FY 27- FY29 Strategic Plan - June 22, 2026
THE ENVIRONMENT
At the time of preparing the company’s last Strategic Plan (2023), the full ramifications of the COVID-
19 pandemic were still unfolding for Quintessence Theatre and its peer arts organizations. The
ongoing financial impact, audience fluctuations, and artist departures from the arts and culture fields continue to this day.
With significant efforts from its dedicated team, Quintessence Theatre has maintained its staffing and
full suite of mainstage productions and educational programs since 2021, providing sustainable
employment for 75-100 artists annually. As of 2025, audiences have returned to pre-pandemic levels,
with a notable rise in new attendees, demonstrating a continued appetite for progressive classic
theater at Quintessence.
Mainstage productions that are aligned with the company’s values of inclusion and innovation in
classic theater and literature, like Quintessence’s world premiere theatrical adaptation of James
Baldwin’s Giovanni’s Room (May 2025), have been a catalyst for new audiences.
Quintessence Theatre remains driven to serve Northwest Philadelphia and the Mid-Atlantic Region as
a hub for world-class theatrical experiences. Its epic and progressive classic works for the
contemporary stage attract over 17,000 audience members and hundreds of newcomers annually to
Philadelphia’s creative economy and the field of classic theater. Still, challenges persist.
Today, Philadelphia theater audiences less frequently invest as subscribers and consistent attendees.
Operational costs have risen, and artists are rightfully demanding increased compensation and
resources for their work. At the same time, government and institutional funding has decreased. The
current presidential administration’s attacks on creative freedom and federal funding have resulted in
the loss of two annual federal awards at Quintessence. In addition, state and local funders have
pivoted to supporting smaller organizations with general operating support.
However, opportunities often arise in challenging environments. The closure of Philadelphia's
University of the Arts (June 2024) resulted in the loss of substantial work and health benefits for artists
as teachers or guest artists and necessitated a shift to corporate employment for some. This presents
an opportunity for Quintessence to explore partnerships with area universities to support the field,
including launching a new training program for classical acting and apprenticeship program for
administrative positions in a nonprofit, regional theater.
ABOUT QUINTESSENCE
Established in 2010, Quintessence Theatre became Northwest Philadelphia’s first professional Equity
theater in 2018. Quintessence is committed to exploring the classics through a contemporary lens. We
call this “progressive classics” or “classics forward.” We do not modernize or rewrite the text. Rather,
we allow for our contemporary aesthetics and social values to engage with the play. Under the
leadership of Producing Artistic Director and Founder Alexander Burns and Executive Director Erica
Ezold, who joined the company in 2024, the company has produced 80 classic productions as of April
2026, including 14 repertories, 11 adaptations, and 3 world premieres, while continuing the tradition of
adapting classic literature and poetry to the contemporary stage. Quintessence has also presented 64
staged readings and created a beloved annual tradition of family-friendly classics during the winter holidays.
In 2024-2025, Quintessence celebrated its 15th Anniversary (XV Season) with six remarkable works,
including its world premiere adaptation of James Baldwin's Giovanni's Room, sanctioned by the
Baldwin Estate. Created by Benjamin Sprunger and Paul Oakley Stovall, this trailblazing LGBTQ+ work
drew 4,360 attendees (93% capacity). The world premiere garnered national attention including the
company’s first feature in The New York Times and continued to receive press recognition in end of
year coverage in both Philadelphia and New York. In the same season, Quintessence produced its first
co-production, The Return of Benjamin Lay, with Playhouse Creatures in New York. This marked the
achievement of a major strategic goal from the previous plan.
These epic theatrical events, flexible ticket prices, and multidisciplinary outreach programs attracted
over 17,500 theatergoers in FY25, including hundreds of newcomers to classic theater and over 2,000
K-12 students. This represents an 8% increase in attendance from FY24 (which grew by 31% from
FY23). Quintessence Theatre attracts audiences from across the Mid-Atlantic Region but focuses on
serving Northwest Philadelphia, with 40-50% of annual patrons from the area. This historically diverse
community is essential to the Theatre’s mission, ensuring residents of all ages find its productions
worthwhile and accessible as a classic theater for modern audiences. FY24 numbers indicated that
about 26% self-identify as people of color, including 20% Black attendees. This excludes free tickets,
cash purchases, or school group tickets, many of which go to residents and community groups of
color. Compared to Philadelphia's average of 6% Black/African American attendees at arts events
(TRG Arts–Philadelphia), Quintessence Theatre ranks among the most accessible companies for
diverse audiences in the city.
