Backstage & Restricted Access
Only approved production staff, performers, and volunteers listed on the Client’s submitted roster
may
access
backstage
or
technical
areas.
All guests must remain in designated audience areas unless specifically authorized by the House Manager
or
Technical
Director.
Liability
Clients assume full liability for damages, injuries, or violations of safety policies that occur as a result
of
negligence,
failure
to
provide
required
security,
or
disregard
for
Theatre
safety
regulations.
F. Box Office & Ticketing
Exclusive Ticketing Agent
The Downtown Theatre Box Office is the sole and exclusive ticketing agent for all public events held
at
the
Theatre.
All ticket sales—whether online, by phone, or in person—must be processed through the Theatre’s
approved
ticketing
system.
No third-party ticketing platforms may be used without prior written authorization from the Theatre
Operator.
Service Fees
Standard service charges will apply to all ticket sales, both online and at the Box Office.
Fees are set annually and published in the Theatre’s Schedule of Fees (Exhibit A).
Service fees are non-refundable under all circumstances.
Complimentary Tickets
All complimentary tickets must be coordinated in advance with the Box Office Manager and approved
by
the
Client’s
designated
production
contact.
The maximum number of complimentary tickets permitted is generally 5% of total house capacity,
unless
otherwise
agreed
upon
in
writing.
Complimentary tickets must be distributed through the Box Office to ensure proper accounting and
compliance
with
fire
code
and
capacity
regulations.
9
Discount Brokers & Third-Party Sales
Tickets may not be listed or sold through discount brokers (e.g., Goldstar, TodayTix) or other third-party
outlets
without
the
written
consent
of
the
Theatre
Operator.
If approved, additional per-ticket handling fees will apply, and the Client will remain responsible for
all
commissions
or
costs
associated
with
such
sales.
Refunds & Exchanges
As a general policy, no refunds or exchanges will be granted once tickets are purchased.
Limited exchanges may be permitted in certain cases (e.g., series subscribers, multiple-performance
runs)
at
the
discretion
of
the
Box
Office
Manager.
Exchange
fees
may
apply.
Refunds will only be issued in extraordinary circumstances (e.g., cancellation of a performance, public
safety
emergency)
and
only
with
written
approval
of
the
Theatre
Operator.
Ticketing Timeline & Promotion
Tickets should be placed on sale no later than 60 days prior to the first scheduled performance.
The Theatre Operator reserves the right to delay on-sale dates if contracts, deposits, or required materials
are
incomplete.
All promotional materials must list the performance venue as the Downtown Theatre and must include
the
approved
ticketing
phone
number
and
website.
Held & House Seats
The Theatre reserves the right to hold a small number of House Seats for operational needs, press,
and
VIP
use.
Any unused House Seats will be released for public sale no later than 30 minutes prior to curtain.
Box Office Hours & Staffing
Standard Box Office hours will be posted publicly and may vary based on event schedules.
On performance days, the Box Office will remain open until at least 30 minutes after curtain to accommodate
late-arriving
patrons.
10
G. Audience Services & Concessions
Concessions Management
All food and beverage concessions within the Downtown Theatre are operated exclusively by the Theatre
Operator
or
its
contracted
vendor.
Clients are not permitted to sell or distribute outside food or beverages in the Theatre, lobby, or adjacent
public
spaces
unless
prior
written
approval
is
obtained.
Requests for outside food sales (e.g., cultural festivals, fundraisers) must be submitted in writing at
least
30 days
prior
to
the
event
and
may
be
subject
to
additional
fees,
staffing,
and
insurance
requirements.
Alcoholic Beverage Service
All alcoholic beverage service is subject to compliance with California Department of Alcoholic Beverage
Control
(ABC)
regulations.
The Client must secure all required permits and provide proof of additional liquor liability insurance
naming
the
City
of
Fairfield
and
Rodgers
Creative
Enterprises
as
Additional
Insured.
Alcoholic beverages will be limited to beer, wine, and champagne, unless otherwise approved in writing.
Alcohol is strictly prohibited at youth-oriented events or events primarily attended by minors.
At the discretion of the Theatre Operator, security staff may be required at the Client’s expense for
events
involving
alcohol.
Lobby Displays, Vendors, and Merchandising
Clients wishing to set up displays, merchandise tables, or vendor booths in the lobby or mezzanine
must
receive
written
approval
from
the
Theatre
Operator
at
least
two
(2)
weeks
in
advance
of
the
event.
All displays must be freestanding and may not be affixed to walls, windows, doors, or other permanent
structures.
The Theatre reserves the right to charge a commission fee on retail sales, as outlined in Exhibit A.
Vendors must comply with all applicable fire, health, and safety codes. 11
Beverage Service Limitations
Beverage service may not be offered at the following types of events unless approved in advance:
● Weekday matinee performances beginning prior to 4:00 p.m. ● School-sponsored events where the majority of attendees are expected to be families
with
young
children.
● Performances where advance ticket sales indicate attendance below 20% of total seating
capacity.
The Theatre Operator reserves the right to determine whether beverage service is appropriate based
on
the
event
type,
audience
composition,
and
public
safety
considerations.
Hospitality Services
Clients may request hospitality packages (e.g., receptions, VIP gatherings, cast parties) catered through
approved
vendors.
Hospitality events must be arranged no later than three (3) weeks prior to the scheduled event.
All hospitality services are subject to additional rental time, custodial fees, and insurance requirements.
H. Promotions & Marketing
Venue Identification
All printed, digital, and broadcast materials promoting events at the Downtown Theatre must clearly
list
the
venue
as:
“Downtown
Theatre,
Fairfield,
CA.”
To avoid audience confusion, references to alternate or former venue names are not permitted.
Use of Logos & Branding
The official Downtown Theatre logo and any affiliated City of Fairfield or Rodgers Creative Enterprises
branding
may
only
be
used
with
written
approval
from
the
Theatre
Operator.
Logos must be reproduced accurately and may not be altered in size, color, or design.
Unauthorized
use
may
result
in
additional
fees
or
cancellation
of
the
rental
contract.
Printed Materials (Posters, Flyers, Brochures)
Posters, flyers, and brochures may be displayed within Theatre lobbies and designated display areas
as
space
permits.
12
The Client is responsible for supplying materials in appropriate quantities and sizes (standard poster
size:
11”
x
17”
maximum).
Placement of posters and handbills outside the Theatre requires separate approval from the City of
Fairfield
and
may
be
subject
to
local
ordinances.
Digital & Marquee Promotion
Events may be featured on the Theatre’s electronic marquee, lobby monitors, and other digital signage,
subject
to
space,
scheduling,
and
the
discretion
of
the
Theatre
Operator.
Standard listings typically include event title, date, and curtain time. Additional sponsor or promotional
messages
may
be
restricted.
Optional Marketing Support Packages
Clients may purchase add-on marketing support through the Theatre, including but not limited to:
● Social media promotion (Facebook, Instagram, etc.) ● Inclusion in Theatre e-newsletters to subscribers ● Lobby display case or digital slide inclusion ● Press release coordination with Visit Fairfield and local media outlets Fees and options are outlined in Exhibit A: Schedule of Fees.
Publicity Timeline & Proofing
Clients are strongly encouraged to launch ticket sales and begin publicity at least 8–10 weeks prior
to
the
performance
date.
All marketing materials (printed or digital) that reference the Theatre must be submitted for proofreading
and
approval
prior
to
public
distribution
to
ensure
accuracy
of
event
details
and
compliance
with
venue
standards.
Mailers & Direct Marketing
At the Client’s discretion, approved promotional inserts may be included in outgoing Theatre ticket
mailings
(if
applicable),
subject
to
advance
coordination
and
operator
approval.
The Theatre does not release patron mailing lists due to privacy and confidentiality requirements but
may
facilitate
distribution
through
approved
third-party
mailing
services
under
confidentiality
agreements.
13
I. Decorations & Displays
Approval & Compliance
All decorations, displays, and thematic elements must be approved in advance by the Rental Manager.
Materials used for decorations (including fabrics, drapery, and props) must be certified flame-retardant
and
in
compliance
with
California
fire
and
safety
codes.
Clients
may
be
required
to
submit
certificates
of
flame-retardancy
for
certain
materials.
Prohibited Items
The following items are strictly prohibited in the Theatre, lobby, dressing rooms, or backstage areas:
● Nails, screws, staples, or fasteners that damage walls, ceilings, floors, doors, or furniture.
● Adhesive substances (including duct tape or packing tape). Only painter’s tape or gaffer’s
tape
may
be
used,
and
only
with
prior
approval.
● Confetti, glitter, sequins, rice, birdseed, sand, hay bales, powder substances, or any
material
that
creates
excessive
cleanup
or
poses
a
safety
hazard.
● Open flames (candles, oil lamps, etc.) except with written approval and compliance
with
fire
marshal
requirements.
● Smoke machines, foggers, dry ice, pyrotechnics, or similar effects unless separately
approved
under
the
Technical
Rider
and
permitted
by
the
Fire
Marshal.
Installation & Removal
All decorations must be freestanding or displayed using approved supports. Decorations may not be
attached
to
light
fixtures,
exit
signs,
sprinkler
heads,
or
acoustical
wall/ceiling
tiles.
Any decorations or displays must be installed during the contracted rental period and removed immediately
following
the
event.
Additional
charges
will
apply
if
removal
delays
the
next
scheduled
use
of
the
facility.
If decorations cause damage to the facility or require excessive cleaning, costs will be deducted from
the
Client’s
security
deposit.
Facility Equipment & Alterations
Under no circumstances may Clients move or alter permanent facility equipment (seating, pianos,
lighting
instruments,
rigging,
curtains,
etc.)
without
prior
staff
approval.
14
Rearrangement of portable furniture (tables, chairs, easels) must be coordinated with Theatre staff.
All
equipment
must
be
restored
to
its
original
location
following
the
event.
Lobby Displays & Vendors
Lobby displays, signage, or vendor tables require written approval from the Rental Manager at least
two
(2)
weeks
prior
to
the
event.
All display items must be professional in appearance, comply with safety codes, and be contained
within
designated
areas
to
avoid
blocking
entrances,
exits,
or
patron
flow.
J. Technical Labor & Event Production
Approved Technicians
To protect the integrity of the Downtown Theatre’s professional equipment and ensure safety standards,
only
approved
Theatre
technicians
may
operate
the
in-house
audio,
visual,
and
lighting
(AVL)
systems.
Clients may request that their own technicians or operators participate; however, they must first be
evaluated
and
certified
by
the
Theatre’s
Technical
Director.
Proof
of
workers’
compensation
insurance
may
be
required
for
outside
operators.
Pre-Production Meetings
All Clients must schedule a pre-production meeting with the Technical Director and/or Rental Manager
at
least
four
(4)
weeks
prior
to
load-in.
This meeting will review:
● Scenic, lighting, and sound designs. ● Line-set schedules, rigging needs, and orchestra/stage plots. ● Power requirements and safety considerations. ● Load-in/load-out timelines and staffing requirements.
Additional pre-production meetings may be scheduled at the Client’s expense if designs or plans change
after
initial
review.
Safety Inspections
All scenic units, props, electrical equipment, and special effects brought into the Theatre are subject
to
a
safety
inspection
by
the
Technical
Director
(or
designee).
The Theatre reserves the right to prohibit use of any items deemed unsafe or non-compliant with fire,
OSHA,
or
ADA
codes.
Unsafe
equipment
must
either
be
corrected
before
use
or
removed
from
the
premises.
15
Stage Floor Use & Restrictions
Clients are prohibited from drilling, nailing, stapling, or painting the permanent stage floors.
Approved temporary surfaces, such as Marley floors, Masonite, or floor cloths, may be installed with
the
prior
approval
of
the
Technical
Director.
All
temporary
flooring
must
be
removed
at
the
end
of
the
rental
period,
and
the
stage
must
be
restored
to
its
original
condition.
Any damage caused by unapproved use will result in charges against the Client’s security/damage
deposit.
Rigging & Draperies
All rigging of scenery, signage, truss, chain motors, and flown elements must be pre-approved by the
Technical
Director
a
minimum
of
four
(4)
weeks
in
advance.
Only authorized Theatre personnel may hang, move, or alter the Theatre’s soft goods (curtains, scrim,
cyc,
drapes).
At
no
time
may
draperies
be
altered,
pinned,
taped,
or
cut.
Any turnover required to reset draperies for subsequent users will result in additional labor charges
to
the
Client.
Backstage Operations
Clients must provide their own qualified Stage Manager for all rehearsals and performances. If the
Client
cannot
provide
one,
the
Theatre
will
supply
a
Stage
Manager
at
the
Client’s
expense.
Backstage access is restricted to credentialed crew and performers. A security list must be submitted
to
the
Rental
Manager
no
later
than
ten
(10)
days
prior
to
the
event.
Special Effects & Prohibited Practices
Smoke, fog, haze machines, dry ice, strobe lights and pyrotechnics require written approval from the
Technical
Director
and
clearance
by
the
Fire
Marshal.
Any effect deemed unsafe or likely to trigger fire alarms will be prohibited.
Use of open flame on stage is not permitted unless specifically approved in writing by both the Theatre
Operator
and
Fire
Marshal.
16
K. Facility & Equipment Use
Facility Alterations
No alterations to the physical structure, systems, or permanent fixtures of the Downtown Theatre are
permitted
without
prior
written
approval
from
the
Theatre
Operator.
This includes, but is not limited to: drilling, painting, attaching items to walls or ceilings, or modifying
electrical/rigging
systems.
Any unauthorized alterations or damage will result in charges deducted from the Client’s security/damage
deposit,
and
may
include
additional
repair
costs.
Use of Theatre Equipment
Clients may use Theatre-owned equipment (lighting instruments, microphones, projectors, risers, music
stands,
etc.)
as
outlined
in
their
contract
and
subject
to
availability.
Equipment requests must be submitted in the Technical Rider at least four (4) weeks before the event
to
ensure
proper
staffing
and
setup.
The Theatre Operator reserves the right to substitute comparable equipment or restrict use if safety
or
scheduling
requires.
Storage Limitations
Storage space within the Theatre is extremely limited and available only for the duration of the contracted
rental
period
(“run-of-show”).
Any items left in the building outside the contracted time without prior arrangement will be considered
abandoned
and
may
be
removed
or
disposed
of
at
the
Client’s
expense.
The Theatre assumes no responsibility for the loss, theft, or damage of Client property stored on-site.
Responsibility for Tools & Materials
Renters are responsible for supplying their own tools, hardware, fasteners, tape, paint, and other consumables
necessary
for
production.
The Theatre does not provide expendable materials such as gaffer’s tape, batteries, gels, glow tape,
or
personal
protective
equipment.
All such materials brought into the Theatre must comply with fire and safety regulations (e.g., flame-retardant
scenic
materials).
17
Return of Premises
The facility, including stage, backstage, dressing rooms, green room, and lobby, must be returned to
its
original
condition
at
the
conclusion
of
the
rental.
Any excessive cleaning, trash removal, or damage repair required by Theatre staff will be billed to
the
Client
at
the
current
maintenance
rate.
Final settlement will not be issued until inspections are complete and the facility is confirmed to be
in
acceptable
condition.
Backstage Access & Crew
Backstage access is limited to individuals on the approved security list, submitted 10 days prior.
The
Theatre
reserves
the
right
to
remove
unsafe
or
untrained
crew
members.
L. Merchandise & Catering
Merchandise Sales
The Downtown Theatre retains a 25% commission on all merchandise sales conducted on-site, including
but
not
limited
to
CDs,
books,
t-shirts,
posters,
and
programs.
All sales must be pre-approved by the Theatre Operator and coordinated in advance to ensure proper
staffing,
point-of-sale
setup,
and
compliance
with
Theatre
policies.
Merchandise vendors must provide their own staffing unless otherwise arranged, and sales activity
is
restricted
to
designated
lobby
or
concourse
areas.
Catering Services
Only approved caterers who meet all local, state, and federal health and safety requirements may be
used
for
catered
events
within
the
Theatre.
A list of approved caterers will be provided by the Theatre; clients wishing to use an alternative caterer
must
submit
documentation
of
licenses,
insurance,
and
health
certifications
at
least
30 days
prior
to
the
event
for
consideration.
Caterers are responsible for all service equipment, linens, staffing, and clean-up of catering areas.
Deliveries must occur within the contracted rental period unless special arrangements are made with
the
Rental
Manager.
18
Alcoholic Beverage Service
The sale or service of alcohol is permitted only with the appropriate ABC (Alcoholic Beverage Control)
permits,
additional
liquor
liability
insurance,
and
prior
written
approval
of
the
Theatre
Operator.
Security personnel, at the client’s expense, may be required for any event where alcohol is served.
Security
personnel
contracting
is
handled
by
RCE,
Alcohol may not be served at youth-oriented events or school matinees.
Post-Event Clean-Up
All catering materials, food, beverages, utensils, supplies, and trash must be removed immediately
after
the
event
and
no
later
than
the
end
of
the
contracted
rental
period.
Any excess cleaning or waste removal required by Theatre staff due to client or caterer negligence
will
be
billed
to
the
client
at
the
current
maintenance
rate.
Caterers and clients are expected to return the space to its original condition to avoid additional charges
or
forfeiture
of
deposits.
M. General Rules & Regulations
Prohibited Activities
Smoking, vaping, the use of e-cigarettes, or any open flames are strictly prohibited anywhere within
the
Theatre
or
on
Theatre
property.
This
includes
backstage,
dressing
rooms,
loading
docks,
and
public
areas.
Gambling, raffles, or games of chance are not permitted on the premises without express written authorization
from
the
City
of
Fairfield
and
the
Theatre
Operator.
Illegal activities of any kind, including possession or use of controlled substances, are strictly forbidden.
Animals
Only service animals, as defined by the Americans with Disabilities Act (ADA), are permitted inside
the
Theatre.
Animals used in performances or events may be allowed with prior written approval from the Theatre
Operator.
In
such
cases,
the
client
must
provide
evidence
of
current
vaccinations,
handler
supervision,
and
compliance
with
applicable
health
and
safety
laws.
19
Lost & Found
Items left behind by patrons or clients will be collected and stored in the Theatre’s Lost & Found for
thirty
(30)
days.
Unclaimed items of significant value may be turned over to the Fairfield Police Department.
The Theatre is not responsible for lost, stolen, or damaged property belonging to clients, patrons, performers,
or
vendors.
Audience & Safety Protocols
Audience members must comply with all posted house rules and staff instructions.
Running, roughhousing, or disruptive behavior inside the Theatre is not permitted.
At no time may the number of people admitted exceed the official seating or occupancy capacity as
established
by
fire
and
safety
codes.
N. Special Effects & Pyrotechnics
Approval Requirements
The use of smoke machines, haze, pyrotechnics, flame effects, strobe lights or other atmospheric effects
is
strictly
regulated.
Written
approval
from
the
City
of
Fairfield
Fire
Marshal
and
the
Theatre’s
Technical
Director
is
required
before
any
such
effects
may
be
used.
Clients must submit detailed effect plans—including material specifications, safety protocols, and
operator
credentials—at
least
30 days
in
advance
of
the
event.
Restricted Effects
Dry ice, laser lighting effects, and flame effects (candles, torches, fire props, etc.) will be reviewed
on
a
case-by-case
basis
to
ensure
safety
and
compliance
with
fire
codes.
Effects deemed hazardous, excessive, or disruptive to other building systems (such as fire alarms or
HVAC)
may
be
denied.
20
Operator Responsibility
All special effects must be operated by a qualified technician approved by the Theatre Operator.
