can be more labor intensive for the organization than focusing on venue services only. JPAC must manage the financial investments in these endeavors prudently.
An alternative strategy would be to pare down services significantly and provide the lowest cost structure possible. Regardless of strategic direction, this option should be explored in 2013 as part of an operational analysis. However even under that scenario, the user groups may not have enough organizational capability to drive marketing, fundraising and other efforts. The best way to maintain a beautiful building is to get people through the doors. The “venue-‐only” model implies that the artistic community is strong on its own. Recent events have shown the opposite.
Through significant discussions, analysis of the environment and looking back at history, the Board believes JPAC can adapt its roles and capabilities as it has done in years past and is the best organizational entity to do so for four primary reasons:
• Original mission and board continuity; • Current financial stability compared to other organizations; • Brand value of JPAC; and • Organizational knowledge gained in seeing 15 user groups operate in last ten years.
It will be important to validate these outcomes and assumptions with key stakeholders. It is one of the reasons that the User Groups were part of the strategic planning process for the first time versus just completing a survey. A follow up meeting with user groups has already been held.
Ultimately, not all arts organizations will survive; that is inherent in the creative process. But what is needed is a group of people who are focused on the long-‐term horizon of ensuring that the arts are thriving in our community and have a disciplined approach for achieving that vision. The Board believes JPAC can provide that foundation for the community in partnership with others as it has done so in the past.
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VII. Appendix
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A. User Groups Over Time 2004 2008 2012 BJSO Janesville Presents Badger Chordhawks Spotlight on Kids Choral Union Stateline Harmony Heatwave 4H* Theatre Unlimited Dance Attitudes Janesville Little Theatre Park City Dance* Beaujangles* Marx Dance* Janesville Art League * No longer active as of 2013
BJSO Janesville Presents Badger Chordhawks Spotlight on Kids Choral Union* Stateline Harmony Theatre Unlimited Dance Attitudes Janesville Little Theatre Janesville Art League New New Courte Theatre* Janesville Fife & Drum* Rock County Historical Society* Walking the Dog Theatre*
BJSO Janesville Presents Badger Chordhawks Spotlight on Kids Theatre Unlimited Dance Attitudes 5678 Dance Studio Janesville Little Theatre Janesville Art League New Bower City Theatre Company* Stage One Theatre UAA Annual Awards Janesville School District New Annual Events United Way – Docs who Rock Dancing with Stars
* No longer active as of 5/1/13
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C. Organizational Structure
Janesville Performing Arts Center Organizational Structure
As of May 2013, JPAC has two full time staff and two part time staff.
Executive Committee
Executive Director
Finance Building & Facilities
Governance
Board of Directors
Sales & Marketing Manager
Fundraising & Gala
Technical Director
House Management
Box Office
Resident Group
Marketing & Programming
Board Committees Staff & Volunteers
Operational Committees
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C. Benchmarks The Janesville Performing Arts Center (JPAC) is considered a medium-‐sized historical community theatre, comparatively to nearby facilities. Looking at operating models, budgets and demographics of similar sized theatres, three benchmarking organizations came to mind:
1. Bartell Theatre-‐ Madison, WI-‐ A theatre with a very similar operating model and event calendar to JPAC, with drastic differences in size of space (Where we’ve already been and where we are now)
2. The Schauer Center-‐ Hartford, WI-‐ A restored canning facility, similar in seating capacity, but different operating model. The center also has a flourishing community school of the arts to supplement programming. (Where we could go)
JPAC Janesville, WI Operating model: Resident groups rent the facility, incubator, non-‐presenter, community theatre Budget: $250,000 Staff: 2 full-‐time, 2 part-‐time Square footage: Spaces: 1 historic theatre, 1 gallery Capacity: 637 Events: 125 annually Demographic: Rock County residents ages 40-‐75, busiest in the fall
Bartell Theatre Madison, WI Operating model: Resident groups rent the facility, incubator, non-‐presenter, cooperative Board and funding, community theatre Budget: $185,000. Staff: 1 full-‐time Square footage: 12,442 Spaces: 2 theatres Drury stage: 200 seats Evjue stage: ~98 Events: 250 annually Demographic: Madison residents 40-‐75 and college market
The Schauer Center Hartford, WI Operating model: large-‐scale performing arts center, presenting organization, community school of the arts Budget: $1.6 million Staff: 8 full-‐time, ~10 part-‐time, 15 teachers Square footage: Spaces: 1 theatre, 1 multipurpose performance space, dance studios, art studios, gallery Capacity: 591 in theatre Events: 72 annually Demographic: young parents, patron radius of approximately 45 miles, mixed demographic
After review of benchmarking data, it became clear that JPAC needs to define its purpose and goals for the future. Since JPAC exists mostly as a rental facility for other non-‐profit organizations, a brief summary of comparable rental rates was compiled for nearby performing arts centers. JPAC’s rental rates currently are: $350/day $1000/week $3/adult ticket sold ($2 Facility charge & $1 ticketing charge) $2/student ticket sold ($1 Facility charge & $1 ticketing charge)
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NAME OF FACILITY NAME OF HALL or TYPE OF RATE CAPACITY GENERAL RENTAL
RATES Wisconsin Lutheran College Milwaukee, WI
Schwan Concert Hall 388 Lecture: $400/half day + tech Performance: $800/half day + tech Rehearsal: $60/hr + tech OR $150/3 hr block + tech *Half day=5 hrs
Raabe Theatre 200 Lecture: $250/half day + tech Performance: $500/half day + tech Rehearsal: $50/hr + tech OR $120/3 hr block + tech *Half day=5 hrs
Black Box Studio Theatre 80 $250/half day *Half day=5 hrs
Wolf Rehearsal Hall 100 $50/hr Siebert Atrium or Theatre
Lobby 200 $250/half day (small
reception; 5 table max) $450/half day (large reception/meal)
Reichel Lecture Hall 76 $60/1st hour, $20/addl. hrs.