Quintessence Theatre is a key driver in the economic revitalization of Northwest Philadelphia,
particularly after the COVID-19 pandemic. In FY25, the economic impact of Quintessence and its
audiences on the City of Philadelphia was estimated at $3.05M, supporting 98 FTE jobs—more than
doubling impact since the last Strategic Plan (2023-2026). Local household income spurred by
Quintessence is projected at $2.45M, local government revenue at $130K, and state revenue at $153K
(Americans for the Arts’ Arts & Economic Prosperity IV Calculator). These figures are expected to grow
with upcoming Sedgwick Theater renovations and new programs, expenditures, and hirings at the venue.
THE CAMPAIGN FOR QUINTESSENCE AT THE SEDGWICK
In July 2024, the Board of Directors announced Quintessence Theatre’s $2.3M purchase of its long-
term home and producing venue, the historic Art Deco Sedgwick Theater, a 1928 movie palace
designed by the architect William H. Lee and located in the heart of downtown Mt. Airy, Northwest
Philadelphia.
Now in the early stages of its Campaign for Quintessence at the Sedgwick, an estimated 9-year, $39
million acquisitions and renovations project, Quintessence will rehabilitate and preserve the iconic
building as a world-class arts and culture venue in Northwest Philadelphia. Extensive plans include
exciting renovations like recreating the Theater’s original 1928 lighted Art Deco marquee and bringing
the historic venue up to full ADA Compliance. Taking a phased approach to this renovation project,
Quintessence has raised just over $9 million to date and aims to raise an additional $12 million during
the term of this plan.
MISSION
Quintessence Theatre is dedicated to bringing epic works of classic drama and literature to the
contemporary stage. As Philadelphia's text-based actor-focused repertory theater, Quintessence re-envisions
the classics to inspire our community.
VISION
● Establish Quintessence Theatre as a national destination for progressive classic theater, driving
cultural tourism and contributing to the economic vitality of Philadelphia–especially our Northwest neighborhoods.
● Renovate and activate our home, the historic Art Deco Sedgwick Theater, as a world-class arts and
culture center in and for Northwest Philadelphia.
● Develop and produce progressive classics for contemporary audiences that reflect varied
perspectives in the stories we tell.
● Remove barriers to participation and instill a love of classic theater in modern audiences.
● Maintain strong governance and a sustainable employment model to produce epic, large-format
plays, musicals, and repertory projects.
VALUES
Progressive Classics
Use the power of classic language to explore what is timeless and universal in relation to the current human experience.
Audacity
Challenge audiences, actors, and conventions through thought-provoking and dynamic theater.
Community
Foster collaboration and engagement with culturally diverse communities of actors and audiences.
Integrity
Honor all individual talents and resources by building strong and loyal relationships with artists, staff, patrons, and community partners.
Stewardship
Deploy resources strategically, efficiently, and creatively to build lasting resiliency.
STRATEGIC PRIORITIES
Artistic Excellence
1. Expand Quintessence’s reputation for artistic excellence.
Continue producing large-format plays and progressive classics while enhancing the artist
experience, strengthening internal operations, and building sponsor partnerships to support
this work.
The Sedgwick Theater
2. Establish a multi-year roadmap to restore the historic Art Deco Sedgwick Theater.
Achieve capital campaign fund-raising goals to successfully complete Phases 1A-1C façade
restoration and theater renovations and generate a long-term capital campaign and project
plan for future renovation phases. Develop post-renovation activation plans.
Public Engagement
3. Cultivate increased public engagement, partnerships and community ties.
Expand Quintessence’s reputation as a signature arts center in Northwest Philadelphia
through growth in patron and donor engagement, new partnerships and increased
participation in neighborhood events.
Education
4. Create more vibrant, sustainable education programs for children, youth, and adults.
Establish Quintessence as a central hub for community-based education by developing
programs that more closely align with community needs and interests while increasing
awareness and impact of our programs through fundraising and marketing.
Our People
5. Promote top talent recruitment and retention at the organization.
Improve the Staff and Board experience with a focus on sustainable employment,
recruitment, retention, and succession planning.
Fiscal Stability & Growth
6. Craft and implement a financial plan for greater organizational stability and growth.
Build diverse and reliable income streams through increased cross-department collaboration and financial flexibility.
SUMMARY STRATGIC PRIORITIES & GOALS
Artistic Excellence
Expand Quintessence’s reputation for artistic excellence.