Clients are responsible for any costs associated with additional fire watches, inspections, or permits
required
by
the
Fire
Marshal.
Unauthorized Use
The unauthorized use of smoke, haze, pyrotechnics, or flame effects is strictly prohibited.
Any violation may result in the immediate shutdown of the event, forfeiture of rental deposits, and
potential
liability
for
damages
or
penalties
incurred.
Safety & Audience Communication
If effects are approved, the client must notify audiences in advance (program notes, lobby signage,
or
pre-show
announcements)
that
smoke,
haze,
or
pyrotechnics
will
be
used.
This ensures patron comfort and provides accessibility accommodations for individuals with respiratory
sensitivities.
21
Rental Rate Info Sheet- (Exhibit A)
Theatre’s
Schedule
of
Fees
Downtown Theatre, Seating Capacity: 360
Description Rate
For Profit Non-Profit 20% Discount
Resident Company 25% off after 1st booking
Monday-Thursday Base Rent $1250/day $1000/day $937.50/day Friday-Sunday Base Rent $1600/day $1280/day $1200/day % of Gross 18% 16% 15%
Overtime Hours $255/hour $204/hour $191.25/hour
Rehearsal Hours $75/hour $60/hour $56.25/hour
Technicians $35/hour $35/hour $35/hour
House Manager $32/hour $32/hour $32/hour
Box Office Staff $32/hour $32/hour $32/hour
Box Office Set Up Fee $250 $250 $250
Ticket Stock TBD TBD TBD
Rehearsal Attendant $28/hour $28/hour $28/hour
Janitorial Fee $150/day $150/day $150/day
Rehearsal Studio $60/hour $48/hour $45/hour
Content Studio $75/hour $60/hour $56.25/hour
Outdoor Plaza TBD TBD TBD
Equipment Rental TBD TBD TBD
Equipment Rental TBD TBD TBD
Equipment Rental TBD TBD TBD
Marquee Promotion $40/week $40/week Included
Use & Cleaning Deposit $800 $750 $700
Theatre Preservation Fee $3.00 per ticket $3.00 per ticket $3.00 per ticket 22
23
Rodgers Creative
Enterprises
BUSINESS PLAN Downtown Theatre Fairfield, CA
1
Rodgers Creative Enterprises ................................................................................................................... 1 I. Executive Summary ............................................................................................................................ 3 II. Company Overview ........................................................................................................................... 4 A. Rodgers Creative Enterprises (RCE) Core Divisions ................................................................. 4 B. Integrated Impact ......................................................................................................................... 4 C. Competitive Advantages ............................................................................................................. 5 III. Market Analysis ............................................................................................................................... 7 A. Industry Outlook ......................................................................................................................... 7 B. Target Markets ............................................................................................................................. 7 C. Competitive Landscape ............................................................................................................... 9 D. Regional Venue Landscape ....................................................................................................... 10 E. Competitive Comparison Survey Matrix ................................................................................... 12 F. Availability & Seasonality ......................................................................................................... 15 G. Target Rental Clients ................................................................................................................. 16 H. Trends in Event Rentals ............................................................................................................ 17 IV. Business Strategy ........................................................................................................................................ 19 A. Venue Standards of Operation ................................................................................................... 19 Utilization of Space ........................................................................................................................ 20 Venue Referral Network (VRN) .................................................................................................... 21 Booking & Programming Mix (Year One) .................................................................................... 22 Ticketing Systems .......................................................................................................................... 22 Food & Beverage Model ................................................................................................................ 22 Execution of Venue Management Plan .......................................................................................... 24 V. Marketing & Promotion .................................................................................................................. 28 A. Marketing Channels .................................................................................................................. 28 B. Social Media Strategy ............................................................................................................... 29 VI. Operations & Management Team .................................................................................................. 30 Leadership Team (Key Personnel) ................................................................................................. 30 Staffing Model ............................................................................................................................... 30 On-Site Presence at the Venue ....................................................................................................... 31 VII. Financial Plan ............................................................................................................................... 32 5-Year Summary ............................................................................................................................ 32 VIII. Capital Improvements ................................................................................................................. 36 Recommended Capital Upgrades ................................................................................................... 36 IX. Performance Measures & Accountability ...................................................................................... 38 X. Closing Statement ........................................................................................................................... 40
2
I. Executive Summary
As the parent company of Starbound Theatre, Creative ArtReach, and the emerging Center Stage Management
division,
RCE
combines
expertise
in
performing
arts
management,
youth
education,
and
professional
venue
operations.
Our
mission
is
to
empower
youth,
families,
and
communities
through
accessible,
high-quality
arts
experiences
while
activating
the
Downtown
Theatre
as
a
cultural
and
economic
anchor
in
the
Heart
of
Fairfield.
Rodgers Creative Enterprises has created our newest division, Center Stage Management, a dedicated venue-operations
division
led
by
a
team
with
decades
of
combined
experience
in
theatre
management,
AVL
systems,
front-of-house,
concessions,
and
client
services.
Built
to
deliver
turnkey,
transparent,
and
AB5-compliant
operations,
Center
Stage
Management
integrates
box
office,
technical
production,
hospitality,
and
rental
sales
into
one
high-performing
unit
with
clear
Standard
Operating
Procedures
and
QA/QC
benchmarks.
The
division’s
mandate
is
simple:
maximize
utilization
and
patron
experience
while
safeguarding
the
venues
we
work
with—through
preventive
maintenance,
safety
and
ADA
compliance,
and
data-driven
scheduling.
Differentiators
include
bundled
rental
packages,
a
regional
Venue
Referral
Network,
and
partnerships
that
bridge
Suisun
Valley
wineries
and
Travis
AFB
families
into
Downtown
Fairfield.
From
day
one,
Center
Stage
Management
will
modernize
workflows,
standardize
tech
presets,
and
publish
Key
Performance
Indicators
to
ensure
accountability—positioning
the
Downtown
Theatre
as
a
client-ready,
contemporary
cultural
hub.
Our Business Plan establishes a foundation for: ● Strategic Programming – A balanced season of theatre, concerts, rentals, and community events.
● Revenue Growth – Ticket sales, rentals, concessions, sponsorships, and grants. ● Community Engagement – Deep partnerships with schools, businesses, and resident companies.
● Sustainability – Phased modernization and green initiatives. ● Accountability – Clear performance measures and financial transparency.
Our Business Plan also prioritizes addressing years of deferred maintenance by upgrading critical infrastructure
and
modernizing
equipment,
ensuring
the
Downtown
Theatre
evolves
into
a
state-of-the-art
venue
capable
of
meeting
the
expectations
of
today’s
performers,
audiences,
and
rental
clients.
3
II. Company Overview
A. Rodgers Creative Enterprises (RCE) Core Divisions Starbound Theatre
Founded
in
2003
and
under
RCE
leadership
since
2009,
Starbound
Theatre
produces
mainstage
and
youth
theatre
productions
that
serve
hundreds
of
students
and
thousands
of
audience
members
each
year.
Beyond
productions,
it
operates
a
comprehensive
Performing
Arts
Academy
offering
instruction
in
acting,
dance,
voice,
and
technical
theatre.
A
robust
Student
Director
and
Technical
Theatre
Training
Program
equips
young
artists
with
industry-standard
skills
in
stage
management,
lighting,
sound,
and
set
design,
preparing
the
next
generation
of
performers
and
technicians.
Creative ArtReach
Creative
ArtReach
is
RCE’s
education
and
enrichment
division,
providing
after-school
and
in-school
programs
at
multiple
school
sites
across
Fairfield,
Vacaville,
and
the
greater
region.
Programs
integrate
visual
arts,
theatre,
music,
dance,
robotics,
STEM/STEAM,
and
social-emotional
learning
(SEL)
to
support
whole-child
development.
Each
year,
Creative
ArtReach
engages
hundreds
of
students
in
hands-on
projects,
family
showcases,
and
skill-building
activities,
becoming
a
trusted
partner
to
school
districts,
parents,
and
community
stakeholders
seeking
high-quality
arts
enrichment.
Center Stage Management
Launched
to
expand
RCE’s
operational
expertise
into
professional
venue
operations,
Center
Stage
Management
offers
comprehensive
theatre
and
event
management
services.
Its
portfolio
includes:
○ Venue rentals for performances, conferences, weddings, and community events. ○ Concessions and catering services, partnering with local businesses and wineries to enhance
patron
experiences.
○ Technical services, including certified AVL (audio, visual, lighting) system management, safety
compliance,
and
backstage
operations.
○ Hospitality and client services, ensuring smooth front-of-house operations and exceptional
customer
care.
B. Integrated Impact Together, these three divisions allow RCE to deliver a holistic cultural ecosystem: producing and presenting
live
theatre,
educating
and
inspiring
students,
and
managing
professional
venues
that
serve
the
entire
community.
With
decades
of
proven
leadership,
trusted
municipal
and
school
partnerships,
and
a
scalable
staff
infrastructure,
RCE
stands
ready
to
activate
the
Downtown
4
Theatre as a model of community-centered, financially sustainable, and artistically vibrant venue management.
C. Competitive Advantages ● End-to-end ecosystem: We operate the full arc—education (Creative ArtReach), production
(Starbound
Theatre),
and
venue
operations
(Center
Stage
Management)—so
programming,
audiences,
and
rentals
reinforce
each
other.
● Depth of local leadership: 20+ years of Solano/North Bay arts leadership with 70+ staff and
teaching
artists;
proven
delivery
for
FSUSD,
VUSD,
and
other
clients.
● Center Stage Management launch team: 50+ years of combined venue/AVL/FOH experience,
box
office,
concessions,
and
certified
technical
services
from
day
one.
● AB5-compliant, scalable staffing: Stable full-time core ensures continuity, compliance, and
accountability
across
all
operational
areas.
● Programming plans that build habit audiences: Comedy Nights @ the Downtown, Laugh
Local
Showcase,
Comedy
&
Cabernet,
Downtown
Presents
(concert/dance/film),
Speaker
Series,
Monthly
Art
Walk,
Solano
Follies,
Inspire
Awards,
and
Wine
Awards
Gala.
● Versatility of spaces plan ( Revenue Expansion ): Activate the Laugh Lounge (rehearsal room)
for
smaller
comedy
and
showcases,
a
Content
Studio
for
photo/podcast/TV,
a
Gallery
for
culinary/coffee/artist
pop-ups,
and
an
Outdoor
Plaza
for
live
music
and
farm-to-table
events.
● Bridging regional audiences: Purpose-built partnerships with Travis AFB (Military Appreciation
Nights,
ceremonies)
and
Suisun
Valley
(wine
pairings,
tastings,
chef
collabs)
to
pull
new
patrons
downtown.
● Marketing engine embedded in operations: Exclusive ticketing, group sales workflows,
marquee
and
lobby
screens,
e-news/social
boosts,
Downtown
Dining
Guide
tie-ins,
and
Visit
Fairfield
co-marketing.
● Technical excellence & speed: Certified AVL team, standardized house showfiles and lighting
plots,
quick-turnover
rigging
practices,
recording/streaming
options,
and
documented
special-effects
permitting.
● Financial stewardship with a path to surplus: Conservative Year-1–3 ramp, breakeven around
Year
4 per
projections,
and
reinvestment
policy
for
community
events,
facility
upgrades,
and
audience
development.
● Modernization & sustainability plan: Address deferred maintenance while upgrading to
LED,
improving
ADA
routes/seating,
and
implementing
green
custodial
standards
to
lower
operating
costs.
● Venue Referral Network (RCE-led): Formalized partner web across Solano/Napa to right-size
overflow
or
off-fit
events—keeping
leads
in-county
and
routing
presenters
back
to
Fairfield.
5
● Community accountability: Priority access windows and tiered pricing for resident companies
and
nonprofits;
measurable
public
impact
(students
served,
partnerships
activated,
satisfaction
benchmarks).
6
III. Market Analysis
A. Industry Outlook
The U.S. live entertainment and cultural events industry is experiencing a strong rebound in the years
following
the
COVID-19
pandemic.
Audiences
are
returning
to
theatres,
concert
halls,
and
community
venues
at
increasing
rates,
with
consumer
demand
for
local,
affordable,
and
accessible
cultural
experiences
rising
across
multiple
demographics.
At
the
same
time,
the
industry
faces
challenges
in
adjusting
to
new
audience
expectations,
such
as
enhanced
customer
service,
modernized
facilities,
flexible
ticketing
options,
and
integration
of
food,
beverage,
and
hospitality
experiences.
Across the country, municipalities are turning to public–private partnerships as a proven model for
maximizing
the
potential
of
city-owned
cultural
facilities.
By
entrusting
experienced
community-rooted
operators,
cities
are
able
to
reduce
their
financial
burden
while
simultaneously
activating
venues
with
high-quality
programming
that
drives
both
cultural
engagement
and
downtown
economic
activity.
In Solano County , however, the market faces unique challenges. Despite a strong and diverse population
with
clear
demand
for
cultural
programming,
arts
funding
has
historically
lagged
behind
neighboring
Bay
Area
counties.
Many
nonprofit
arts
organizations
remain
at
a
standstill,
struggling
with
limited
resources,
insufficient
staff
capacity,
and
a
lack
of
dedicated
infrastructure
to
sustain
long-term
growth.
This
underinvestment
has
created
a
cultural
gap—residents
often
travel
outside
the
county
to
access
professional-level
arts
experiences
in
Sacramento,
Napa,
or
the
greater
Bay
Area.
The Downtown Theatre is therefore uniquely positioned to fill this gap. As one of the few dedicated
performing
arts
venues
in
Solano
County,
it
can
serve
as
both
a
regional
cultural
hub
and
a
catalyst
for
downtown
economic
development.
By
addressing
years
of
deferred
maintenance,
modernizing
the
facility,
and
introducing
a
programming
model
that
balances
professional
touring
acts
with
local
community
access,
the
Theatre
can
elevate
Fairfield’s
profile
as
a
cultural
destination
while
providing
opportunities
that
keep
talent,
audiences,
and
spending
within
the
county.
B. Target Markets
Families & Youth
The
venue
should
prioritize
programming
that
engages
families
and
young
people.
Offerings
such
as
children’s
theatre,
family-friendly
musicals,
and
interactive
workshops
will
attract
multigenerational
audiences
while
cultivating
future
patrons
and
performers.
School
matinee
7
programs will serve more than 3,000 students annually, providing access to live arts experiences that
align
with
classroom
curriculum
and
meet
California
Arts
Standards.
Adults & General Audiences
For
the
broader
adult
demographic,
the
venue
should
present
a
balanced
calendar
of
touring
concerts,
comedy
nights,
dance
performances,
and
speaker
series.
This
audience
segment
values
both
affordability
and
variety,
seeking
diverse
cultural
options
without
traveling
to
San
Francisco
or
Sacramento.
RCE’s
idea
of
a
curated
“Downtown
Presents”
season
will
establish
a
reputation
for
high-quality
entertainment
while
collaborations
with
Suisun
Valley
wineries,
downtown
restaurants,
and
Travis
AFB
will
create
value-added
experiences
such
as
“Dinner
+
Show”
packages
and
wine-and-comedy
pairings.
Event Clients
Private
event
clients—including
weddings,
corporate
meetings,
nonprofit
galas,
and
conferences—represent
a
critical
rental
revenue
stream.
The
Theatre’s
central
downtown
location,
flexible
performance
and
lobby
spaces,
concessions,
and
catering
partnerships
make
it
an
attractive
destination
for
both
formal
and
social
gatherings.
Professionalized
rental
packages,
streamlined
booking
processes,
and
add-on
marketing
support
will
appeal
to
event
planners
seeking
both
convenience
and
prestige.
By
positioning
the
Theatre
as
a
turnkey
venue
solution,
it
will
attract
repeat
business
and
establish
long-term
rental
relationships.
Schools & Municipalities
By
offering
technical
services,
venue
management,
and
educational
programming
under
one
umbrella,
RCE’s
venue
management
approach
provides
a
unique
one-stop
partner
for
schools
and
public
agencies
seeking
high-quality
arts
access
for
their
students
and
residents.
Military & Regional Communities
A
key
target
market
includes
families
and
personnel
from
Travis
Air
Force
Base,
as
well
as
surrounding
communities
in
Fairfield,
Vacaville,
and
Benicia.
These
audiences
represent
a
significant
and
often
underserved
segment
that
actively
seeks
recreational
and
cultural
opportunities
close
to
home.
Suisun Valley Bridge
Suisun
Valley,
known
for
its
wineries,
farm-to-table
restaurants,
and
agritourism,
represents
a
high-value
cultural
and
lifestyle
market
for
the
Downtown
Theatre.
By
partnering
with
wineries,
breweries,
and
local
farms,
the
Theatre
can
develop
wine-and-dine
packages,
culinary
events,
and
cross-promotional
festivals
that
appeal
to
both
residents
and
Bay
Area
visitors.
These
collaborations
will
strengthen
Fairfield’s
identity
as
a
cultural
and
culinary
destination,
while
expanding
the
Theatre’s
reach
into
tourism
markets
and
regional
day-trippers.
The
Theatre
becomes
not
only
a
place
for
performances
but
also
a
hub
that
complements
the
Suisun
Valley
wine
country
experience.
8
C. Competitive Landscape
The regional performing arts landscape in Solano County and the greater North Bay offers a variety
of
venues—from
high
school
auditoriums
and
community
centers
to
midsized
theatres
in
Napa,
Vacaville,
Vallejo,
and
Walnut
Creek.
However,
these
venues
typically
operate
in
isolation,
focusing
solely
on
either
live
entertainment
or
facility
rentals.
None
provide
the
integrated
model
that
Rodgers
Creative
Enterprises
(RCE)
brings:
combining
professional
venue
operations,
dynamic
community
programming,
and
robust
arts
education
under
one
organizational
umbrella.
This holistic approach positions the Downtown Theatre as Fairfield’s cultural differentiator. By offering
not
only
professional-quality
performances
but
also
school
partnerships,
workforce
training,
and
rental
services,
the
Theatre
will
serve
multiple
constituencies
simultaneously—families,
schools,
businesses,
artists,
and
civic
partners.
In
contrast,
competitors
in
the
region
often
depend
heavily
on
either
touring
acts
or
volunteer-run
models,
limiting
their
reach
and
sustainability.
RCE’s ability to activate the venue as a multifunctional hub makes the Downtown Theatre uniquely
valuable
to
Fairfield.
It
can
host
youth
musicals
one
week,
a
wine-and-comedy
showcase
the
next,
and
a
corporate
conference
or
civic
ceremony
the
following
weekend—all
while
maintaining
consistent
standards
of
hospitality,
safety,
and
technical
excellence.
In addition, RCE will establish a Venue Referral Network, a collaborative system linking the Downtown
Theatre
with
other
regional
venues—including
Solano
Community
College,
Vacaville
Performing
Arts
Theatre,
Suisun
Valley
wineries,
and
community
event
spaces.
While
such
a
network
does
not
currently
exist,
RCE’s
longstanding
relationships
with
schools,
arts
groups,
venues
and
municipalities
position
us
to
make
it
a
reality.
This
network
will
benefit
Fairfield
in
two
ways:
● Overflow and Tiered Referrals : Events too large, small, or specialized for the Downtown
Theatre
can
be
referred
to
partner
venues,
ensuring
clients
always
find
a
suitable
space
within
the
county.
● Cross-Promotion : Participating venues will co-market regional arts and entertainment offerings,
boosting
attendance
across
the
network
and
enhancing
Fairfield’s
visibility
as
a
cultural
destination.