Classroom F212 12 $25/1st hour; $5/addl. hrs. Classroom F204 18 $25/1st hour; $5/addl. hrs. Classroom F205/206 35 $25/1st hour; $5/addl. hrs. Art Resource Center 24 $40/1st hr; $15/addl. hrs. Practice Room $15/1st hr; $5/addl. hrs. Thrasher Opera House Green Lake, WI
Standard Rates for renting opera house
200 One half day, S-TH: $350 (4 hrs or less) Whole day, S-TH: $550 (4-8 hrs) One half day, F-SA: $500 (4 hrs or less) Whole day, F-SA: $750 (4-8 hrs) Over 8 hrs: $200 per addl. hr.
Rates for Not for Profits and Non-Profits renting opera house
200 One half day, S-TH: $225 (4 hrs or less) Whole day, S-TH: $350 (4-8 hrs) One half day, F-SA: $300 (4 hrs or less) Whole day, F-SA: $450
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(4-8 hrs) Over 8 hrs: $120 per addl. hr.
Moraine Valley Community College Palos Hills, IL
Dorothy Menker Theater 600 Performance: $1,000 per day (8 hr max) Rehearsal: $75 per hr (3 hr min)
John and Angeline Oremus Theater
150 Performance: $500 per day (8 hr max) Rehearsal: $50 per hr (3 hr min)
Recital Hall 90 Performance: $350 per day (8 hr max) Recital: $25 per hr (3 hr min)
Robert F. DeCaprio Art Gallery
N/A $400 per day (8 hr max)
Atrium N/A $75 per hr Myles Reif Performing Arts Center Grand Rapids, MN
Non-Profit Rate (does not include TD)
N/A Standard Rate: M-TH $50/hr; F-SU $60/hr Dance Studio: M-TH $15/hr; F-SU $25/hr
Commercial/Business Rate (requires TD)
N/A Standard Rate: $500 per half day (4 hrs) or $1,000 per full day Dance Studio: M-TH $50/hr; F-SU $60/hr
The Grand Wausau, WI
Grand Theatre—Commercial Rates
1214 (with orchestra pit seating) 1180 (without pit)
$1,400 plus tech @ $19.50 up to eight hours
Grand Theatre—Non-profit rates
1214 (with orchestra pit seating) 1180 (without pit)
$800 plus tech and BO
Great Hall Banquet space
Up to 250 $1500 all inclusive unless custom rental requested
Gallery/loft Around 75 $400 for one or $600 for both, all inclusive
Greenheck Lounge Around 40 $250 all inclusive
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Pump House Regional Arts Center La Crosse, WI
Weekday Collection—Tuesday through Thursday Rental (Includes Kader Gallery, Front Gallery, Dayton Theater, Conference Room)
Kader Gallery—1500 sq. ft. Dayton Theater—140 seat
$1075—12 hrs $540—4 hrs
Weekend Collection—Friday or Saturday Rental (Includes Kader Gallery, Front Gallery, Dayton Theater, Conference Room)
Kader Gallery—1500 sq. ft. Dayton Theater—140 seat
$1275—12 hrs $640—4 hrs
Holiday Collection—Holiday or Sunday Rental (Includes Kader Gallery, Front Gallery, Dayton Theater, Conference Room)
Kader Gallery—1500 sq. ft. Dayton Theater—140 seat
$1475—12 hrs $740—4 hrs