Continue producing large-format plays and progressive classics while enhancing the artist experience,
strengthening internal operations, and building sponsor partnerships to support this work.
1. Cultivate the reputation for attracting top artistic talent through the development and allocation
of resources to enhance the artist experience at Quintessence.
2. Strengthen internal structures to continue to produce mid-and large-sized ensemble plays (6-16
performers) that challenge audiences with their content.
3. Test non-holiday musical theatre and other site-specific productions during off-location
renovation season.
4. Secure sponsor partnerships to support new work development that expands the classical canon.
The Sedgwick Theater
Establish a multi-year roadmap to restore the historic Art Deco Sedgwick Theater.
Achieve capital campaign fund-raising goals to successfully complete Phases 1A-1C façade restoration
and theater renovations and generate a long-term capital campaign and project plan for future
renovation phases. Develop post-renovation activation plans.
1. Complete Phase 1A-1C fundraising, façade restoration and theater renovations.
2. Develop a multi-year capital campaign roadmap for subsequent renovation phases.
3. Create a long-term project plan for completion of remaining renovation phases.
4. Develop post-renovation activations and plan.
Public Engagement
Cultivate increased public engagement, partnerships and community ties.
Expand Quintessence’s reputation as a signature arts center in Northwest Philadelphia through growth
in patron and donor engagement, new partnerships and increased participation in neighborhood events.
1. Grow individual and board giving by 5% to 10% year over year.
2. Increase corporate partnerships with a focus on the Mt. Airy, Germantown and Chestnut Hill
neighborhoods.
3. Grow corporate contributed revenue to $60K by FY29.
4. Develop a multi-year Annual Fund strategy for institutional and other non-individual/non-
corporate donors that supports Quintessence’s mission and growth initiatives.
5. Demonstrate organic box office revenue growth via targeted marketing strategies and dynamic
ticket pricing models.
6. Develop targeted outreach and engagement programs to maintain competitive patron and
subscriber retention levels.
7. Leverage Quintessence’s new brand identity & exterior theater improvements to invigorate public
engagement and drive greater affinity for the Quintessence brand.
Education
Create more vibrant, sustainable education programs for children, youth, and adults.
Establish Quintessence as a central hub for community-based education by developing programs that
align with community needs and interests while increasing awareness and impact of the programs
through fundraising and marketing.
1. Support Group & School Earned Revenue growth.
2. Increase school residency programs from three programs to five programs by FY29.
3. Enhance the quality, reach and sustainability of educational programs by optimizing team
operations and expanding targeted outreach to increase program-generated revenue.
4. Research feasibility of creating a graduate-level classical acting program with a university partner.
Our People
Promote top talent recruitment and retention at the organization.
Improve the Staff and Board experience with a focus on sustainable employment, recruitment, retention,
and succession planning.
1. Complete onboarding and orientation of new Director of Development within first half FY27.
2. Develop a formal organizational structure and headcount resources required to support the three-
year strategic growth plan.
3. Allocate resources to elevate the employee experience at Quintessence.
4. Enhance and diversify the Board of Directors to meet the changing needs of the organization.
Financial Stability & Growth
Craft and implement a financial plan for greater organizational stability and growth.
Build diverse and reliable income streams through increased cross-department collaborations and
financial flexibility.
1. Align Finance, Development, and Renovation teams to create an accurate, predictive, and
comprehensive planning frameworks.
2. Establish annual earned to contributed income targets in support of strategic initiatives.
3. Generate financial modeling to support organic box office revenue growth and increased capacity
post Sedgwick renovation.
4. Practice financial flexibility to meet the needs of an ever-expanding organization.
ARTISTIC EXCELLENCE - STRATEGIC GOALS AND SUB-GOALS
Expand Quintessence’s reputation for artistic excellence.
Continue to produce large-format plays and progressive classics, while improving the artist experience
and internal structures, and securing sponsor partnerships to support these efforts.
To achieve this over the next three years Quintessence will:
1. Cultivate the reputation for attracting top artistic talent through the development and allocation
of resources to enhance the artist experience at Quintessence:
a. Increase Actors Equity Association contracts from ~20 to ~25 per season.
b. Raise the minimum Equity contracted salary to $1000 per week.
c. Build an understudy support system to foster healthier acting and backstage
environments.
d. Standardize the policies for non-union artists (pay, housing, meals, travel, etc..)
e. Establish a local resource network (for mental health, physical care, etc.) to support artist
needs.
f. Host annual gatherings of frequent collaborators to recognize the accomplishments of the
year and share upcoming plans for Quintessence.