By leading the creation of this Venue Referral Network, RCE not only secures the Downtown Theatre’s
competitive
edge
but
also
positions
Fairfield
as
the
anchor
city
in
a
broader
regional
ecosystem
of
arts,
culture,
and
entertainment.
9
D. Regional Venue Landscape Purpose & Scope To place the Downtown Theatre (DT) in context and guide pricing/booking strategy, we benchmark
comparable
performing
arts
and
event
venues
across
Solano,
Napa,
and
Contra
Costa
counties.
The
focus
is
on
capacity
tiers,
rental
models,
included
services,
technical
capabilities,
availability,
and
audience
catchment
(30–45
minute
drive
times).
Competitive Venue Categories ● Civic Performing Arts Centers (PACs) – purpose-built theatres with pro front of house and
union
or
quasi-union
tech,
formal
rental
policies.
● Historic theatres/“opera houses” – strong brand value, fixed seating, premium pricing on
weekends.
● University/college venues – high technical spec, but limited public availability and strict calendars.
● Community theatres/black boxes – lower capacities and cost, limited backline/rigging, fewer
included
services.
● Event halls/ballrooms/wineries – flexible floor plans and F&B strengths; limited theatrical
infrastructure.
Why Downtown Theatre Fills a Mid-Size Niche DT occupies the “Goldilocks zone”: big enough for touring concerts, dance, comedy, film, and conferences;
intimate
enough
for
youth
productions,
speaker
series,
and
community
events.
Compared
with
banquet
halls,
DT
offers
professional
AVL,
backstage,
fixed
sightlines,
and
box
office.
Compared
with
major
PACs,
DT
can
be
more
affordable,
more
flexible
on
dates/holds,
and
more
turnkey
(box
office
+
concessions
+
ops
+
marketing
support).
What Clients Actually Compare Clients rarely compare line-items; they compare total experience & total cost :
● Capacity fit (not “too big/too small”) ● All-in day rate (base rent + mandatory labor + equipment + box office fees) ● Included services (ticketing, F&B, house crew, marketing placements) ● Availability (prime weekends, school-day matinees) ● Patron experience (parking, nearby dining/hotels, ADA, acoustics, lobby vibe) What Our Survey of Past and Potential Clientele Reveals We surveyed a broad mix of past and potential rental clients—community arts groups, schools, dance
companies,
nonprofits,
wedding
and
event
planners—across
Solano
county.
Below
is
a
summary
of
the
feedback
received.
10
1. Cost & Transparency ● Rental rates (too high or unclear pricing structures) ● Hidden or add-on fees (cleaning, security, technical staff, insurance) ● Confusion over what’s included in the base rental (e.g., lighting, sound, lobby access)
2. Scheduling & Availability ● Limited date availability for high-demand weekends ● Complicated or inflexible booking processes ● Conflicts with in-house programming ● Concerns about turnaround time between events
3. Facilities & Technical Capabilities ● Condition of stage, seating, and backstage spaces ● Accessibility (ADA compliance, parking, restrooms, elevators) ● Technical limitations (outdated lighting, poor acoustics, access to equipment) ● Adequacy dressing rooms, green rooms, storage, and load-in areas and limited access to these
areas
4. Policies & Restrictions ● Food & beverage rules (catering options, alcohol restrictions) ● Curfews or strict load-out timelines
5. Staffing & Support ● Quality and professionalism of venue staff ● Requirement (or lack of) in-house techs, ushers, security, etc. ● Responsiveness of management during planning and event execution ● Lack of a clear point of contact or coordinator
6. Marketing & Visibility ● Limited help with ticketing systems or promotion ● Difficulty reaching audiences if the venue doesn’t support marketing ● Inadequate signage or visibility of the venue in the community
7. Client Experience ● Past renters cited issues like: ○ Poor communication during the rental process ○ Feeling “nickel and dimed” for extras ○ Stress around unclear rules or last-minute changes ● Potential clients worry about: ○ Not knowing how the venue compares with competitors ○ Whether their event will be treated as a priority 11
E. Competitive Comparison Survey Matrix
Attribute
Downtown Theatre
Vacaville Performing Arts Theatre
Uptown Theatre, Napa
Lesher Center
Solano College Theatre
Empress Theatre
Capacity Tier 364 504 857
133/297/785 3 spaces
368 471
Stage/Rigging
Proscenium and Fly System
Proscenium and Fly System
Proscenium Stage
Proscenium and Fly System
Proscenium and Fly System
Proscenium Stage
Box Office
Online Sales Only
Hours are 12-5pm Tues-Fri And online sales
12:00pm until 5:00pm every Mon-Fri 4:00pm on weekend show dates 12:00PM to 6:00PM Wed to Sun Closed Mon & Tues Online Sales Only
Tues- Sat 9am-1pm and prior to showtime
Ticketing Software
ovationtix.com
Accesso ticketmaster.com
spektrix
arts-people.com
tix.com
Concessions/ Alcohol
Full Bar and Light Concessions
Wine Bar and concessions
2 Full Bars and Catering Service
2 Full Bars and Concession Areas
Concessions operated by SCT Drama Club, No Alcohol Concession Area
Base Rental Model
Flat Rate & Labor
Flat Rate or % Gross & Labor
Flat Rate or % Gross & Labor
Flat Rate or % Gross & Labor
Flat Rate & Labor
Flat Rate & Labor
Mandatory Labor
Tech Crew, House Manager, Box Office
Tech Crew, House Manager, Box Office
Tech Crew, House Manager, Box Office
Tech Crew, House Manager, Box Office
Tech Crew, House Manager
Tech Crew, House Manager
12
Attribute
Downtown Theatre
Vacaville Performing Arts Theatre
Uptown Theatre, Napa
Lesher Center
Solano College Theatre
Empress Theatre
Non-Profit Pricing
Unknown Yes Unknown Yes Yes Yes
Availability
Limited Availability
High Demand
Limited Availability
High Demand
Limited Availability
Limited Availability
Number of Events in next 6 months
1 30-35 50+ 97 5 17
Parking/ Transit
Parking lot and nearby street parking
OnSite Parking (500 spots)
Street Parking and Vine Transit service
Parking Garage ($5 fee)
Free Parking on Friday-Sunday, $2 Parking Monday-Thurs Street Parking, Paid Lots and Garages/ Near Vallejo Transit Center and Ferry Terminal Nearby Dining
Located near restaurants in Downtown Fairfield
Located near major food and commerce district
Located in Downtown Napa
Located in Downtown Walnut Creek’s Arts District
Fast food options 1.2 miles from venue
Located in Downtown Vallejo near Historic Downtown District Dining Partner Guide
Unknown
Visit Vacaville Visit Napa Valley
N/A N/A Unknown
What Makes Downtown Theatre Unique
Competitive Advantages for Downtown Theatre
RCE and Center Stage Management will translate our operational strengths into a renter-friendly package
of
benefits
that
sells
itself:
turnkey
ticketing
and
FOH,
concert-grade
AVL
with
certified
techs,
flexible
hospitality
(concessions,
approved
caterers,
wine
partnerships),
and
downtown-walkable
convenience.
13
With our goal of hosting 4-6 resident companies anchoring the calendar and a new Venue Referral Network,
clients
get
pro
results,
fewer
surprises,
and
memorable
guest
and
client
experiences—making
the
Downtown
Theatre
the
obvious
choice.
Guest Experience
● Mid-size “just-right” capacity: intimate feel with professional production values. ● Downtown location steps from dining, parking, and transit. ● Elegant lobby with flexible reception layouts (pre/post-show hospitality). ● Digital marquee & lobby displays for event promotion.
Technical & Stage
● Pro AVL package with certified technicians; concert-grade PA, intelligent lighting, projection.
● Recording/streaming add-ons for hybrid events and archives. ● Quick-turnover rigging and standardized plots to reduce load-in time/cost. ● Built-in showfile library (lighting/sound templates) for faster programming.
Box Office & Marketing
● Exclusive, ticketing (online/phone/window) with clear reporting. ● Marketing add-ons: social posts, e-news features, lobby screens, marquee placement. ● Group sales & school matinee workflows (invoicing, holds, bus drop-off guidance). ● Data insights: post-event sales and attendance dashboards.
Food, Beverage & Hospitality
● In-house concessions with curated menus; wine/beer service where permitted. ● Suisun Valley winery partnerships (tastings, “Comedy & Cabernet,” wine awards gala). ● Dinner + Show packages via the Downtown Dining Guide. ● VIP lounge/green room hospitality options; approved caterer network.
Accessibility & Safety
● Fully ADA-compliant seating, routes, and restrooms; assisted-listening devices. ● Sensory-friendly performance options; quiet room on request. ● ASL interpretation and captioning support upon request. ● Robust emergency & crowd management protocols; trained house staff.
14
Operations & Policies
● Transparent packages and communication ● Nonprofit/Resident Company tiers + weekday incentives; soft-hold and early-access windows.
● Single point of contact (Rental Manager) and online booking portal. ● Pre-event walkthroughs, run-of-show templates, and tech checklists provided. ● AB5-compliant staffing model and documented QA/QC service standards.
Community & Partnerships
● Resident companies anchoring usage. ● Venue Referral Network to right-size events across partner spaces when needed. ● Travis AFB & Suisun Valley bridges (military appreciation nights, agritourism pairings). ● Speaker Series, Comedy Nights, Downtown Presents curated seasons.
Sustainability & Modernization
● Phased LED/efficiency upgrades; power monitoring for touring loads. ● Green custodial standards; reusable serviceware where feasible. ● Plan to address deferred maintenance and modernize for next-gen events.
F. Availability & Seasonality
Keep the Theatre active 7 days/week with a balanced mix that serves resident companies, touring acts,
schools,
private
rentals,
and
community
programming—while
preserving
windows
for
maintenance,
rehearsals,
and
staff
reset.
Demand Patterns
● Peak demand: Fri–Sat evenings; December holidays; May–June (school shows); September–November
(fall
series).
● Strategic openings: Thu nights (comedy/speaker); Sun afternoons (family); weekday mornings
(school
matinees).
● Counter-programming: Shoulder dates are ideal for corporate meetings, film festivals, podcasts,
literary
talks,
training,
and
civic
ceremonies.
15
G. Target Rental Clients
16 Sector Community Organizations and Nonprofits
Private Events Resident Companies
Regional Presenters (Touring Acts/ Comedy/Dance )
Military & Civic Partners
Who School districts, cultural associations, youth groups, service clubs, performing arts companies, faith-based & civic orgs Weddings, quinceañeras, milestone celebrations, corporate retreats, nonprofit galas Long-term partners with recurring seasons
Independent promoters, agencies, dance companies, comedy bookers, niche festivals Travis AFB commands, city departments, county offices, chambers, tourism Needs Predictable pricing, weekday matinees/evenings, simplified tech, accessible seating, insurance guidance Hospitality, photogenic spaces, ceremony to reception flow, catering/bar, clear timelines Priority holds, predictable calendars, storage/turnover efficiency, audience development Fast quotes/holds, clean tech specs, efficient load-in/out, professional settlement, local promo lift Procurement-friendly contracts, security protocols, daytime What We Offer
Nonprofit/education tiers; matinee packages (bus drop-off, house staff, basic PA/lighting); Box Office invoicing; post-show talkbacks; lobby tabling; gallery use for student art Ceremony-to-Reception packages (FOH, tech, layouts); approved caterers/concessions; ABC compliance; green rooms; studio (photo/podcast); digital marquee Rolling priority windows; packaged tech plots; subscription marketing boosts; rehearsal block reservations; co-branded education initiatives Standardized offers (base rent vs. % gross); certified AVL crew; hospitality/rider management; comp/house seat policy; local openers; livestream/recording add-ons; targeted geo-ads Flexible event formats (podium, flags, recording, assisted Spaces Mainstage (showcases/recitals); Laugh Lounge (workshops/open mics); Gallery (exhibitions/ awards); Plaza (festivals) Mainstage (ceremonies/presentations); Plaza (al fresco dinners); Gallery (coffee/tasting lounge); Laugh Lounge (after-parties) Mainstage (productions); Laugh Lounge (labs/readings); Gallery (donor salons); Studio (promo capture) Mainstage (ticketed shows); Laugh Lounge (late sets/meet-and-greets); Plaza (summer pop-ups) Mainstage (ceremonies); Plaza (community celebrations); Gallery Incentives Weekday discounts; bundled rehearsal hours; co-promotion on community calendars Sunday/Silver-week pricing; F&B bundles; preferred-vendor perks Multi-date pricing; revenue- share options; cross-promotion in Downtown Presents Routing support via Venue Referral Network; weekday incentives; marquee + lobby screen packages Government/ agency weekday pricing; turnkey A/V & staffing;
Annual Goals for Number of Resident Companies for the Venue YEAR ONE YEAR TWO YEAR THREE YEAR FOUR YEAR FIVE GOAL
4-6 Companies 4-6 Companies 6-8 Companies 6-8 Companies 8-10 Companies
H. Trends in Event Rentals
Hybrid & Content-Ready Events
Post-pandemic,
clients
expect
broadcast-quality
streaming/recording,
remote
speakers,
and
on-demand
archives.
Reliable
bandwidth,
quiet
control
space,
and
integrated
capture
kits
are
now
standard
asks—not
upsells.
Flexible, Multi-Use Spaces
Demand
is
rising
for
venues
that
flip
from
theatre
seating
to
reception
layouts
in
the
same
day
(panels
→
cocktails,
ceremonies
→
dinners).
Movable
furniture,
quick
lighting
presets,
and
smart
wayfinding
reduce
turnover
friction
and
cost.
Comprehensive Packages Win
Planners
prefer
all-in
bundles
(venue
+
tech
+
FOH
+
catering
+
marketing
placements)
with
one
contract
and
one
point
of
contact.
Bundles
reduce
risk,
shorten
lead
times,
and
help
nonprofits/corporations
forecast
budgets.
Transparent, No-Surprise Pricing
Clear
inclusions,
published
overtime
rates,
and
simplified
add-ons
(per
mic/camera/operator)
are
now
decision
drivers.
Hidden
fees
push
clients
to
competitors—even
at
higher
base
rents.
Shorter Booking Windows & Weekday Utilization
Lead
times
have
compressed;
many
inquiries
land
60–90
days
out.
Venues
that
price
weekday
dayparts
competitively
(matinees,
Thu
evenings,
Sun
afternoons)
capture
incremental
revenue
without
interfering
with
prime
weekends.
Experience-First Programming
Clients
want
“shareable
moments”
(lobby
activations,
wine
tastings,
photo
ops,
talkbacks)
layered
onto
core
events.
F&B
integrations
and
curated
partner
add-ons
are
part
of
the
event
product,
not
extras.
17
Sustainability & Accessibility Expectations
LED/low-waste
practices,
vendor
recycling,
and
ADA-forward
services
(assisted
listening,
sensory-friendly
options,
ASL/captions)
are
increasingly
required
in
RFPs,
especially
for
public
agencies
and
corporations.
18
IV. Business Strategy
A. Venue Standards of Operation
Professional FOH & BOH Staffing
Full-time
Technical
Director
and
Production
Coordinator
on
site;
trained
House
Managers
for
every
public
event;
ushers,
box
office,
concessions,
and
tech
crew
scheduled
to
demand.
AB5-compliant
hiring,
background
checks
as
required,
and
quarterly
training
in
guest
service,
safety,
ADA,
and
emergency
procedures.
Transparent, Client-Friendly Rental Systems
Clear
rental
packages
with
published
inclusions
and
add-ons;
single
point
of
contact
(Rental
Manager);
online
inquiry
+
48-hour
response
with
Theatre
Policies
and
Rental
Agreement;
provisional
quotes
within
3 business
days;
pre-event
walkthroughs;
standardized
hold/release
policy
(e.g.,
8/6/4
weeks);
settlements
issued
within
10-14
business
days.
Consistent QA/QC with Public Reporting
Daily/weekly/monthly
checklists,
incident
logs,
and
post-event
debriefs;
patron
and
client
surveys
(QR
+
email);
quarterly
KPI
dashboard
(utilization,
per-cap
concessions,
satisfaction,
incidents,
maintenance
tickets)
shared
with
the
City;
annual
service
and
accessibility
report.
Accessibility & Equity
ADA
routes/seating,
assisted-listening
devices,
sensory-friendly
options;
ASL/captioning
available
on
request;
multilingual
wayfinding
where
appropriate;
nonprofit/education
pricing
tiers
and
priority
windows
for
resident
companies
and
community
partners.
Safety & Compliance
Documented
Emergency
Action
Plan;
crowd-management
and
late-arrival
protocols;
special
effects
permitting
workflow
(Fire
Marshal
approvals);
ABC
alcohol
compliance;
security
staffing
matrix
for
capacity/alcohol/dignitary
events;
child
safety
policies
for
youth
casts.
Technical Readiness
Standardized
house
plots
and
showfiles
to
reduce
load-in;
concert-grade
PA,
intelligent
lighting,
projection;
recording/streaming
options;
preventive
maintenance
calendar;
vetted
vendor
bench
for
surge
needs;
backup
gear
for
critical
systems.
Maintenance & Custodial Standards
Opening/closing
and
sanitation
checklists;
restroom/lobby
“clean
sweep”
intervals
during
events;
documented
turnover
plans
between
events;
quarterly
deep
cleans
and
annual
facility
audit
in
coordination
with
the
City;
digital
work-order
system
with
response
targets.
19
Financial Controls
Segregation
of
duties
for
cash
handling
and
POS;
nightly
reconciliations;
inventory
controls
for
concessions
and
merch;
audit-ready
reporting;
clear
comps/house-seat
policies;
percentage-rent
calculations
where
applicable.
Sustainability Practices
Phased
LED/efficiency
upgrades;
recyclable/compostable
serviceware
where
feasible;
power
monitoring
for
touring
loads;
green
custodial
standards;
optional
“green
rider”
practices
for
presenters.
Community & Partner Integration
Downtown
Dining
Guide
tie-ins,
Suisun
Valley
winery
collaborations,
Travis
AFB
liaison;
resident-company
MOUs;
balanced
calendar
policy
(revenue
+
mission
+
education);
Laugh
Lounge/Studio/Gallery/Plaza
activation
to
right-size
events
all
week.
Service Level Targets
Quote
turnaround
≤
3 business
days
·
Hold
response
≤
24-48
hours
·
Changeover
between
same-day
events
≤
60-120
minutes
·
Settlement
issued
≤
10-14
calendar
days
·
Patron
satisfaction
≥
85%
Utilization of Space We’ll operate the Downtown Theatre as a full-campus experience, activating every space, every daypart.
The
Mainstage
anchors
prime
nights
with
concerts,
theatre,
dance,
and
civic
ceremonies,
while
the
Laugh
Lounge
(rehearsal
room)
runs
club
comedy,
workshops,
readings,
and
after-show
sets.
A
purpose-built
Content
Studio
supports
photo
shoots,
podcasts,
livestreams,
and
promo
capture
for
renters
and
resident
companies.
The
Gallery
rotates
exhibits
and
hosts
culinary/coffee
pop-ups,
talks,
and
Art
Walk
features,
and
the
Outdoor
Plaza
becomes
a
seasonal
hub
for
live
music,
farm-to-table
dinners,
winery
tastings,
and
markets.
Lobbies
and
mezzanines
handle
VIP
hospitality,
vendor
tables,
and
sponsor
activations,
with
green
rooms
available
as
donor
lounges.
This
campus
model
maximizes
utilization,
diversifies
revenue,
and
turns
the
Theatre
into
an
all-week
community
and
cultural
destination.