2. Strengthen internal structures to continue to produce mid-and large-sized ensemble plays (6-16 performers) that challenge audiences with their content:
a. Recommit to producing in a repertory model - two or more plays rehearsed and
performed in rotation with the same ensemble of actors.
b. Establish a physical costume shop with a full-time manager and in-house wardrobe
department.
c. Explore purchase or donation of a company car for staff and out of town artist use.
3. Test non-holiday musical theatre and other site-specific productions during off-location
renovation season:
a. Generate short list of off-site locations for renovation season(s). Initiate feasibility
discussions.
b. Test the addition of musical theater productions outside the traditional holiday season
(summer and off-site).
c. Develop a series of site-specific productions during Sedgwick Theater off-location
renovation season(s).
d. Use new patron segmentation framework to measure new off-site/off-season show
attendees and revenue per seat metrics vs. standard QTG attendee.
e. Create a targeted post show marketing outreach to track off-site/off-season new
attendee behavior and maximize retention – i.e., attends second show in same season,
attends second show in next season, etc.
4. Secure sponsor partnerships that support new work development that expands the classical canon:
a. Carve out time in the production calendar for developmental workshops focused on:
i. Progressive classics
ii. Adaptations of classic literature
iii. New translations of foreign classics
b. Reactivate a reading series to introduce audiences to lesser-known classics and test
potential future productions.
c. Seek co-producing partners for developing new work. Co-produce at least one new work
during the three-year timeframe.
d. Seek new playwright commissions, adaptations, and translations of classic literature.
THE SEDGWICK THEATER - STRATEGIC GOALS AND SUB-GOALS
Establish a multi-year roadmap to restore the historic Art Deco Sedgwick Theater
Achieve capital campaign fund-raising goals to successfully complete Phases 1A-1C façade restoration
and theater renovations and generate a long-term capital campaign and project plan for future
renovation phases. Develop post-renovation activation plans.
To achieve this over the next three years Quintessence will:
1. Complete Phase 1A-1C fundraising, façade restoration and theater renovations:
a. Secure remaining $500,000 funding for Phases 1A and 1B.
b. Finish Phases 1A and 1B: installation of the new marquee, façade restoration, an
additional means of egress, and a three-phase power electrical system.
c. Secure $10,500.000 funding for Phase 1C from institutional, government, and
individual sources.
d. Complete Phase 1C critical infrastructure upgrades: new HVAC system, fire/sprinkler
system, construction of the demising wall, basement excavation, and new dressing rooms.
2. Develop a multi-year capital campaign roadmap for subsequent renovation phases:
a. Develop a long-term fundraising campaign, with milestones that will exceed the term
of this strategy plan, to raise ~$20,000,000 funding for remaining renovation phases
and debt repayment.
b. Collaborate with Marketing and Public Relations teams for effective capital campaign
messaging and fundraising.
c. Finalize the case for support and compelling visual collateral to support long-term
campaign requirements.
3. Create a long-term project plan for completion of remaining renovation phases:
a. Approve the remaining, completed designs and plans for future construction phases.
b. Develop a long term patron parking solution.
4. Develop post-renovation activations and plans:
a. Create a working framework for use of the renovated spaces, balancing programming,
partnerships, and revenue opportunities from external sources.
b. Develop short-term rental offerings and packages for The Grand Lobby and Theater
spaces.
c. Set annual revenue goals for short-term rentals during non-peak Quintessence
programming periods.
d. Activate additional tenant spaces for rental through community partnerships to
maximize income potential.
PUBLIC ENGAGEMENT - STRATEGIC GOALS AND SUB-GOALS
Cultivate increased public engagement, partnerships and community ties.
Expand Quintessence’s reputation as a signature arts center in Northwest Philadelphia through growth
in patron and donor engagement, new partnerships and increased participation in neighborhood events.
To achieve this over the next three years Quintessence will:
1. Grow individual and board giving by 5% to 10% year over year:
a. Establish formal EITC outreach campaign targeted towards individual giving.
b. Track outreach and conversion rates (using MailChimp platform).
c. Increase board member attendance at donor and subscriber events
2. Increase corporate partnerships with a focus on the Mt. Airy, Germantown and Chestnut Hill
neighborhoods:
a. Cultivate and deepen partnerships with CDC and local businesses.
b. Participate in community events (i.e. Supper Sessions), marketing and tabling.
c. Build an annual calendar of community events to track participation and cross-promotion.
d. Grow traditional advertising revenue 20% YOY.
e. Build relationships and advertising trades with peer institutions.
f. Increase board participation at community & corporate events.