20
Space Primary Uses Daypart Strengths Key Revenue Levers Notes
Mainstage Downtown Presents, musicals and plays, comedy events Fri-Sat evenings, Sundays
Ticket Sales, concessions, merch, streaming add ons Medium/High Tech, more visibility, downtown foot traffic Rehearsal Room Comedy lounge, rehearsal space, open mics, etc Weeknights, late night Fridays/Saturdays
Room rental, concessions, ticket splits
Intimate cabaret set, low tech, quick turnover
Content Studio Photo/video shoots, podcasting, livestreams, small TV segments Weekdays, Off peak
Hourly studio rental,tech packages, add-ons
Sound treated, blackout, variety of equipment for use Outdoor Plaza Live music pop ups, farm to table dinners, maker markets, Art Walk Evenings, Weekend Days, Seasonal
Space rental, Food & Beverage Commission, sponsorships Requires sound system, ABC License, permits as applicable Gallery Culinary tastings, pop ups, artist markets, small exhibits Mornings, afternoons, Art Walk nights
Space rental, concession splits, vendor fees
Anchor for Monthly Art Walk, rotating curations
Venue Referral Network (VRN)
RCE will formalize a Venue Referral Network with partner spaces (theatres, colleges, wineries,
civic
halls).
Benefits:
● Right-sized placement : If DT is booked or ill-fitting (too big/small), we route the client to
a
partner
and
reciprocate.
● Co-marketing : Shared “Solano Arts & Events” calendar and quarterly highlights. ● Presenter pipeline : Touring acts hitting Napa/Contra Costa can be routed to the venue or a
partner
for
add-on
dates.
● Client trust : One inquiry → multiple vetted options, all staying in the Solano economy.
21
Booking & Programming Mix (Year One)
● 12+ Resident Company Events (36-56 performances) ● 4–6 touring shows (concerts, tribute bands). ● 8-12 comedy events. ● 10+ school matinee performances. ● 10+ private rentals (weddings, conferences, nonprofit fundraisers). ● 4-6 community festivals/special events.
A total goal of 80-90 events for the first year .
Ticketing Systems
● Hybrid Box Office (online, mobile, on-site). The goal would be to eventually have Box Office staff
Tuesday-Friday
12pm-6pm.
● Patron database for marketing + donor cultivation.
Food & Beverage Model
1. Concessions (In-House) Core Offerings: Soft drinks, coffee/tea, packaged sweets/savory, premium snacks; family matinee
menu
(juice,
kid
packs)
and
evening
upgrades
(wine/beer
where
permitted,
specialty
non-alcoholic
options).
Seasonal Rotations: Suisun Valley–inspired items (local chocolates, nuts, olive oil tastings), holiday
cocoa
bar,
summer
spritz
(NA
&
alcoholic
variants).
Operations: Cashless POS, line-busting mobile terminals, intermission pre-order/pickup, QR menu
signage.
Staffing: 1 Lead + 2–6 attendants scaled to house size; RBS-trained servers for alcohol service.
2. Catering & Bar Packages (Partners) Preferred Caterers List: Vetted local restaurants, bakeries, and Suisun Valley wineries ; standard
MOUs,
health
permits,
and
insurance
on
file.
22
Package Tiers: ○ Reception Lite (lobby setup, passed bites, wine/NA station) ○ Signature Buffet (on-stage or lobby, rentals/linens coordinated) ○ Chef’s Table / Farm-to-Table (plaza dinners with winery pairings) Bar Options: Beer/wine only, wine-tasting flights, mocktail program; corkage rules defined.
3. Hospitality Add-Ons (Private Rentals & Artists) Green Room & VIP: Coffee/tea service, snack baskets, premium platters, step-and-repeat photo corner.
Backstage Riders: Tiered artist hospitality (basic/plus/premium) with local sourcing; buyout option.
Meeting Enhancements: AM coffee bar, pastry service, working-lunch boxes, afternoon refresh.
4. Specialty Spaces Activation Gallery Pop-Ups: Coffee cart on matinee days; evening tasting flights (wine/olive oil/chocolate);
artisan
markets
on
Art
Walk
nights.
Outdoor Plaza: Live-music happy hours, winery garden bars, farm-to-table chef collaborations,
food-truck
rallies
(permitted
&
fenced
as
required).
Laugh Lounge: Cabaret table service (limited menu) for comedy/storytelling sets.
5. Compliance & Risk ABC & RBS: All alcoholic service under proper ABC permits; staff Responsible Beverage Service
certified;
ID
check/age
verification
stations.
Health Code: Approved vendors only; temp food permits as needed; time/temperature controls; allergen
labeling.
Security Triggers: Added staffing for alcohol service, capacity, or dignitary events; spill response
and
egress
kept
clear.
6. Guest Experience & Marketing Bundles: “Dinner + Show” with Downtown Dining Guide partners; “Comedy & Cabernet” packages;
prepaid
intermission
drinks.
Loyalty & Groups: Pre-order concessions for school groups; member discounts on tastings; sponsor
sampling
nights.
23
Execution of Venue Management Plan
First 30 Days: Mobilize & Stabilize
Objectives: assume control safely, publish policies, open the sales funnel.
Governance & Compliance ○ Execute operating agreement; exchange COI and endorsements with City; finalize Use
Policy
+
Exhibit
A
(rates/fees);
publish
alcohol,
security,
and
special-effects
protocols.
○ Joint life-safety walk with Fire/City; remedy any red-tag items; confirm ADA routes,
signage,
assisted-listening
inventory.
Facility & Technical Readiness ○ Full Facility Condition Assessment (house, rigging, electrical, HVAC, seats, FOH/BOH);
tag
assets;
create
a
digital
work-order
queue.
○ Establish house plots (lighting/audio/projection) and showfiles; order critical spares;
set
preventive
maintenance
calendar.
People & Standard Operating Procedures ○ Confirm core hires (Technical Director, Production Coordinator, Company/Rental Manager,
House
Managers,
Box
Office
Lead);
AB5-compliant
classifications;
background
checks.
○ Draft and train on SOPs: opening/closing, sanitation, cash/POS, incident response,
show
call,
settlement,
comp
tickets,
backstage
access.
Pricing & Packages ○ Publish rental packages; nonprofit/education tiers; weekday incentives; hold/release
policy
(e.g.,
8/6/4
weeks).
Sales & Marketing Foundations ○ Stand up online inquiry form (24-48-hour response) and intake checklist; provisional
quote
within
3-5
days.
○ Update website with Use Policy, packages, calendar request; integrate CRM; format
media
kit.
Programming Seeds ○ Soft-hold dates for: Comedy Nights @ the Downtown (Thu cadence), Monthly Art
Walk,
Back
Room
pilot
night,
Speaker
Series
launch
window.
24
Partnerships ○ Convene Downtown Dining Guide partners; contact Suisun Valley wineries; designate
Travis
AFB
liaison;
schedule
Open
House
Theatre
Day
(month
2).
Baseline Key Performance Indicators ○ Start tracking: inquiries, average first-response time, confirmed holds, maintenance
tickets
opened/closed,
FOH/BOH
readiness
checklist
pass
rate.
First 90 Days: Operationalize & Launch
Objectives: start programming, standardize service, and fill the pipeline.
Box Office & Financial Controls ○ Go live with exclusive ticketing; train staff; nightly POS reconciliations; settlements
within
10-14
business
days;
implement
comps/house-seat
policy.
QA/QC & Safety ○ Implement daily/weekly/monthly checklists; first emergency drill; finalize Security
Staffing
Matrix(capacity/alcohol/dignitary
triggers).
Programming in Market ○ Launch comedy events (open mic/club comedy); first Comedy Night; first Art Walk
activation;
schedule
1–2
Speaker
Series
dates;
lock
school-matinee
blocks
with
FSUSD/VUSD.
Spaces Activation ○ Pilot Gallery coffee/tastings on matinee days; define Plaza event specs (power, barricade,
egress,
weather
plan);
secure
ABC/health
workflows
for
outdoor
use.
Partnership Deals ○ Sign preferred-caterer MOUs; winery/café pop-up agreements; media/Visit Fairfield
placements;
establish
Venue
Referral
Network
contacts.
Staff Training & Culture ○ Guest-service, ADA, de-escalation, and RBS (alcohol) certifications; technical presets
and
quick-turn
methods;
post-show
debrief
rhythm.
25
First 6 Months — Scale & Refine
Objectives: build cadence, deepen partnerships, and optimize margins.
Programming Cadence ○ Establish bi-monthly comedy, quarterly Downtown Presents drops, monthly Art Walk,
Rehearsal
Room
booked
2 nights/week,
and
Speaker
Series
rhythm;
plan
Plaza
Summer
Sounds.
Corporate & Civic Sales ○ Weekday packages for trainings/town halls; government-friendly contracts; archive/stream
add-ons;
chamber
mixers
in
Gallery.
VRN & Routing ○ Activate Venue Referral Network for overflow/off-fit events; reciprocals secured;
co-marketing
calendar
live.
Facility & Sustainability ○ LED relamp pilot, green custodial standards, waste sorting; finalize 3-year modernization
plan
(ADA
seating
routes,
rigging
inspection
cadence).
Open House ○ Bi-Annual Open House Theatre Day #1: tours, vendor showcase, early-booking
Year One — Optimize, Prove Impact & Plan Ahead
Objectives: Hit utilization/revenue targets, publish impact, and lock multi-year growth.
Audience & Revenue ○ Grow email list; average curated-series attendance over 70% capacity; build sponsorships/grants
per
plan;
concessions
per-cap
meets
target.
Signature Events ○ Deliver Inspire Awards, Solano Follies (pilot), Wine Awards Gala, Comedy & Cabernet,
and
a
4–6
title
Downtown
Presents
season.
Community Impact ○ 3,000+ students served; 12+ partnerships ;
Modernization & Capital
26
○ Publish 3-year capex roadmap addressing deferred maintenance (rigging/HVAC/ADA/seating/controls)
with
costs,
phasing,
and
funding
plan.
Transparency & Review ○ Issue Annual Service & Accessibility Report + State of the Theatre briefing to City;
refresh
Year-Two
strategy
based
on
KPI
trends.
Second Open House ○ Bi-Annual Open House #2 to pre-sell next season and expand the rental pipeline.
27
V. Marketing & Promotion
A. Marketing Channels
Digital ● Social media campaigns (Facebook, Instagram, TikTok, YouTube) with tailored content for
each
platform.
● Targeted Google Ads and Meta Ads campaigns to capture local, regional, and interest-based
audiences.
● Email newsletters segmented for patrons, families, schools, and sponsors with personalized
updates
and
calls-to-action.
● Website optimization with integrated event calendars, ticketing, and SEO-friendly blog posts
highlighting
performers,
partners,
and
behind-the-scenes
stories.
Traditional ● Flyers, posters, and postcards distributed in schools, libraries, coffee shops, and downtown
businesses.
● Press releases distributed to regional newspapers, radio stations, and TV outlets. ● Newspaper and magazine ads targeted to arts, family, and community sections.
Tourism & Business ● Partnerships with Visit Fairfield to feature events in tourism publications, travel itineraries,
and
visitor
guides.
● Collaborative marketing with local hotels to create overnight “Stay + Show” packages.
Cross-Promotions
● “Dinner + Show” partnerships with downtown restaurants offering pre- or post-show specials.
● Winery tie-ins with pre-show tastings or ticket bundles. ● Discount codes and loyalty perks shared through local gyms, studios, and family attractions.
28
B. Social Media Strategy
Platform-Specific Tactics
● Facebook : Event pages, sponsor recognition, parent-focused content, community group cross-posting.
● Instagram : Visually rich reels and stories; cast takeovers; behind-the-scenes “day-in-the-life”
content.
● TikTok : Trend-driven videos, creative cast challenges, and short-form teasers. ● YouTube : Highlight reels, interviews, and educational content series. ● LinkedIn : Professional partnership highlights, sponsor spotlights, and workforce development
initiatives.
Advertising & Analytics
● Paid ad campaigns targeting families, regional theatergoers, and cultural tourists. ● Boosting high-performing posts to maximize reach. ● Monthly analytics review to measure engagement, ticket sales conversion, and ROI, adjusting
strategy
accordingly.
29
VI. Operations & Management Team
Leadership Team (Key Personnel)
● David Rodgers Jr. (CEO) – Over 20 years of experience directing, producing, and managing arts
programs.
Provides
executive
oversight,
strategic
vision,
and
final
decision-making
authority.
Leads
relationships
with
city
officials,
funders,
and
key
community
stakeholders.
● Veronica Montemayor (Company/Rental Manager) – Oversees client relations, scheduling, and
rental
operations.
Serves
as
the
primary
point
of
contact
for
external
renters,
ensuring
smooth
contract
execution
and
consistent
client
satisfaction.
● Conner Watson (Technical Director) – Manages all technical aspects of the venue including audio,
video,
lighting
(AVL),
and
stage
safety.
Coordinates
with
designers
and
incoming
companies
to
ensure
technical
needs
are
met
while
maintaining
venue
standards.
● Makali Mates (Production Coordinator/Facilities Director) – Responsible for production logistics,
facility
scheduling,
and
compliance
with
safety
and
regulatory
requirements.
Manages
budgets
and
ensures
smooth
day-to-day
operations
between
departments.
● Nika Ericson (Education Director) – Develops and oversees educational programming including
curriculum
design,
training
of
teaching
artists,
and
coordination
of
student
matinees
and
school
partnerships.
● Yvonne Benavidez (Community Outreach Coordinator) – Builds and maintains community partnerships,
oversees
volunteer
engagement,
and
plans
community-based
events
to
strengthen
the
theatre’s
role
as
a
cultural
hub.Coordinates
cross-promotions
with
local
businesses,
tourism
bureaus,
and
regional
media
to
maximize
audience
growth
and
financial
sustainability.
● Julianna Upson (Events & Catering Coordinator) – Directs concessions, catering services, and
hospitality
programs.
Manages
relationships
with
local
restaurants,
wineries,
and
caterers
to
expand
rental
and
event
offerings.
● Shauna Manina (Marketing & Development Director) – Leads marketing, branding, and fundraising
strategies.
Develops
sponsorship
opportunities,
donor
relations,
and
grant-writing
efforts
to
diversify
revenue
streams.
● Audrey Kerns (Social Media Content Manager) Oversees digital campaigns, social media management,
and
graphic
design.
Staffing Model
● Front-of-House (FOH) : Box office attendants, ushers, concessions crew, and custodians ensure positive
guest
experiences
and
smooth
operations.
● Back-of-House (BOH) : Contract technicians available to scale staffing during peak rental and production
periods,
supported
by
the
resident
Technical
Director.
30
● Facilities : Custodial and maintenance staff maintain cleanliness, safety, and readiness of the building
before
and
after
events.
● Education & Outreach : Teaching artists, program coordinators, and student support staff oversee
workshops,
school
programs,
and
special
events.
● Workforce Development : Internships and apprenticeships for students interested in theatre management,
stagecraft,
and
FOH/BOH
operations.
This
provides
workforce
training
while
cultivating
future
arts
leaders.
On-Site Presence at the Venue
Daily Operations (Core Team On-Site) : ○ Makali (Facilities/Production) – Building operations, scheduling, compliance, and maintenance.
○ Conner (Technical Director) – Technical systems, AVL oversight, and rehearsal/event support.
○ Veronica (Company/Rental Manager) – Client walkthroughs, rental management, and FOH
coordination.
Together, this trio forms the daily management team, ensuring that rentals, rehearsals, maintenance,
and
visitor
needs
are
met
promptly.
They
provide
consistent
coverage
and
are
the
point-of-contact
for
staff,
renters,
and
community
users.
Additional Presence : ○ Shauna – On-site for events to manage sponsor activations, social media coverage, donor hospitality,
and
marketing
visibility.
○ Julianna – Manages concessions, catering, and event hospitality during performances and
rentals.
○ Yvonne – Coordinates volunteers and community partner involvement. ○ Nika – Present during student matinees, education programs, and training sessions. Event Days (Performances, Rentals, & Community Events) : ○ Shauna manages on-site marketing activations (sponsor tables, social media coverage, step-and-repeat
photo
ops)
and
donor
hospitality.
○ FOH teams led by Veronica to deliver a polished guest experience. ○ Conner and contract technicians supervising technical operations. ○ Julianna supervises concessions and catering services. 31
VII. Financial Plan
5-Year Summary
INCOME PROJECTIONS
DESCRIPTION 2026 2027 2028 2029 2030
Rental Income $115,000 $132,250 $152,087 $175,000 $201,250 Ticketing/Box Office
$85,000 $96,000 $108,000 $115,000 $125,000
Labor Fees Collected
$73,600 $84,000 $96,600 $111,100 $127,700
Sponsorships/ Advertising
$100,000 $100,000 $100,000 $125,000 $150,000
Concessions $25,000 $28,000 $32,000 $36,000 $40,000 City of Fairfield $125,000 $125,000 $100,000 $50,000 $50,000 Utility Reimbursement
$50,000 $50,000 $50,000 $50,000 $50,000
Theatre Preservation Fee
$35,000 $45,000 $60,000 $75,000 $75,000
Other Income $28,000 $35,000 $42,000 $48,000 $56,000 TOTALS $636,600 $695,250 $740,687 $785,100 $874,950
32
EXPENSE PROJECTIONS
DESCRIPTION 2026 2027 2028 2029 2030
Salaries & Wages $200,000 $234,000 $248,000 $256,000 $264,000 Maintenance & Repair
$75,000 $81,000 $94,000 $102,000 $108,000
Venue Upgrades $75,000 $75,000 $75,000 $75,000 $75,000 Utilities $96,000 $96,000 $96,000 $75,000 $75,000
Marketing & Advertising
$25,000 $32,000 $32,000 $34,000 $36,000
Insurance $15,000 $16,500 $17,500 $18,500 $20,000
Supplies $32,000 $34,000 $36,000 $38,000 $40,000
Professional Services Bands, etc
$75,000 $80,000 $85,000 $90,000 $100,000
Misc Expenses $25,000 $28,000 $32,000 $34,000 $36,000 Total Expenses 618,000 $677,500 $715,500 $722,500 $754,000
Years 1–2: Investment & Foundation
In
the
initial
two
years,
priority
will
be
given
to
strengthening
the
organizational
foundation.
Key
investments
will
be
made
in
staffing
(hiring
and
training
personnel
for
both
front-of-house
and
technical
operations),
marketing
(building
a
consistent
brand
presence,
expanding
digital
reach,
and
cultivating
community
awareness),
and
facility
upgrades
(addressing
immediate
operational
needs
such
as
safety,
technology,
and
audience
experience
improvements).
These
early
investments
will
establish
trust
with
patrons,
renters,
and
community
stakeholders
while
positioning
the
theatre
as
a
revitalized
cultural
hub.
Year 3: Less Dependence on City Funding
By
the
third
year,
a
balance
will
be
achieved
between
revenue
and
operating
expenses.
Rental
activity,
consistent
programming,
community
partnerships,
and
sponsorship
support
will
provide
steady
revenue
streams.
This
milestone
demonstrates
responsible
growth,
controlled
spending,
and
effective
revenue
management.
33
Year 4: Profitability & Reinvestment
In
year
four,
operations
are
projected
to
generate
surplus
revenue
beyond
expenses.
This
surplus
will
not
only
cover
ongoing
needs
but
also
be
reinvested
into
expanded
programming,
educational
outreach,
and
capital
improvements.
Investments
will
include
enhancing
technology,
patron
amenities,
and
backstage
facilities
to
support
larger-scale
productions
and
broaden
the
venue’s
appeal
to
professional
renters.
Long-Term Growth (Years 5–10)
As
the
venue
matures
operationally,
the
focus
will
be
on
scaling
community
programming,
workforce
development
initiatives,
and
regional
marketing
efforts.
Sponsorship
growth,
donor
support,
and
naming
opportunities
will
diversify
funding.
Facility
reserves
and
planned
upgrades
will
ensure
the
theatre
continues
to
meet
evolving
industry
and
patron
standards.
Alignment with City Goals
Fiscally Prudent Management
This
plan
demonstrates
a
disciplined
financial
approach—investing
strategically
in
the
early
years,
reaching
break-even
in
year
three,
and
building
profitability
by
year
four.
Surpluses
will
be
applied
directly
to
community
benefit
through
programming,
education,
and
facility
improvements.
Reduced City Subsidy
Through
strong
financial
stewardship,
increased
earned
revenue,
and
proactive
fundraising,
the
City’s
annual
subsidy
will
be
reduced
by
50%
over
the
course
of
10 years.
The
venue
will
gradually
shift
from
dependency
to
self-sustaining
community
asset.
Stable, Diversified Operations
Revenue
streams
will
be
carefully
balanced
across
rentals,
ticketed
programming,
concessions,
sponsorships,
grants,
and
tourism
partnerships.
This
approach
minimizes
risk,
ensures
resilience,
and
creates
stability
regardless
of
changes
in
the
economy
or
single
revenue
source
performance.
Community-Centered Growth
All
financial
growth
will
align
with
the
City’s
goals
of
supporting
economic
development,
downtown
vitality,
and
cultural
access.
Increased
venue
activity
will
generate
spillover
benefits
to
local
restaurants,
shops,
hotels,
and
tourism.
The
theatre
will
serve
not
just
as
a
performing
arts
center
but
as
a
driver
of
downtown
revitalization
and
civic
pride.
34
10-Year Strategic Goals
1. Financial Sustainability ○ As earned revenue increases, we will strategically reduce the City’s subsidy by 50%, with a
long-term
goal
of
fully
eliminating
the
need
for
subsidy
support
○ Secure major capital investments for renovations. 2. Utilization & Partnerships ○ Achieve 75% booking capacity. ○ Anchor long-term partnerships with resident companies. ○ Develop partnerships with multiple nonprofits for future projects/renovations. 3. Community & Cultural Impact ○ Position Downtown Theatre as a regional cultural destination . ○ Launch a Youth Arts Workforce Pipeline . ○ Establish a Community Arts Fund . ○ Host a signature annual arts festival . 4. Sustainability ○ Achieve 75% carbon reduction in operations.
35
VIII. Capital Improvements
Recommended Capital Upgrades
LED Lighting System Upgrades
● Replace outdated incandescent and halogen fixtures with energy-efficient LED theatrical and
house
lighting.
● Benefits include reduced energy consumption (up to 70% savings), longer fixture lifespan,
and
lower
maintenance
costs.
● Improved lighting quality enhances both the patron experience (clearer, more dynamic performances)
and
the
venue’s
appeal
to
renters
who
require
professional-grade
equipment.
● Positions the theatre as a green-conscious facility, aligning with sustainability goals.
Seating Upgrades
● Replace aging, worn seating with modern, comfortable, and ADA-compliant theatre chairs.
● Benefits include enhanced Patron Comfort & Experience. Upgraded seats with ergonomic designs
elevate
audience
satisfaction
and
encourage
repeat
attendance.
● Revenue Growth: Premium seating options and improved audience comfort increase the theatre’s
appeal
for
long-run
shows,
touring
productions,
and
private
rentals.
● Durability & Maintenance Savings: Modern materials reduce wear-and-tear and lower long-term
repair
costs,
minimizing
downtime
between
events.
● Modernized Aesthetic: A refreshed, cohesive seating design elevates the venue’s look and positions
the
theatre
as
a
premier,
professional
destination.
ADA Seating & Backstage Accessibility Enhancements ● Expand wheelchair-accessible seating areas in the auditorium to ensure compliance with ADA
standards
and
increase
comfort
for
patrons
with
disabilities.
● Upgrade backstage spaces (ramps, accessible dressing rooms, and restrooms) to ensure that
performers,
technicians,
and
visiting
artists
with
disabilities
have
equitable
access
to
work
and
perform
at
the
theatre.
● Improves the venue’s eligibility for grants and accessibility-focused funding, while strengthening
its
identity
as
a
fully
inclusive
cultural
hub.
36
HVAC Efficiency & Solar Panel Installation
● Modernize the HVAC system with energy-efficient models that provide improved climate control,
lower
utility
costs,
and
enhanced
patron
comfort
year-round.
● Installation of solar panels reduces long-term operating costs, contributes to the City’s renewable
energy
goals,
and
positions
the
venue
as
a
model
for
sustainable
public
facilities.
● These upgrades reduce reliance on City subsidy by lowering fixed expenses and demonstrate
environmental
stewardship
to
patrons,
funders,
and
renters.
Concessions Modernization
● Renovate and expand the concessions area with modern point-of-sale systems, upgraded display
cases,
and
expanded
menu
options
(including
local
wines,
craft
beverages,
and
family-friendly
snacks).
● Enhances the patron experience by reducing wait times and offering a more attractive pre-show
and
intermission
environment.
● Increases earned revenue potential through upselling, local business partnerships (coffee, bakeries,
wineries),
and
potential
hospitality
packages
for
private
rentals.
● Serves as a community showcase for local food and beverage partners, strengthening downtown
business
integration.
37
IX. Performance Measures & Accountability
To ensure transparency and alignment with City goals, Rodgers Creative Enterprises will implement
a
robust
performance
measurement
and
reporting
system.
These
metrics
will
track
progress,
demonstrate
impact,
and
provide
accountability
for
both
the
City
and
the
community.
Booking & Utilization ● Target : At least 75% of available days programmed annually , including rentals, resident
company
events,
touring
productions,
student
matinees,
and
community
showcases.
● Rationale : Maximizing calendar usage ensures consistent community activation, generates
strong
rental
income,
and
positions
the
theatre
as
a
year-round
cultural
hub.
● Measurement : Monthly utilization reports comparing available dates to booked dates; tracking
by
event
type
(arts
programming,
commercial
rentals,
nonprofit/community
use).
Community Engagement ● Target : Establish 12+ active partnerships annually with local nonprofits, schools, businesses,
and
cultural
organizations.
● Rationale : These partnerships expand the theatre’s role as a civic hub, foster cross-sector collaboration,
and
leverage
community
assets.
● Measurement : Annual partnership log including number of organizations engaged, nature
of
collaboration
(in-kind,
co-programming,
sponsorship),
and
estimated
community
reach.
Education Impact ● Target : Serve 4,000+ students annually through student matinee performances, in-school
residencies,
enrichment
programs,
and
workshops.
● Rationale : Expands access to arts education, supports local school districts, and cultivates
the
next
generation
of
theatre-goers
and
artists.
● Measurement : Student participation reports, teacher feedback surveys, and year-over-year
growth
in
educational
program
enrollment.
Patron & Client Satisfaction ● Target : Achieve 85%+ satisfaction rates from patrons and rental clients. ● Rationale : High satisfaction ensures strong word-of-mouth promotion, repeat rentals, and
consistent
ticket
sales.
● Measurement : Post-event surveys for audiences and renters; tracking of repeat bookings and
patron
loyalty
indicators.
38
Transparency & Reporting ● Target : Provide Quarterly QA/QC (Quality Assurance / Quality Control) reports to the
City.
● Rationale : Demonstrates accountability, fiscal responsibility, and proactive issue resolution.
● Measurement : Reports will include booking/utilization metrics, revenue performance, sponsorship
development,
customer
satisfaction
results,
incident
reports,
and
capital
improvement
updates.
Additional Accountability Measures ● KPI Dashboard : Internal monthly dashboard tracking revenue mix, concession sales, subsidy
reduction
trajectory,
incident
rate,
and
maintenance
compliance.
● Annual Public Report : A community-facing report summarizing programming impact, education
reach,
financial
stewardship,
and
upcoming
goals.
● Continuous Improvement : Annual review meetings with the City to assess progress, identify
challenges,
and
adjust
strategies
to
ensure
long-term
sustainability.
39
X. Closing Statement
Rodgers Creative Enterprises (RCE) is proud to present our proposal to serve as the operator of Fairfield’s
Downtown
Theatre.
With
over
20 years
of
leadership
in
the
arts
and
a
proven
track
record
through
our
divisions—Starbound
Theatre
and
Creative
ArtReach—we
bring
both
the
professional
expertise
and
community-rooted
passion
necessary
to
revitalize
this
venue.
Our
plan
invests
strategically
in
staffing,
marketing,
and
facility
upgrades
in
the
early
years,
achieving
break-even
by
year
three
and
profitability
by
year
four.
Surpluses
will
be
reinvested
into
expanded
programming,
educational
outreach,
and
capital
improvements,
ensuring
that
the
theatre
becomes
a
vibrant
cultural
anchor
for
Fairfield’s
residents,
businesses,
and
visitors.
Aligned with the City’s goals, this proposal emphasizes fiscal responsibility, transparency, and measurable
community
impact.
We
will
reduce
the
City’s
subsidy
by
50%
over
ten
years,
diversify
revenue
streams
through
rentals,
ticket
sales,
sponsorships,
and
concessions,
and
activate
the
venue
with
dynamic
programming
that
benefits
both
the
local
economy
and
cultural
landscape.
Through
revenue
growth,
we
will
cut
the
City
subsidy
in
half
and
build
toward
full
financial
self-sufficiency.
With
a
strong
on-site
management
team,
robust
marketing
and
development
strategies,
and
a
commitment
to
accessibility,
sustainability,
and
education,
RCE
is
prepared
to
transform
the
Downtown
Theatre
into
a
thriving,
self-sustaining
hub
of
creativity,
community
pride,
and
economic
vitality.
40
Rodgers Creative
Enterprises
OPERATIONAL PLAN Downtown Theatre Fairfield, CA
1
Table of Contents
Rodgers Creative Enterprises ................................................................................................................... 1 I. Executive Summary .......................................................................................................................................... 3 II. Staffing Model & Organizational Structure ..................................................................................................... 5 III. Venue Operations ............................................................................................................................................ 8 IV. Maintenance & Safety Plan ........................................................................................................................... 12 V. Technical Services .......................................................................................................................................... 14 VI. Food & Beverage Operations ....................................................................................................................... 16 VII. Programming & Booking ............................................................................................................................ 18 VIII. Community Outreach & Engagement ........................................................................................................ 20 IX. Quality Assurance & Compliance ................................................................................................................ 22 X. Insurance & Risk Management ...................................................................................................................... 23
2
I. Executive Summary
Rodgers Creative Enterprises (RCE) respectfully submits this Operating Plan for the Downtown Theatre,
in
accordance
with
the
City
of
Fairfield’s
Request
for
Qualifications
(RFQ)
requirements.
This
plan
provides
a
comprehensive
framework
for
the
daily
management,
operations,
and
maintenance
of
the
Theatre
and
is
designed
to
ensure
its
success
as
a
premier
cultural
and
community
venue
for
Fairfield
and
the
greater
Solano
region.
As a locally rooted organization with over two decades of leadership in arts education, theatre production,
and
community
programming,
RCE
brings
both
the
capacity
and
expertise
to
manage
this
facility
at
a
professional
level
while
also
activating
it
as
a
dynamic
cultural
anchor
in
the
Heart
of
Fairfield.
With
a
dedicated
staff
of
more
than
75 employees,
a
track
record
of
municipal
and
school
partnerships,
and
a
proven
ability
to
balance
operational
precision
with
creative
vision,
we
are
uniquely
positioned
to
meet
and
exceed
the
City’s
expectations.
In recognition of the need for dedicated venue operations expertise, RCE has developed a new division of
our
company—
Center
Stage
Management
—focused
exclusively
on
professional
theatre
and
event
management.
This
strategic
expansion
unites
our
proven
experience
in
community-based
programming
with
specialized
systems
for
facility
rentals,
technical
services,
concessions,
hospitality,
and
client
services.
Through
Center
Stage
Management,
RCE
can
provide
the
City
with
the
operational
infrastructure
required
for
seamless
day-to-day
theatre
management,
while
also
ensuring
the
Theatre
remains
a
vibrant
community
hub.
This Operating Plan outlines the specific systems and protocols RCE will implement in Year One, including:
● A clear staffing model that balances full-time leadership with trained part-time and contract support,
fully
compliant
with
AB5
and
California
labor
standards.
● Robust daily, weekly, monthly, and annual operational procedures for ticketing, front-of-house management,
concessions,
custodial
services,
and
backstage/technical
operations.
● A proactive facility maintenance and safety plan designed to preserve the Theatre’s physical assets
and
ensure
compliance
with
ADA,
fire,
and
public
safety
regulations.
● A comprehensive quality assurance and quality control (QA/QC) framework that emphasizes accountability,
transparency,
and
continuous
improvement.
● A strong focus on community engagement, ensuring that the Theatre is not only well-maintained but
also
well-utilized
as
a
gathering
place
for
diverse
audiences,
artists,
schools,
and
local
businesses.
3
In Year One, Rodgers Creative Enterprises (RCE) will focus on establishing a strong operational foundation
that
ensures
the
Downtown
Theatre
operates
at
the
highest
level
of
professionalism
while
reflecting
the
diverse
voices,
stories,
and
needs
of
the
Fairfield
community.
With
the
expanded
capacity
provided
by
our
new
Center
Stage
Management
division,
we
are
committed
to
managing
the
Theatre
not
simply
as
a
performance
space,
but
as
a
civic
and
cultural
hub
that
enhances
economic
vitality,
strengthens
community
identity,
and
expands
access
to
the
arts
for
all.
Our Year One priorities include:
● Establishing professional and efficient daily operating procedures. ● Ensuring compliance with safety, ADA, and municipal regulations. ● Activating the Theatre with a balanced calendar of productions, rentals, and community events. ● Implementing a staffing model that is cost-effective, scalable, and service-oriented. ● Maintaining proactive facility upkeep through preventive maintenance and quality assurance protocols.
● Developing strategic partnerships that bridge Travis Air Force Base and Suisun Valley into Downtown
Fairfield,
strengthening
the
Theatre’s
role
as
a
regional
cultural
connector.
● Expanding education and outreach initiatives, including student matinees and workforce development
opportunities
for
youth.
● Building systems for audience engagement and patron feedback to establish a strong customer service
culture.
● Establishing foundational fundraising and sponsorship initiatives to diversify revenue streams and
reduce
reliance
on
City
subsidy.
● Implementing data-driven ticketing and audience engagement systems to track attendance, improve
marketing
effectiveness,
and
build
a
long-term
patron
base.
● Launching a volunteer and ambassador program to involve community members in ushering, event
support,
and
outreach,
fostering
stronger
civic
ownership
of
the
Theatre.
● Creating a sustainability and green operations baseline, including energy audits, LED lighting upgrades,
and
waste
reduction
practices,
aligning
the
Theatre
with
Fairfield’s
long-term
sustainability
goals.
● Preferred vendor list established
4
II. Staffing Model & Organizational Structure
Organizational Structure
● Chief Executive Officer (CEO) – Oversight, strategy, City liaison. ● Company Manager / Rental Manager – Client relations, scheduling, front-of-house management.
● Technical Director – Facility operations, AVL systems, safety and compliance. ● Production Coordinator / Director of Facilities – Scheduling, budgets, logistics, facility upkeep.
● Education Director – Student matinees, curriculum, enrichment partnerships. ● Community Outreach Coordinator – Business partnerships, resident companies, community engagement.
● Marketing & Development Manager – Oversees marketing campaigns, brand strategy, donor relations,
and
sponsorship
development
to
maximize
visibility
and
revenue
growth.
● Events & Catering Coordinator – Concessions, catering partnerships, hospitality packages. ● Support Staff – Box office attendants, ushers, concessions staff, custodial and part-time technicians.
Staffing Approach
Employment Model : Combination of full-time leadership, part-time staff, and trained contractors,
structured
to
provide
both
cost
efficiency
and
high-quality
service.
AB5 Compliant : All staff classifications and contracts are aligned with California Assembly Bill 5 (AB5)
requirements.
Employees
are
appropriately
categorized
as
W-2
employees
when
duties
fall
under
the
law,
ensuring
compliance
with
wage,
hour,
and
benefit
regulations.
Independent
contractors
are
only
utilized
when
duties
meet
AB5’s
exemptions
(e.g.,
specialty
artists,
guest
performers,
and
outside
technical
specialists).
Equitable Pay & Benefits : RCE maintains transparent pay scales, offers opportunities for professional
development,
and
ensures
that
all
employment
practices
meet
state
labor
standards.
Workforce Development : Integration of internship and apprenticeship opportunities, particularly
for
youth
and
students
in
technical
theatre,
event
management,
and
arts
education
pathways.
Cross-Training : Staff receive training across front-of-house, concessions, and customer service duties
to
maximize
efficiency
and
reduce
staffing
redundancies.
5
Ongoing Training & Evaluation : All staff receive annual training in customer service, ADA compliance,
emergency
preparedness,
and
City-specific
policies.
Staff
are
evaluated
quarterly
for
performance,
safety,
and
quality
standards.
Retention & Advancement : Career growth pathways are built into the staffing model, encouraging
long-term
retention
of
talented
staff.
Day-to-Day Staffing
To ensure smooth, professional operations, Rodgers Creative Enterprises will maintain a consistent
onsite
presence
at
the
Downtown
Theatre.
Our
staffing
model
combines
full-time
leadership,
part-time
support
staff,
and
trained
contractors,
structured
for
flexibility
and
cost-effectiveness
while
meeting
operational
needs.
Core Full-Time Staff (Onsite Daily): ● Technical Director (Full-Time, Salaried) – Responsible for facility operations, technical
systems
(AVL),
safety
compliance,
and
coordination
with
City
staff
on
maintenance
issues.
Serves
as
the
primary
onsite
contact
for
production
and
technical
needs.
● Production Coordinator / Director of Facilities (Full-Time, Salaried) – Oversees rehearsal
and
event
scheduling,
production
timelines,
budgets,
and
logistics.
Works
closely
with
the
Technical
Director
to
ensure
daily
operational
readiness
of
the
Theatre.
Rotating / Scheduled Staff (As Needed for Events & Rentals):
● Company Manager / Rental Manager – Onsite for client walkthroughs, event load-ins, and
front-of-house
operations.
Manages
box
office
staff,
ushers,
and
concessions.
● Events & Catering Coordinator – Oversees concessions and catering during performances,
rentals,
and
community
events.
● Community Outreach Coordinator – Present during community events and partnership activations.
Support Staff (Part-Time / Event-Based):
● Box Office Attendants – Scheduled during performances and events to manage ticket sales
and
patron
services.
● Custodial Staff – Daily cleaning and sanitation with deep-clean scheduling on a weekly/monthly
basis.
● Contract Technicians – Brought in as needed for touring productions, large-scale events, or
specialized
AVL
needs.
6
7
III. Venue Operations
Daily Protocols
To ensure a consistent, safe, and customer-focused environment, the Downtown Theatre will operate under
structured
daily
protocols
managed
by
the
House
Manager,
Technical
Director,
and
Production
Coordinator.
These
protocols
are
designed
to
cover
all
aspects
of
front-of-house,
backstage,
and
facility
operations.
Opening Procedures (Pre-Event / Start of Day): ● House Manager completes the opening checklist, unlocking and securing designated areas,
powering
on
house
systems,
and
preparing
FOH
stations.
● Ticketing & POS Systems : Box office staff test online and in-person ticketing systems, verify
connectivity
of
scanners,
and
ensure
cash
drawers
and
credit
card
readers
are
balanced
and
operational.