3. Grow corporate contributed revenue to $60K by FY29:
a. Identify potential partners whose work aligns with themes explored in QTG
productions offering tabling and discounted ads and tickets.
b. Establish EITC campaign specifically targeting corporate giving.
4. Develop a multi-year Annual Fund strategy for institutional and other non-individual/non-
corporate donors that supports Quintessence’s mission and growth initiatives:
a. Develop a targeted fundraising strategy for each funding base.
i. Foundations
ii. In-Kind
iii. Government
iv. Special Events
b. Collaborate with the Artistic Director to identify foundations and other institutional
donors in alignment with QTG’s artistic mission willing to sponsor programming efforts.
5. Demonstrate organic box office revenue growth via targeted marketing strategies and dynamic
ticket pricing models:
a. Evaluate patron management platform capabilities to expand patron segmentation
and profiling across new, repeat and subscriber categories and sub-categories.
b. Test dynamic ticket pricing across patron subcategories to drive early show word-of-
mouth marketing.
c. Utilize targeted digital marketing campaigns informed by new patron segmentation
data to drive increased capacity fill and maximize net ticket revenue growth.
d. Develop compelling and accessible pre- and post-show programming in alignment
with the communities QTG serves (i.e., Under 40 professionals, BIPOC, LGBTQA+).
e. Align audience demographics with the Northwest Philadelphia community served.
Expand audience accessibility through discounts and rush tickets.
f. In collaboration with the Education team provide enhanced student matinee outreach
capabilities to drive incremental revenue growth.
6. Develop targeted outreach and engagement programs to maintain competitive patron and
subscriber retention levels:
a. Track retention rates across newly established patron segmentation framework.
b. Host opportunities for repeat ticket buyers, subscribers and volunteers to connect
with the creative process through Q&As, tours, and event engagement.
c. Host new subscriber appreciation events and mixers with theatergoers, staff, and
artists.
d. Test impact of limited access events (i.e. Bar Lizette pre-parties with snacks and
cocktails) to drive repeat single ticket buyers to become subscribers.
e. Test programs to offer first year subscribers an incentive or special offer to drive
second year subscriber retention.
f. Conduct annual surveys segmented across newly developed patron sub-categories.
g. Contact cross-section of detractors with a personal call or coffee meeting to discuss
feedback and opportunities for improvement.
7. Leverage Quintessence’s new brand identity & exterior theater improvements to invigorate
public engagement and drive greater affinity for the Quintessence brand:
a. Use new branding to reinvigorate Merchandise Sales through a compelling assortment
and new fulfilment partner.
b. Evaluate new co-branded concession offerings to improve earned revenue potential.
c. Create an advertising & sponsorship strategy that leverages the new marquee real
estate.
d. Record, post and share events digitally to grow QTG social media presence.
EDUCATION - STRATEGIC GOALS AND SUB-GOALS
Create more vibrant, sustainable education programs for youth and adults.
Establish Quintessence as a central hub for community-based education by developing programs that
align with community needs and interests while increasing awareness and impact of the programs
through fundraising and marketing.
To achieve this over the next three years Quintessence will:
1. Support Group & School Earned Revenue growth:
a. Identify schools and community groups with potential to deliver new audiences.
b. Track outreach levels and success rates.
c. Explore opportunities to leverage shared advertising and ticket discounts.
d. Strengthen and expand dramaturgical efforts for each production for school partners
(i.e. study guides, program notes, recommended reading). Partner with Marketing to
leverage these for patron engagement efforts.
e. Become consistent collaborators with our teacher partners to support their curriculum
in classic texts, specifically Shakespeare.
f. Increase offerings around student matinee workshops such as Shakespeare workshops for teachers and Quintessence actors in the classroom.
g. Build a dedicated donor community to support youth theater going experiences for under resourced schools in Northwest Philadelphia at low-cost or free of charge.
h. Offer donor cross-promotional opportunities
2. Increase school residency programs from three programs to five programs by FY29:
a. Identify new residency grant source(s) in FY28 (target 4 residencies) and FY29 (target 5 residencies).
b. Identify new and under-resourced schools for residency programs
3. Enhance the quality, reach and sustainability of educational programs by optimizing team
operations and expanding targeted outreach to increase program-generated revenue:
a. Explore feasibility of an Education specific CRM platform to measure outreach efforts
and conversion rates.
b. Transition education outreach to platforms like Mailchimp to improve communication
effectiveness and analytics.
c. Align program schedules with community needs (i.e. school year calendar, other
summer camp and after school programs, etc.).
d. Evaluate pricing strategies to ensure accessibility and financial sustainability.
e. Collaborate with teacher partners to support their curriculum for Shakespeare and
classics forward programs.
f. Enhance on-site educational experiences at the Sedgwick, utilizing the Grand Lobby
for programming and culminating student performances.
g. Build a dedicated donor community to support arts educational programs at low-cost
or free of charge for under resourced participants.
h. Allocate educational scholarship funds (youth and adult) from targeted individual &
corporate EITC outreach program.
i. Grow education-focused social media efforts aligned with Quintessence’s brand
identity, targeting prospective students and families.
j. Conduct biannual benchmarking to identify best practices and assess the competitive landscape.
4. Research feasibility of creating a graduate-level classical acting program with a university partner:
a. Identify potential university partners.
b. Explore adjunct instructor opportunities at local universities.
c. Present feasibility study by FY29.
OUR PEOPLE – STRATEGIC GOALS AND SUB-GOALS
Promote top talent recruitment and retention at the organization.
Improve the Staff and Board experience with a focus on sustainable employment, recruitment, retention
and succession planning.
To achieve this over the next three years Quintessence will:
1. Complete onboarding and orientation of new Director of Development within first half FY27:
a. Identify additional support staff and resource requirements.
2. Develop a formal organizational structure and headcount resources required to support the
three-year strategic growth plan:
a. Curate clear job descriptions, validate compensation packages, and establish hiring
timelines for new and/or updated positions to support growth strategies.
b. Establish short-term contingency and long-term succession plans for leadership roles.
c. Maintain a ‘short list’ of local/national candidates for key leadership roles.
d. Create a structured, competitive paid apprenticeship program with one or more local
theater arts institutions or universities.
3. Allocate resources to elevate the employee experience at Quintessence:
a. Create a 3-year plan to offer a more competitive employee benefits package and
improve HR systems.
b. Evaluate adding employee retirement program (403B) and other benefits like life, long
term and short term disability packages.
c. Evaluate increasing QTG contribution percentages to employee health benefit
programs
d. Review employee manual annually. Evaluate performance and goal setting processes
annually.
e. Implement employee engagement surveys.
4. Grow and diversify the Board of Directors to meet the changing needs of the organization:
a. Create an anticipatory Board succession plan.
b. Conduct annual Board skills assessments to identify gaps and redundancies in support
of growth and renovation plans.
c. Codify Board structure post renovation.
d. Improve onboarding and informal Board engagement/interaction opportunities.
e. Expand Board education in theater arts and industry trends.
FINANCIAL STABILITY & GROWTH – STRATEGIC GOALS AND SUB-GOALS
Craft and implement a financial plan for greater organizational stability and growth.
Build diverse and reliable income streams through increased cross-department collaboration and
financial flexibility.
To achieve this over the next three years Quintessence will:
1. Align Finance, Development, and Renovation teams to create an accurate, predictive, and
comprehensive planning framework:
a. Create responsive annual budgets with regular performance reviews and
reforecasting.
b. Improve efficiencies with payroll, accounts payable, building operations, and
insurance to reduce costs where feasible.
c. Develop accurate financial reporting mechanisms that are transparent and
understandable to internal and external constituents.
2. Establish annual earned to contributed income targets in support of strategic initiatives:
a. Provide oversight and quarterly reporting on earned and contributed income goals
and mix trends.
b. Support cross-functional efforts to achieve earned and contributed income goals.
3. Generate financial modeling to support organic box office revenue growth and increased
capacity post Sedgwick renovation:
a. Provide guidance for marketing efforts to grow audience reach and retention.
b. Provide oversight and quarterly reporting on metrics such as capacity fills rates,
average ticket price and operating expenses.
4. Practice financial flexibility to meet the needs of an ever-expanding organization:
a. Create operating and maintenance reserves to support pre, during, and post
renovation activities and strategic goals.
b. Employ mechanisms such as a new 90-day cash reserve and a line of credit to meet
unanticipated administrative expenses.
c. Pay down line of credit at the end of each fiscal year.