● Safety Walkthrough : Conducted by the Technical Director. Includes lobby, restrooms, seating
areas,
backstage,
stage
deck,
green
rooms,
and
emergency
exits.
Any
hazards
or
maintenance
needs
are
logged
and
reported
immediately.
● Concessions Setup : Concessions staff verify inventory, restock supplies, and conduct compliance
checks
for
food
handling
and
expiration
dates.
Temperatures
of
refrigeration
units
are
logged,
and
POS
tested
for
sales
tracking.
● Technical Systems Check : Technical Director or designated technician powers up AVL systems
(lighting,
sound,
rigging)
and
completes
diagnostics
to
ensure
readiness
for
rehearsals
or
performances.
During Operations (Rehearsal / Performance / Rental Use): ● House Manager maintains active oversight of public areas, addressing accessibility needs, patron
services,
and
crowd
flow.
● Custodial staff rotate through restrooms, lobby, and high-traffic areas for cleaning and replenishing
supplies.
● Technical staff manage the technical needs of events, including operation of AVL systems,
backstage
coordination,
and
troubleshooting
as
required.
● Ushers and FOH crew follow patron service protocols, including late seating, program distribution,
and
emergency
response
readiness.
Closing Procedures (End of Day / Post-Event): ● House Manager completes the closing checklist: ensures patrons and staff exit safely, secures
doors
and
emergency
exits,
powers
down
FOH
systems,
and
balances
cash/receipts
with
box
office.
8
● Technical Director / Crew powers down AVL systems, secures backstage equipment, and
resets
stage
area
for
the
next
scheduled
event.
● Concessions Staff reconcile sales, secure cash, and complete waste/spoilage log for inventory
management.
● Custodial Staff conduct end-of-day cleaning of restrooms, lobby, backstage, and public seating
areas.
● Incident reports and maintenance requests are filed before the end of shift to ensure issues are
addressed
before
the
next
day
of
operation.
Weekly Protocols
Weekly protocols provide an additional layer of oversight, coordination, and quality control to ensure smooth
operations
across
all
departments.
These
protocols
emphasize
communication,
preventive
maintenance,
and
responsiveness
to
audience
and
client
needs.
Staff Meetings & Debriefings:
● Department heads (House Manager, Technical Director, Production Coordinator, Concessions/Events,
and
Outreach/Marketing)
meet
weekly
to
review
the
prior
week’s
events
and
upcoming
schedule.
● Topics include: scheduling adjustments, staffing needs, safety observations, customer service
highlights/concerns,
and
technical
or
facility
updates.
● Meeting notes are documented and shared with leadership and relevant City staff for transparency
and
follow-up.
Preventive Maintenance Checks:
● The Technical Director inspects and documents the condition of AVL systems (lighting grid,
sound
board,
microphones,
projectors,
rigging,
and
cables).
● Facilities review includes HVAC filter checks, thermostat calibration, and inspection of fire
extinguishers,
exit
signs,
and
emergency
lighting.
● Custodial & FOH checks ensure seating, lobby fixtures, and restroom amenities are in good
condition;
minor
repairs
are
scheduled
immediately,
with
larger
maintenance
logged
for
City
collaboration.
● Maintenance tasks are logged in a centralized system to track completion, recurring issues,
and
vendor
needs.
9
Customer Service Review (Audience & Client Feedback):
● Audience surveys (collected via QR code, digital forms, or on-site cards) are reviewed by the Company
Manager
and
summarized
for
leadership.
● Rental clients are contacted for a short follow-up survey or call, allowing RCE to track satisfaction
levels
with
event
coordination,
FOH
service,
and
technical
support.
● Trends and recurring comments are flagged for action in staff training sessions or operational updates.
● Feedback is integrated into a Customer Experience Dashboard reviewed monthly to ensure continuous
improvement.
Monthly Protocols
Monthly protocols provide a broader operational review and ensure that systems are functioning efficiently,
resources
are
well-managed,
and
patron
experiences
remain
at
a
consistently
high
standard.
Inventory Checks (Concessions, Maintenance Supplies, Technical Equipment):
● Concessions : Monthly counts of all food and beverage items with waste/spoilage reports, vendor
ordering
schedules,
and
tracking
of
best-selling
items
to
adjust
product
mix.
● Maintenance Supplies : Custodial and facilities staff review cleaning agents, restroom products,
and
repair
supplies
to
ensure
readiness
for
high-volume
events.
● Technical Equipment : Full check of microphones, cables, lighting instruments, sound boards,
and
projection
systems.
Damaged
or
aging
items
are
logged
for
replacement
or
repair,
with
vendor
quotes
secured
in
advance
when
needed.
● Inventory data is logged in a centralized tracking system to maintain cost efficiency and transparency.
Scheduling Review (Rentals and Programming):
● Production Coordinator and Company Manager conduct a forward-looking calendar review,
verifying
that
rehearsal
schedules,
performances,
and
private
rentals
are
properly
staffed,
resourced,
and
sequenced
without
conflict.
● Coordination meetings with City staff ensure alignment on large-scale events, maintenance
closures,
or
shared-use
scheduling.
● Updates are communicated to all staff in a monthly bulletin, ensuring front-of-house, custodial,
and
technical
teams
are
prepared.
10
Patron Feedback Surveys (QR Code + On-Site Collection):
● Surveys from the previous month are compiled and analyzed to identify trends in audience
satisfaction,
accessibility,
concessions,
and
customer
service.
● Reports are shared with staff and the City, highlighting areas of success and opportunities for
improvement.
● Feedback is used to update training topics, concessions offerings, and FOH protocols. ● Incentives (e.g., entry into a ticket raffle) are provided to encourage participation and increase
survey
return
rates.
Annual Protocols
Annual protocols provide a comprehensive review of the Downtown Theatre’s overall condition, safety standards,
and
long-term
operational
strategy.
These
reviews
are
performed
in
close
collaboration
with
City
staff
and
community
stakeholders
to
ensure
that
the
Theatre
continues
to
meet
professional
standards,
municipal
goals,
and
community
expectations.
Full Facility Audit (in collaboration with City staff):
● Conducted jointly by RCE’s Technical Director, Production Coordinator, and City facilities
staff.
● Covers structural elements, seating, HVAC, restrooms, concessions, backstage, and AVL systems.
● Identifies immediate repairs, long-term capital improvements, and sustainability upgrades (e.g.,
LED
lighting,
energy
efficiency,
ADA
compliance).
● Results documented in a written report with prioritized recommendations for the following
year,
submitted
to
the
City
for
review.
Emergency Drill and Safety Compliance Review:
● Annual fire and evacuation drill conducted with all staff, volunteers, and contract personnel,
ensuring
familiarity
with
exits,
assembly
areas,
and
safety
procedures.
● Review of ADA accessibility standards, fire code compliance, crowd control protocols, and
health/sanitation
procedures.
● Staff certifications (e.g., CPR, First Aid, food handling, fire extinguisher use) are renewed
and
logged.
● Collaboration with Fairfield Fire Department, Police Department, and other agencies for integrated
emergency
preparedness.
11
Strategic Planning Session with City and Stakeholders:
● RCE leadership hosts annual planning sessions with City staff, resident companies, sponsors,
and
community
representatives.
● Topics include: review of performance metrics, financial outcomes, patron satisfaction, and
programming
success.
● Collaborative planning for the upcoming season, including scheduling, community partnerships,
and
marketing
strategies.
● Long-term goals are revisited and aligned with the City’s Heart of Fairfield initiative and broader
economic
development
objectives.
IV. Maintenance & Safety Plan
A well-maintained and safe facility is critical to the success of the Downtown Theatre. Rodgers Creative Enterprises
(RCE)
will
implement
a
structured
Maintenance
&
Safety
Plan
designed
to
protect
the
City’s
assets,
ensure
compliance
with
all
regulatory
standards,
and
provide
a
positive,
worry-free
experience
for
patrons,
performers,
and
staff.
Preventive Maintenance Schedule:
● HVAC Systems : Quarterly inspections, filter changes, and thermostat calibrations conducted by licensed
professionals
to
ensure
consistent
climate
control
and
energy
efficiency.
● Seating : Regular inspection of upholstery, fastenings, and seat mechanisms; repairs scheduled promptly
to
maintain
safety
and
aesthetics.
● Rigging Systems : Certified inspections of fly systems, battens, counterweights, and pulleys performed
quarterly
to
ensure
compliance
with
theatrical
safety
standards.
● Lighting & Sound Equipment : Quarterly servicing of lighting instruments, sound boards, microphones,
and
cabling;
replacement
schedules
tracked
for
aging
equipment.
● Documentation : All maintenance activities logged in a centralized system accessible to both RCE
and
City
staff
for
accountability
and
budget
forecasting.
Safety Compliance:
● Fire Code : Annual review of fire suppression systems, extinguishers, alarms, and exit lighting in collaboration
with
the
Fairfield
Fire
Department.
12
● ADA Accessibility : Annual audits of seating, restrooms, stage access, and assistive technology (hearing
devices,
visual
aids)
to
ensure
compliance
with
the
Americans
with
Disabilities
Act
(ADA).
● Emergency Preparedness : Annual drills and staff certifications in evacuation, CPR, First Aid, and
crowd
management
protocols.
Incident Reporting:
● A digital incident log will be maintained for all safety, maintenance, and customer service issues. ● Staff are trained to log incidents in real time, including details, immediate actions taken, and follow-up
needs.
● Reports are reviewed weekly by the Technical Director and Production Coordinator, with summaries
provided
quarterly
to
the
City
as
part
of
QA/QC
reporting.
● Incident tracking ensures trends are identified early, preventing recurring issues and strengthening
liability
protections.
Custodial Standards:
● Daily Cleaning : Restrooms, lobby, seating, backstage, and dressing rooms are cleaned and sanitized
before
and
after
each
event.
● Event Turnover : Quick-response custodial teams refresh high-traffic areas between matinees and
evening
performances.
● Quarterly Deep Cleaning : Carpets, upholstery, draperies, concessions areas, and backstage spaces
undergo
deep
cleaning
and
sanitation.
● Green Cleaning Practices : Use of environmentally friendly cleaning agents and waste management
practices
aligned
with
sustainability
goals.
13
V. Technical Services
RCE will maintain the Downtown Theatre’s audio, visual, and lighting (AVL) systems, as well as stage mechanics
and
backstage
infrastructure,
at
a
professional
standard
of
safety,
reliability,
and
performance
quality.
Technical
services
will
be
managed
by
the
full-time
Technical
Director,
with
support
from
trained
technicians
and
contractors
as
needed.
Daily Protocols:
● AVL Equipment Diagnostics : All sound, lighting, and projection systems powered on and tested
for
functionality
prior
to
rehearsals
and
events;
includes
microphone
checks,
projector
testing,
and
soundboard
presets.
● Cable & Rigging Safety Checks : Cables and cords inspected for wear, proper placement, and safe
management;
rigging
lines
visually
checked
for
integrity.
● Communication System Testing : Intercom headsets, backstage paging, and cue light systems tested
for
connectivity
and
clarity
to
ensure
effective
crew
communication
during
events.
● Stage & Backstage Walkthrough : Technical Director or designee ensures the stage deck, wings,
fly
rail,
and
loading
dock
are
clear
of
hazards
and
safe
for
immediate
use.
Weekly Protocols:
● Lighting & Sound Board Inspections : All console functions tested, including dimmers, patching,
faders,
EQ,
and
presets.
Reports
logged
for
potential
repairs.
● Fly System Review : Counterweights, pulleys, ropes, and battens inspected for safe operation; adjustments
scheduled
as
needed.
● Mic Pack & Headset Inventory : Batteries replaced, transmitters and receivers tested, and condition
logged;
broken
or
missing
items
noted
for
replacement.
● Preventive Training Review : Technicians receive weekly safety refreshers on AVL equipment usage
under
staff
supervision.
Monthly Protocols:
● Calibration of AVL Systems : Sound and lighting systems calibrated for optimal performance, including
EQ
balancing,
projector
focus,
and
spotlight
adjustments.
● Software Updates : Firmware and software for AVL systems updated, with backups created to prevent
system
loss.
● Inventory & Condition Assessment : Cables, instruments, speakers, and control boards inspected;
items
nearing
end
of
lifecycle
logged
for
ordering
or
vendor
consultation.
14
● Test of Backup Power : Generators and battery backups tested to ensure systems remain operational
during
power
interruptions.
Annual Protocols:
● Certified AVL Audit : A third-party AVL vendor conducts a full systems audit, ensuring compliance
with
industry
standards
and
identifying
capital
improvement
needs.
● Rigging & Safety Certification : Full inspection of fly systems, hoists, rigging hardware, and counterweight
systems
conducted
and
documented
by
certified
rigging
professionals.
● Replacement Schedule Review : Equipment replacement schedules updated based on condition reports,
manufacturer
recommendations,
and
usage
logs.
● Technical Rider Review : Standards updated to ensure the Theatre can accommodate touring productions,
concerts,
and
community
events
with
industry-standard
specifications.
15
VI. Food & Beverage Operations
The Food & Beverage (F&B) program at the Downtown Theatre will balance high-quality patron service,
local
business
partnerships,
and
strict
health
and
safety
compliance.
RCE
will
manage
concessions
in-house
while
cultivating
catering
collaborations
with
regional
vendors
to
enhance
the
customer
experience
and
strengthen
Fairfield’s
economic
ecosystem.
Concessions (Operated In-House):
● Managed by the Events & Catering Coordinator with trained support staff. ● Point-of-Sale (POS) systems integrated with ticketing software to allow seamless tracking of sales,
product
mix,
and
customer
preferences.
● Standard offerings include snacks, soft drinks, coffee/tea, and select local products; menu updated
seasonally
based
on
sales
trends
and
community
input.
● Staff cross-trained in concessions and ushering to maximize efficiency during intermissions.
Catering (Partnerships with Local Businesses):
● Strategic partnerships with Fairfield and Suisun Valley restaurants, wineries, and caterers to provide
food
and
beverage
packages
for
rentals,
conferences,
and
special
events.
● Flexible options for weddings, nonprofit galas, and corporate functions, ranging from hors d’oeuvres
to
full
banquets.
● Opportunities for cross-promotional marketing, such as featuring “local winery nights” or themed
dining
experiences
tied
to
performances.
● Preferred vendor list established in Year One, ensuring consistency, reliability, and high service standards.
Compliance (Food Safety & Licensing):
● All food handlers trained and certified in accordance with Solano County Health Department requirements.
● Concessions staff complete annual refreshers on food safety, sanitation, and alcohol service protocols.
● Quarterly internal sanitation checks logged, in addition to an annual third-party food safety audit for
transparency
and
accountability.
● Collaboration with City staff to ensure proper permits and licenses are maintained for all food and
beverage
operations,
including
alcohol
sales
if
approved.
16
Customer Experience (Patron-Centered Service):
● Feedback collected after catered events and special hospitality packages through surveys and comment
cards.
● Menu and service adjustments made in response to patron input, ensuring continuous improvement.
● Consideration for special dietary needs (vegetarian, vegan, gluten-free) and child-friendly options
to
better
serve
diverse
audiences.
● Concessions areas branded to reflect the Theatre’s identity while offering a welcoming, efficient, and
accessible
patron
experience.
17
VII. Programming & Booking
Balanced Year One Goals
Resident Companies - Contract with 4-6 Resident Companies who commit to produce 4 events annually
at
the
Downtown
Theatre.
We
currently
have
four
companies
interested
in
becoming
a
resident
company.
A Local Community Theatre producing a season of a minimum of four musicals and plays.
The Downtown Presents Season Series (Concerts, Dance, Film) : A curated series of 4–6 shows
annually,
designed
to
bring
diverse,
professional,
and
regional
talent
to
Fairfield
while
complementing
community
programming.
This
series
will
serve
as
a
signature
brand
for
the
Downtown
Theatre
under
Rodgers
Creative
Enterprises.
School Matinee Program : 3,000+ students served annually (FSUSD, VUSD, regional).
Comedy Nights @ the Downtown will host stand-up comedians and improv twice a month, pairing
headliners
with
a
local
opener
and
offering
“Date
Night”
discounts
through
restaurant
partners.
Laugh
Local
Showcase
and
Comedy
&
Cabernet
highlight
regional
talent
and
Suisun
Valley
winery
collaborations,
creating
unique
arts-and-culture
experiences.
Improv
Throwdown,
Comedy
&
Community
Nights
,
and
the
Laugh
Lounge
Series
bring
variety
through
themed
shows,
intimate
cabaret-style
evenings,
and
audience
participation.
To
cap
the
momentum,
Festival-Style
Headliner
Nights
will
build
toward
an
Annual
Fairfield
Comedy
Festival,
positioning
the
Theatre
as
a
regional
comedy
destination.
Private Rentals : Weddings, conferences, nonprofit galas, civic events.
A Speaker Series bringing authors, thought leaders, and community innovators to Fairfield.
Programs
will
range
from
author
talks
and
book
events
to
panels
with
civic
leaders,
educators,
and
cultural
advocates.
Motivational
and
professional
development
speakers
will
also
be
featured,
offering
content
tailored
to
business,
nonprofit,
and
youth
audiences.
This
series
will
diversify
the
Theatre’s
programming,
attract
new
audiences,
and
establish
the
venue
as
a
hub
for
ideas
as
well
as
performances.
Downtown Festivals & Community Nights : Co-produced with Visit Fairfield, the City of Fairfield
and
local
partners.
18
A Monthly Art Walk , facilitated by a resident company, will feature rotating exhibits in the lobby,
mezzanine,
and
plaza
highlighting
both
professional
and
student
artists.
Events
will
include
local
artisan
vendors,
Suisun
Valley
winery
tastings,
and
live
acoustic
performances
to
create
a
vibrant
downtown
atmosphere.
A
“Passport”
stamp
program
with
nearby
businesses
will
encourage
cross-traffic
and
strengthen
partnerships
within
the
district.
The
series
will
also
host
themed
nights—such
as
heritage
celebrations,
veterans’
spotlights,
and
youth
showcases—broadening
community
participation.
Participation
from
Travis
AFB
artists
and
families
will
be
a
priority,
building
stronger
cultural
ties
between
the
base
and
Downtown
Fairfield.
Booking Process
Transparent Rental Packages will be clearly outlined online and in print, with easy-to-access information
on
rates,
included
services,
and
add-on
options
such
as
technical
support,
concessions,
and
catering.
The
Company/Rental
Manager
will
serve
as
a
single
point
of
contact,
ensuring
efficient
and
responsive
communication
throughout
the
booking
process.
Digital
forms
and
checklists
will
streamline
requirements
and
deadlines,
making
the
process
professional
and
client-friendly.
Packages
will
be
tiered
to
meet
the
needs
of
nonprofits,
private
events,
corporate
conferences,
and
touring
productions.
This
approach
ensures
clarity,
flexibility,
and
transparency
for
all
rental
clients.
Client Relations & Support
RCE is committed to providing professional, client-centered services that make the Downtown Theatre an
accessible
and
attractive
venue
for
community
groups,
nonprofits,
private
renters,
and
touring
productions.
A
dedicated
Company/Rental
Manager
will
serve
as
the
single
point
of
contact
for
all
clients,
ensuring
smooth
communication
from
inquiry
through
event
completion
and
offering
personalized
support
throughout
the
process.
Key Client Engagement Strategies include:
● Bi-Annual Open House Theatre Days: Twice a year, potential clients will be invited to tour
the
facility,
meet
staff,
and
explore
rental
packages.
Attendees
will
receive
early
booking
access
to
secure
preferred
dates
for
the
upcoming
season.
● Pre-Event Walkthroughs & Planning: All rental clients will be offered an in-person or virtual
walkthrough
to
finalize
logistics,
schedules,
and
technical
needs.
● Post-Event Surveys & Debriefs: Short client feedback tools will capture satisfaction levels
and
identify
improvements,
with
a
clear
escalation
process
in
place
to
address
concerns
quickly
and
professionally.
19
● Marketing Support Options: Rental clients may opt for add-on promotional support through
the
Theatre’s
social
media,
newsletters,
lobby
displays,
and
partnerships
with
Visit
Fairfield
and
local
press
outlets.
● Community Access & Equity: Priority scheduling windows for resident companies and nonprofits;
tiered
pricing
for
smaller
community
groups;
and
Community
Spotlight
Nights
showcasing
schools,
artists,
and
civic
organizations.
● Calendar Management & Balance: The master calendar will be reviewed monthly to maintain
a
healthy
balance
between
revenue-generating
rentals
and
mission-driven
community
programming,
with
clear
communication
to
resident
companies
to
coordinate
rehearsals,
performances,
and
shared-use
schedules.
VIII. Community Outreach & Engagement
RCE believes the Downtown Theatre should serve as a cultural home for Fairfield while also acting as a regional
connector
for
schools,
businesses,
and
civic
groups.
In
Year
One,
we
will
activate
partnerships
and
events
that
ensure
the
Theatre
is
consistently
utilized,
widely
accessible,
and
deeply
connected
to
the
community.
Resident Companies ● Our resident companies partners will anchor the Theatre’s artistic calendar, providing consistent youth
and
community
productions
that
draw
broad
audiences.
● Resident companies will receive priority booking windows, rehearsal access, and collaborative marketing
support
to
ensure
sustainability
and
long-term
growth.
● Their presence guarantees a reliable foundation of high-quality programming while also cultivating
local
talent.
Schools ● Partnerships with Fairfield-Suisun Unified School District (FSUSD) and Vacaville Unified School
District
(VUSD)
will
bring
3,000+
students
annually
to
the
Theatre
for
daytime
matinees
and
educational
performances.
● Curriculum-aligned performances will be paired with study guides and talkbacks, deepening the connection
between
classroom
learning
and
live
performance.
● These matinees will ensure equitable access to the arts for students who may not otherwise experience
live
theatre.
20
Local Businesses ● The Partners in Performance initiative will create cross-promotions with downtown restaurants, wineries,
and
shops,
encouraging
patrons
to
dine,
shop,
and
explore
downtown
before
or
after
attending
events.
● Special packages, such as “Dinner + Show” promotions and wine tastings paired with concerts, will
connect
the
Theatre
directly
to
Fairfield’s
business
ecosystem.
● A Dining Guide Partnership will be developed with downtown and local restaurants, providing Theatre
patrons
with
a
curated
list
of
dining
options,
discounts,
and
pre/post-show
specials—driving
business
to
local
establishments
while
enhancing
the
overall
audience
experience.
● Collaborations with Suisun Valley wineries and Travis AFB will further extend the Theatre’s reach
and
economic
impact.
Community Events
● Inspire Awards : An annual recognition event celebrating educators, artists, and community leaders
who
advance
Solano
County’s
creative
culture.
● Solano Follies (Pilot): A community variety show bringing together civic leaders, local businesses,
and
residents
for
a
night
of
humor,
talent,
and
philanthropy.
● Youth Arts Expo : A showcase of student theatre, dance, music, and visual arts projects from FSUSD,
VUSD,
TUSD
and
regional
schools,
highlighting
the
next
generation
of
talent.
● Arts Gala & Grant Fundraiser : An elegant annual fundraising event featuring performances, auctions,
and
community
sponsors,
with
proceeds
dedicated
to
creating
an
Annual
Arts
Grant
Program
that
supports
local
artists,
schools,
and
nonprofits
in
producing
innovative
cultural
projects.
● These signature events will not only provide entertainment but also strengthen civic pride and attract
diverse
audiences
to
the
Theatre.
Regional Partnerships ● Travis Air Force Base : Programming and ticket initiatives designed to welcome military service members
and
families,
including
special
cultural
nights
and
discounts.
● Suisun Valley & Regional Tourism : Partnerships with wineries, farms, and Visit Fairfield to co-create
destination
events
that
tie
agriculture
and
tourism
into
downtown
Fairfield.
● Wine Awards Gala : An annual gala celebrating Suisun Valley and Solano County wines, featuring
tastings,
awards,
and
live
entertainment
at
the
Downtown
Theatre.
This
event
will
draw
regional
visitors
while
positioning
Fairfield
as
a
hub
for
wine,
culture,
and
community.
21
IX. Quality Assurance & Compliance
RCE is committed to delivering consistent, high-quality operations at the Downtown Theatre through structured
quality
assurance
(QA)
and
compliance
practices.
Our
system
emphasizes
daily
attention
to
detail,
continuous
improvement,
and
regular
reporting
to
the
City
to
ensure
accountability
and
alignment
with
municipal
goals.
Daily Protocols ● House and Technical Managers complete detailed opening and closing checklists, including front-of-house
readiness,
concessions
setup,
and
technical
systems
functionality.
● Patron accessibility needs are logged, and any incidents are recorded in the digital reporting system
for
follow-up.
Weekly Protocols ● Staff debriefings and team meetings to review audience feedback, operational challenges, and highlight
successes.
● Customer service reviews conducted by the Company Manager, drawing on surveys, social media
comments,
and
on-site
observations.
● Adjustments to staffing or procedures made proactively to address trends.
Quarterly Protocols ● QA/QC summary reports compiled by RCE leadership and shared with City staff for transparency.
● Reports include analysis of audience satisfaction, safety incidents, maintenance logs, rental client feedback,
and
financial
performance
indicators.
● Quarterly staff refresher training in customer service, ADA compliance, and emergency protocols
ensure
ongoing
professional
standards.
Annual Protocols ● Full-Year Patron Survey conducted through digital outreach and on-site QR codes, capturing data
on
audience
satisfaction,
programming
interests,
and
facility
experiences.
● Accessibility Audit completed by staff and external consultants to confirm ADA compliance and
recommend
improvements.
● Annual review of QA/QC goals and performance presented to City Council or designated staff as
part
of
strategic
planning.
22
Performance Metrics (Year One Targets) ● 75%+ Annual Booking Capacity : Balanced calendar of productions, rentals, and community events.
● 85%+ Satisfaction Rates : Measured through surveys and client follow-ups with both patrons and
partners.
● 8+ Community Partnerships Annually : Active collaborations with schools, nonprofits, businesses,
Travis
AFB,
and
Suisun
Valley.
● 100% Compliance with Safety & ADA Standards : Verified through inspections and audits. ● Quarterly Reporting to City : Ensuring continuous alignment, transparency, and accountability in
operations.
X. Insurance & Risk Management
Rodgers Creative Enterprises (RCE) is fully prepared to meet or exceed all insurance and risk management
requirements
outlined
by
the
City
of
Fairfield.
We
recognize
the
importance
of
protecting
the
City,
patrons,
staff,
and
partners
through
comprehensive
coverage,
proactive
risk
mitigation,
and
transparent
reporting.
Insurance Coverage ● Commercial General Liability : Coverage for bodily injury, property damage, and personal injury
claims
arising
from
Theatre
operations,
events,
and
programming.
● Automobile Liability : Coverage for company-owned or leased vehicles, as well as non-owned or
hired
vehicles
used
in
the
course
of
Theatre
operations.
● Workers’ Compensation : Full compliance with California law, ensuring coverage for all employees
in
the
event
of
workplace
injuries.
● Food and Alcohol Liability : Secured as required for concessions, catering, and special events involving
alcohol
service,
including
compliance
with
all
ABC
regulations.
● Umbrella/Excess Liability : Additional coverage may be secured to provide extended protection beyond
standard
policy
limits.
Risk Management Practices ● Certificates of Insurance : Submitted to the City annually and updated immediately upon renewal
or
modification
of
policies.
● Vendor & Partner Compliance : All third-party contractors, caterers, and vendors will be required
to
provide
proof
of
insurance
and
comply
with
City
liability
standards
before
operating
within
the
Theatre.
23
● Safety Protocols : Preventive safety checks, incident reporting, and emergency preparedness drills
are
built
into
daily,
weekly,
and
annual
operating
protocols
to
reduce
risks.
● Staff Training : All staff, including part-time and volunteer personnel, will be trained in safety, risk
awareness,
and
incident
response.
● Incident Response : A centralized digital log will track safety incidents, customer complaints, and
insurance
claims,
ensuring
issues
are
addressed
promptly
and
patterns
are
monitored
over
time.
Through these measures, RCE will maintain a robust system of protection and accountability, safeguarding
both
the
City
and
the
community
while
ensuring
the
Downtown
Theatre
operates
at
the
highest
level
of
professionalism.
24
Big Lights, Little City – Venue Management Proposal
Confidential & Proprietary – Submitted for Review Only
www.biglightslittlecity.org | Tax ID: 68-0426132 | © 2025 All rights reserved. | Page [1] Five Year Business, Operational & Financial Plan
Prepared by:
Community Builder – Prosperity Generator
Submitted in response to the City of Fairfield’s
Downtown Theatre RFQ
August 26, 2025
Table of Contents
From the Managing Director 7
Executive Summary 9
Nonprofit Advantages: 10
Key Strategies 10
Mission, Vision, and Values 12
Mission 13
Vision 13
Values 13
Market Analysis 14
Industry Overview 15
Fairfield Demographics 15
Fairfield Ethnic Composition 16
Population Growth (2010 - 2023) 16
Population by Age Group 17
Target Audience (Buyer Personas) 18
Market Size (TAM/SAM/SOM) 18
Competitive Landscape & Positioning 18
Strategic Implications 19
Balanced Booking Strategy 20
Alternate Spaces & Facilitron 21
Cultural and Economic Programming Framework 22
City of Fairfield Presents: A Curated Season 23
Talent Vetting & Quality Assurance 23
Locally Curated Professional Theatre - First in Solano County 23 Community Theatre Partnerships 24
Downtown Fairfield Theatre | Business & Operational Plan 2025 2Page 302 of 420 Tourism & Destination Programming 24
Investment in Talent & Identity 24
Enterprise & Corporate Engagement 24
Community Representation & Access 25
DEIB and Accessibility Commitment 26
Qualifications and Trainings 27
Marketing, Outreach, and Technology Integration 28
Arts Advisory Commission 29
Brand Development & Fundraising Advantages 29
Audience Growth & Community Engagement 29
Tourism & Regional Partnerships 29
Technology & Operational Efficiency 30
Conclusion 30
Risk Management Strategy & Philosophy 31
Philosophy 32
Key Risk Management Measures 32
Outcome 32
SWOT Analysis 33
SWOT Analysis 34
Competitive Comparison 36
BLLC vs For Profit Venue Management 37
Staffing Plan 40
Our Team: BLLC's Distinct Advantage 41
Staffing & Management Team 41
Downtown Fairfield Theatre | Business & Operational Plan 2025 3Page 303 of 420 Financial Plan 43
Fixed Staffing Costs (Year 1) 44
Variable Costs (Year 1) 44
Financial Outlook 44
Conclusion 45
Operations Overview 47
Statement of Purpose 48
Implementation Plan 49
Deliverables 50
Year One 50
Timeline 51
Five Year Glide Path 51
Staffing 52
Roles and Responsibilities 53
Organization chart 53
Staffing Procedures 53
Venue Management 54
Systems and Softwares 55
Maintenance 55
Janitorial 55
General Repairs 56
Certifications and Code Compliancy 56
Improvements 57
Safety and Security 57
Safety Procedures 57
Security Procedures 57
Emergency Plans 58
List title 58
Downtown Fairfield Theatre | Business & Operational Plan 2025 4Page 304 of 420 Programming 59
Annual Timeline 60
Booking Process 60
Requesting the Space 60
Fee Schedule 62
Cancellations 62
Rental Rates 62
Year One: Incentivized Booking 63
Year Two 64
Box Office 64
Concessions 65
Marketing and Promotion 66
Online 67
Offline 67
Sales Strategy 68
Client Focus 68
Fundraising and Development 69
Fundraising Mix 69
Performance Measurements 70
Key Performance Indicators 71
Data Collection & Analysis 71
Internal Evaluations 71
Financial Proposal 72
5 Year Financial Projections 73
Phase 1: Ground and Grow 74
Phase 2: Stabilization 75
Phase 3: Growth 76
Phase 4: Expansion 77
Phase 5: Maturity & Self Sufficiency 78
Downtown Fairfield Theatre | Business & Operational Plan 2025 5Page 305 of 420 Appendices 80
Appendix A: Revenue Projections & Basis for Estimate (Year 1) 81 Appendix B: Expense Projections & Basis for Estimate (Year 1) 82 Appendix C: Janitorial Service Basis for Estimate & Cost Comparison 83 Appendix D: Utilities Projections & Basis for Estimate 84 Appendix E: Ancillary Marketing Expenses & Basis for Estimate 85 Appendix F: Potential License Requirements & Basis for Estimate 86 Appendix G: Example of Periodic Required Cost & The Big Picture 86 Glossary 88
Downtown Fairfield Theatre | Business & Operational Plan 2025 6Page 306 of 420
1. From the Managing
Director
Downtown Fairfield Theatre | Business & Operational Plan 2025 7Page 307 of 420 August 28, 2025
City of Fairfield
Attn: Kristina Kaunzinger
City Manager David Gassaway and Selection Committee
1000 Webster Street
Fairfield, CA 94533
Dear Mr. Gassaway and Members of the Selection Committee On behalf of Big Lights, Little City (BLLC), I am honored to submit our Business Plan, Operations Plan, and Financial Plan as the next step in the City of Fairfield’s RFQ process for comprehensive venue management of the Downtown Theatre. At BLLC, we believe that every community member is a creator — carrying ideas and projects that deserve to be nurtured, shared, and celebrated. We approach this opportunity not only as managers and stewards, but also as partners and co-creators, ensuring that the Downtown Theatre reflects the diversity, imagination, and aspirations of the community it serves.
We have listened closely to the City’s priorities and developed a framework that charts a clear path to sustainability, broadens access, and delivers meaningful cultural and economic impact.
With gratitude and enthusiasm,
Lisa Hilas
Founder & Managing Director
Big Lights, Little City
Downtown Fairfield Theatre | Business & Operational Plan 2025 8Page 308 of 420
2. Executive Summary
Nonprofit Advantages:
Key Strategies
Downtown Fairfield Theatre | Business & Operational Plan 2025 9Page 309 of 420 Big Lights, Little City – Community Builder, Prosperity Generator Big Lights, Little City (BLLC), a nonprofit arts management and venue consulting firm, is honored to present this Business Plan, Operations Plan, and Financial Plan in response to the City of Fairfield’s RFQ for Comprehensive Venue Management Services for the Downtown Theatre.
Our founding principle, “Home is where the art is,” guides our approach to building inclusive, community-driven cultural spaces that strengthen both people and place. We understand the City’s priority: to eliminate subsidy and position the Downtown Theatre as a self-sustaining, well-managed cultural asset that drives downtown revitalization.
In developing this plan, we listened closely to the City’s stated goals and community context. We believe Fairfield’s success at the Downtown Theatre can be framed through four interconnected priorities: tourism, investment, enterprise, and community. These serve as the foundation for our five- year strategy:
Tourism: Curated programming and destination packages with hotels, restaurants, and Suisun Valley wineries to attract visitors and expand Fairfield’s tourism economy.
Investment: Reinforce the City’s downtown investment through a management model that prioritizes efficiency, transparency, and nonprofit cost advantages.
Enterprise: Position the theatre as an economic engine that stimulates local businesses, supports entrepreneurial arts ventures, and attracts new enterprise.
Community: Build a bridge between the theatre and Fairfield’s diverse residents—including Travis Air Force Base families, schools, veterans, seniors, and local performing and visual arts organizations—ensuring broad access, representation, and opportunity. •
•
•
•
Nonprofit Advantages:
Fundraising Revenue Streams: Ability to secure grants, foundation funding, individual donations, and tax-deductible corporate sponsorships—sources not available to for-profit operators. In addition, BLLC can activate round-up donations at the point of ticket purchase and utilize fundraising across all major social media platforms (Facebook, Instagram, etc.), capturing donor support at the exact moments of highest engagement.
Discounted Services: Nonprofit pricing on software, marketing, insurance, and technology reduces operating costs and increases efficiency.
Volunteer Workforce: A sturdy base of trained volunteers helps control labor costs while deepening civic engagement.
•
•
•
Key Strategies
Financial Sustainability: Fixed-cost staffing, a transparent management fee, and performance- based incentives that align with City goals for fiscal responsibility. •
Downtown Fairfield Theatre | Business & Operational Plan 2025 10Page 310 of 420 Balanced Programming: A curated season that blends nationally recognized talent with community programming, ensuring both cultural impact and strong box office returns.
Technology & Marketing Infrastructure: Investments in digital systems, targeted outreach, and Google Ad Grants to expand reach and build identity beyond Fairfield.
BLLC brings a proven track record in theatre operations, nonprofit governance, and arts programming.
Our leadership has successfully managed venues, created youth and adaptive arts programs, and forged civic, cultural, and business partnerships across Solano County.
This five-year plan demonstrates BLLC’s ability not only to manage the Downtown Theatre, but also to advance Fairfield’s revitalization goals—by aligning with the City’s priorities as we understand them and by leveraging the unique fundraising and cost-saving advantages of nonprofit management. •
•
Downtown Fairfield Theatre | Business & Operational Plan 2025 11Page 311 of 420
3. Mission, Vision, and
Values
Mission
Vision
Values
Downtown Fairfield Theatre | Business & Operational Plan 2025 12Page 312 of 420 Mission
Big Lights, Little City (BLLC) is a 501(c)(3) nonprofit organization dedicated to supporting the growth and capacity of the arts through customized programs and services. We empower artists, nonprofits, and communities by fostering creativity and collaboration, ensuring that every artistic endeavor is properly represented, economically funded, valued, and celebrated.
Vision
To transform the Downtown Theatre into a vibrant cultural anchor for Fairfield and the region — a place where the arts spark economic growth, attract new visitors, foster community pride, and ensure that creativity and inclusivity thrive at the heart of downtown.
Values
Respect – We welcome every individual and organization for their authentic self and unique vision.
Collaboration – We encourage open dialogue, shared learning, and mutual growth to achieve meaningful results.
Courage – We inspire bold ideas and innovative solutions without fear of judgment.
Innovation – We embrace forward-thinking approaches, challenging the status quo to create impactful outcomes in the arts.
•
•
•
•
Our Promise:
At BLLC, our clients and communities come first. We pledge to uphold our mission through partnerships built on trust, listening, and accountability. We work tirelessly to amplify the arts’ impact within communities and beyond, ensuring every project thrives.
Downtown Fairfield Theatre | Business & Operational Plan 2025 13Page 313 of 420
4. Market Analysis
Industry Overview
Fairfield Demographics
Fairfield Ethnic Composition
Population Growth (2010 - 2023)
Population by Age Group
Target Audience (Buyer Personas)
Market Size (TAM/SAM/SOM)
Competitive Landscape & Positioning
Strategic Implications
Downtown Fairfield Theatre | Business & Operational Plan 2025 14Page 314 of 420 Objective
The purpose of this analysis is to demonstrate the demand and viability of the Downtown Fairfield Theater, a city-owned performing arts venue, by outlining industry conditions, local demographics, and the ideal patron base.
Industry Overview
The performing arts industry has undergone significant change post-pandemic. Audiences increasingly value experiences that feel authentic, community-centered, and worth leaving home for.
They are showing a greater willingness to pay for unique, high- quality live entertainment that offers social connection and cultural relevance—particularly when compared to at-home digital options.
National research (Americans for the Arts, Arts & Economic Prosperity IV) shows that:
Patrons spend an average of $24.60 per event in addition to tickets; non-local visitors spend nearly $40.
Performing arts venues drive measurable spillover revenue in restaurants, retail, and tourism.
Industry recovery has favored theaters that emphasize diversity in programming, community partnerships, and unique live experiences.
•
•
•
Fairfield Demographics
Fairfield’s demographics provide a strong foundation for audience development:
Population: ~120,000, with steady growth since 2010.
Median Age: 36.8 years (balanced between youth, working adults, and retirees).
Median Household Income: $102,321.
Education: 64% have some college or higher.
Diversity: No single majority racial or ethnic group, reflecting a multicultural community.
With a median household income above $100,000, Fairfield households have significant discretionary income. This gives the Downtown Fairfield Theater a strong potential customer base willing to invest in live entertainment.
See Charts: Ethnic Composition, Population Growth, and Age Distribution by Cohort.
Demographic Charts
The following charts illustrate Fairfield’s demographic composition:
•
•
•
•
•
Downtown Fairfield Theatre | Business & Operational Plan 2025 15Page 315 of 420 Fairfield Ethnic Composition
Hispanic/Latino 21.60%
Black/African American 15%
Asian 17.20%
White 27.60%
Other/Mixed 18.60%
Ethnicity Percentage of Population
Population Growth (2010 - 2023)
Downtown Fairfield Theatre | Business & Operational Plan 2025 16Page 316 of 420 Population by Age Group
0 - 4 8,800
5 - 9 7,400
10 - 14 9,000
15 - 19 7,500
20 - 24 8,100
25 - 29 9,600
30 - 34 8,900
35 - 39 8,400
40 - 44 7,900
45 - 49 7,200
50 - 54 7,500
55 - 59 6,700
60 - 64 6,600
65 - 69 5,000
70 - 74 4,300
74 - 79 2,600
Age group Population
Downtown Fairfield Theatre | Business & Operational Plan 2025 17Page 317 of 420 80 - 84 1,800
85+ 1,800
Age group Population
Target Audience (Buyer Personas)
Families
Seeking affordable, enriching
weekend programming for children
and youth.
Young Professionals
Attracted to multicultural,
innovative performances and
social experiences.
Older Adults
Drawn to accessible matinees and
community-oriented productions.
Regional Visitors
Residents of Vacaville, Suisun City,
and Vallejo who will travel for
destination-worthy cultural events.
Based on demographics and post-pandemic consumer behavior, the Downtown Fairfield Theater will focus on these patron segments.
Market Size (TAM/SAM/SOM)
Metric Definition Downtown Theatre Estimate
TAM
(Total Available Market)
Arts demand across Solano
County /*(~500k residents)
~$10–12M+ in potential ticket +
ancillary spending annually
SAM
(Serviceable Available Market)
~24,000 Fairfield residents
likely to attend arts events ~$2.5M annual spend
SOM
(Serviceable Obtainable Market)
1,200–2,400 annual patrons
(5–10% of SAM) $250k–$500k spend annually
Competitive Landscape & Positioning
“Fairfield’s demographics and income levels reveal a strong local market, but the Downtown Fairfield Theater must position itself carefully within the competitive landscape. Local community theaters provide small-scale productions, while major touring houses in Sacramento and the Bay Area compete for destination-level audiences. The Downtown Fairfield Theater’s advantage lies in its location, accessibility, and ability to program content that reflects Fairfield’s diverse community—something regional competitors cannot match.”
Downtown Fairfield Theatre | Business & Operational Plan 2025 18Page 318 of 420 Strategic Implications
“Together, the demographic analysis, market sizing, and competitive positioning confirm that the Downtown Fairfield Theater is not just viable but strategically valuable to the City of Fairfield. With the right programming and marketing mix, the theater can capture a meaningful share of the market, deliver strong economic returns, and reinforce Fairfield’s identity as a cultural hub in Solano County.” This framework outlines BLLC’s structured approach to understanding the market. It ensures that audience insights, competitive analysis, financial validation, and continuous intelligence inform decision-making and programming.
Define & Refine Audience: Surveys, segmentation, demographics + psychographics Analyze Competition: Benchmark against regional venues, identify advantages Gather & Act on Feedback: Post-event surveys, community meetings, refine pricing & programs Evaluate Gaps & Opportunities: Identify unmet needs, track trends, test pilots Financial & Strategic Validation: Align pricing, conservative forecasts, update regularly Ongoing Market Intelligence: Annual updates, dashboards, transparent reporting •
•
•
•
•
•
Downtown Fairfield Theatre | Business & Operational Plan 2025 19Page 319 of 420
5. Balanced Booking Strategy
Alternate Spaces & Facilitron
Downtown Fairfield Theatre | Business & Operational Plan 2025 20Page 320 of 420 BLLC will adopt a Balanced Booking Strategy that carefully curates the main theatre schedule while activating alternate rental spaces to broaden usage and revenue potential.
Alternate Spaces & Facilitron
Facilitron is an online platform used by many local performing arts groups to find and book rental spaces—often at deeply discounted rates—such as the fully equipped 300-seat Will C. Wood High School Theatre or Calison Elementary’s basic stage. While these venues are serviceable, they cannot match the quality, amenities, and patron experience of the Downtown Theatre.
We propose listing alternate spaces within the Downtown Theatre—such as the courtyard, lobby, rehearsal rooms, atrium, and office spaces—on Facilitron for visibility. These listings will not replace our curated booking process for the main 365-seat theatre but will help attract rentals for meetings, seminars, workshops, and other events during off-peak hours that may not be performance related.
Downtown Fairfield Theatre | Business & Operational Plan 2025 21Page 321 of 420
6. Cultural and Economic
Programming Framework
City of Fairfield Presents: A Curated Season
Talent Vetting & Quality Assurance
Locally Curated Professional Theatre - First in Solano County Community Theatre Partnerships
Tourism & Destination Programming
Investment in Talent & Identity
Enterprise & Corporate Engagement
Community Representation & Access
Downtown Fairfield Theatre | Business & Operational Plan 2025 22Page 322 of 420 BLLC will program the Downtown Theatre not only as a stage for entertainment, but as an engine for tourism, investment, enterprise, and community—the four pillars of Fairfield’s revitalization goals. Our curated season will balance nationally recognized talent with community-centered programming, delivering both cultural impact and measurable economic returns.
City of Fairfield Presents: A Curated Season
At the heart of this vision is the City of Fairfield Presents season, an annual subscription model that unites the theatre’s professional productions, touring acts, community performances, and special events under a single, branded identity. Subscribers will enjoy benefits such as concession credits, discounts with local merchants, and early ticket access.
This model builds a loyal audience base, supports premium pricing, and ties the theatre directly to Fairfield’s civic identity and economic life. Within this season, several key programming streams will drive both cultural and economic impact.
Talent Vetting & Quality Assurance
At Big Lights, Little City, every booking is treated as a collaboration. When we present an artist, we put our name, reputation, and marketing resources behind them—which is why we carefully vet all talent that comes through our doors. This includes reviewing professional history, artistic quality, technical readiness, and audience fit before approving a booking.
Most community theatre groups and nonprofit productions bring a built-in audience, but out-of-town acts often rely heavily on our support. If we are using the City of Fairfield’s name, website, and distribution resources to promote a production, we must be confident in its quality. Unlike other operators who simply hand performers a rental contract without vetting, BLLC ensures that every artist is set up for success.
Beyond booking, we treat performers as guests in our home. We provide marketing support, responsive communication, and hospitality so that they not only have a successful show but also want to return. Because artists have many options for where to perform, our approach attracts them back to Fairfield, creating repeat partnerships that sustain both the Theatre and its audiences.
For-profit competitors often operate with overstretched account managers juggling multiple venues, prioritizing volume over quality. Their profit-driven model extracts revenue without reinvestment, leaving performers unsupported and venues with inconsistent reputations. By contrast, BLLC’s nonprofit model reinvests directly into arts education, community programming, and cultural development—aligning with the City’s goals for economic vitality, cultural equity, and long-term sustainability.
Locally Curated Professional Theatre - First in Solano County The cornerstone of the season will be Solano County’s first locally curated professional Equity theatre company, produced, cast, and directed by BLLC staff. Until now, residents seeking this caliber of theatre have had to travel to Sacramento or San Francisco. With a resident professional company Downtown Fairfield Theatre | Business & Operational Plan 2025 23Page 323 of 420 based in Fairfield, that quality is available locally for the first time, establishing the City as a cultural destination in its own right.
Led by BLLC’s Artistic Director and team—bringing decades of professional experience—this effort ensures productions that meet the highest artistic standards, attract Equity actors, and place the Downtown Theatre alongside respected companies across the region.
Small towns have shown the power of this model: in Ashland, Oregon (population 20,000), the Oregon Shakespeare Festival transformed a rural community into a national destination, generating hundreds of millions annually for local businesses. With Fairfield’s 100,000 residents, Solano County’s 453,000, and proximity to hubs like Napa and Walnut Creek, the impact here can be even greater.
Community Theatre Partnerships
A defining feature of the City of Fairfield Presents season will be the inclusion of community and youth theatre groups. While professional theatre sets a standard of excellence and attracts tourism, community theatre sustains local creativity, builds civic pride, and connects families.
Participating Partners:
Missouri Street Theatre
Starbound Theatre
J&S Youth Theatre
Together, professional and community programming form an inclusive ecosystem where world-class artistry and local creativity coexist, fueling economic growth while strengthening social cohesion. •
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Tourism & Destination Programming
Strategic bookings of nationally recognized artists and touring acts will draw regional audiences.
Paired with dinner-and-show packages, winery tours, and hotel collaborations, these events create complete cultural tourism experiences that extend visitor spending across Fairfield.
Investment in Talent & Identity
A portion of revenue will be reinvested in high-caliber artists, building consistent, recognizable programming. This strengthens the theatre’s brand and positions Fairfield as a cultural hub in Northern California.
Enterprise & Corporate Engagement
The Downtown Theatre will also serve as a premier venue for corporate events, trainings, and conferences. This diversifies earned-income opportunities, fosters partnerships with local businesses, and reinforces the theatre as an economic engine for the City.
Downtown Fairfield Theatre | Business & Operational Plan 2025 24Page 324 of 420 Community Representation & Access
Beyond the Stage
BLLC’s reach, expertise, and vision extend beyond the proscenium. We manage community arts initiatives such as Vacaville’s Cows on Parade, curating a visual arts gallery, running an Artist in Residence program, and creating original events like the Wild West Film & Family Festival.
We will also partner with Fairfield’s outdoor festivals, seasonal gatherings, and signature events such as the Tomato Festival and Taste of Fairfield to amplify visibility and connect them with performing arts audiences.
By contrast, most for-profit venue operators limit their focus to ticketed performances within the theatre walls, rarely engaging in broader civic and community festivals, public art projects, or other arts initiatives that extend beyond the theatre itself.
Programming will reflect Fairfield’s cultural fabric through multicultural music, dance, family shows, senior matinees, and seasonal events. This ensures the Downtown Theatre remains a place where all residents feel represented and welcome.
Downtown Fairfield Theatre | Business & Operational Plan 2025 25Page 325 of 420
7. DEIB and Accessibility
Commitment
Qualifications and Trainings
Downtown Fairfield Theatre | Business & Operational Plan 2025 26Page 326 of 420 BLLC is committed to making the Downtown Theatre a space where all feel welcome. We are deeply committed to diversity, equity, inclusivity, belonging, and accessibility. We plan to address:
Physical Accessibility: ADA-compliant seating, restrooms, and backstage areas will be assessed day one for compliance and updated as needed.
Sensory Inclusion: Offer assistive listening devices, captioning services, and sensory-friendly performances.
Diversity in Programming: Showcase artists from varied cultural, ethnic, and social backgrounds.
Community Representation: Ensure programming reflects the demographics of Fairfield’s population.
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Qualifications and Trainings
Qualifications
Our Theatre Manager holds a certificate in Leading Diversity, Equity, and Inclusion from Northwestern university.
Trainings
BLLC will host annual trainings with all permanent staff (part time and full time) to maintain a safe and inclusive environment. These trainings will include psychological safety, accessibility, and DEIB topics.
Downtown Fairfield Theatre | Business & Operational Plan 2025 27Page 327 of 420
8. Marketing, Outreach, and
Technology Integration
Arts Advisory Commission
Brand Development & Fundraising Advantages
Audience Growth & Community Engagement
Tourism & Regional Partnerships
Technology & Operational Efficiency
Conclusion
Downtown Fairfield Theatre | Business & Operational Plan 2025 28Page 328 of 420 A successful theatre is more than a stage—it is a brand that resonates with its community and operates with efficiency. BLLC’s strategy combines nonprofit fundraising advantages, regional partnerships, and cutting-edge technology to build audiences, strengthen Fairfield’s cultural identity, and maximize return on investment.
Arts Advisory Commission
To ensure long-term community collaboration, BLLC proposes helping the City establish an Arts Advisory Commission composed of representatives from downtown businesses, Visit Fairfield, the Chamber of Commerce, nonprofits, residents, and theatre leadership. This volunteer body, appointed through a transparent process, will guide programming, public art projects, and festivals—creating a structured forum for civic engagement and aligning cultural planning with Fairfield’s revitalization goals.
Brand Development & Fundraising Advantages
Rebrand the Downtown Theatre in alignment with the City’s Heart of Fairfield vision.
Reintroduce the Fairfield Center for the Creative Arts (FCCA) as a multidisciplinary hub for theatre, music, visual arts, and festivals.
Leverage nonprofit fundraising tools: tax-deductible corporate sponsorships, foundation grants, and individual donor support.
Integrate round-up donations at point of ticket purchase and fundraising across all major social media platforms to capture donor support at peak engagement.
Maximize the $10,000/month Google Ad Grant for targeted digital campaigns at no cost. •
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Audience Growth & Community Engagement
City Partnership: Harness Fairfield’s communications channels, including the Parks & Recreation newsletter Delivering Awesome Weekly.
Tourism Collaboration: Work with Visit Fairfield to position the theatre as a regional destination.
Seniors: Expand outreach through Solano County Library, the Area Agency on Aging, and senior centers.
Veterans & Military Families: Leverage BLLC leadership roles in the VFW Auxiliary and Travis Regional Armed Forces Committee, plus partnerships with VetTix and veteran-owned marketing firms.
Schools & Nonprofits: Partner with schools, cultural groups, and BLLC’s fiscal sponsorship clients to broaden programming and reach.
Local Presence: Unlike outside operators, BLLC’s leadership lives in Solano County. We are visible before and after shows, building authentic connectionsthat strengthen patron loyalty. •
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Tourism & Regional Partnerships
Collaborate with Suisun Valley wineries, restaurants, and hotels to create bundled packages.• Downtown Fairfield Theatre | Business & Operational Plan 2025 29Page 329 of 420 Introduce subscription packages with added perks (concession credits, merchant discounts) to encourage repeat attendance.
Position the theatre as an anchor for downtown commerce and weekend tourism. •
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Technology & Operational Efficiency
Claritas PRIZM Segmentation Software: Deliver immediate patron insights to enable targeted, multilingual campaigns.
Microsoft CoPilot AI & Office Suite: Deploy via nonprofit grant to streamline operations.
AI-Enabled Box Office: Automate after-hours calls and texts, improving customer service.
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Conclusion
By combining community-driven governance, local leadership, nonprofit fundraising power, regional partnerships, and technology-enabled efficiency, BLLC will position the Downtown Theatre as both a cultural destination and an economic engine for Fairfield.
Downtown Fairfield Theatre | Business & Operational Plan 2025 30Page 330 of 420
9. Risk Management Strategy
& Philosophy
Philosophy
Key Risk Management Measures
Outcome
Downtown Fairfield Theatre | Business & Operational Plan 2025 31Page 331 of 420 BLLC will develop and implement a comprehensive risk management plan as part of our operational framework. Our approach reframes risk management from a narrow focus on loss prevention to a broader role as a strategic enabler of value creation. This philosophy positions risk management as integral to achieving mission, sustaining community trust, and strengthening innovation.
Philosophy
Value Protection and Value Creation: Distinguish between unrewarded risks (safety, compliance, continuity) that must be tightly managed and rewarded risks (innovation, partnerships, new revenue) that drive impact and growth.
Integration with Strategy: Embed risk management into all strategic and operational decisions so that new initiatives are assessed for both risk and opportunity.
Proactive Collaboration: Maintain real-time tracking, scenario planning, and joint reviews with City stakeholders and BLLC leadership to keep strategies current and actionable. •
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Key Risk Management Measures
Risk Assessment & Solutions Report: As part of implementation, BLLC will conduct a full risk assessment to determine security system needs, camera coverage, legally certified fire extinguishers, AED machines with up-to-date pads, and other safety requirements.
Employee Safety Compliance: Require all employees to complete fingerprinting, background checks, and maintain current CPR and First Aid certification (renewed every two years).
Operational Resilience: Implement systems for cybersecurity, financial oversight, emergency preparedness, and continuity of programming.
Early Warning & Reporting Tools: Use dashboards and key indicators to flag emerging risks for timely response.
Governance & Accountability: Provide regular reporting to the City, ensuring transparency and responsiveness.
Innovation Support: Apply risk analysis to evaluate new partnerships, program expansions, and earned revenue opportunities, enabling informed growth. •
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Outcome
By adopting this integrated approach, BLLC will ensure the Downtown Theatre operates with a balance of safety, compliance, and innovation. The plan will not be static—it will evolve with ongoing input from the City, stakeholders, and community—positioning the Theatre as a resilient and forward-looking cultural hub.
Downtown Fairfield Theatre | Business & Operational Plan 2025 32Page 332 of 420
10. SWOT Analysis
SWOT Analysis
Downtown Fairfield Theatre | Business & Operational Plan 2025 33Page 333 of 420 The following strengths, weaknesses, opportunities, and threats have been identified to help the City anticipate and plan for the realities of transitioning to a professional venue management company.
This proactive assessment allows us to address challenges early, leverage advantages, and ensure a smooth migration process.
This analysis is framed by the Four Pillars: Community, Tourism, Investment, Enterprise.
SWOT Analysis
Strengths
Community: Strong ties with schools,
seniors, veterans, and cultural
organizations; proven ability to deliver
inclusive programming.
Tourism: Natural alignment with Fairfield’s
Heart of Fairfield goals, enhancing
downtown revitalization and visitor draw.
Investment: Nonprofit advantages such as
access to grants, tax-deductible
sponsorships, and volunteer resources.
Enterprise: Experienced leadership with
venue management expertise and a
clear, phased change management
approach.
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Weaknesses
Community: Limited recognition of the
Theatre beyond its small existing
audience
base.
Tourism: Under-leveraged as a regional
destination requires fresh branding and
outreach.
Investment: Ramp-up period will require
additional staff training, resources, and
volunteer coordination.
Enterprise: Transition to new systems and
policies will take time for renters and
community partners to adjust.
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Downtown Fairfield Theatre | Business & Operational Plan 2025 34Page 334 of 420 Opportunities
Community: Rebrand the Downtown
Theatre as a cultural hub with expanded
partnerships across schools, nonprofits,
and veterans’ groups.
Tourism: Attract seniors, families,
multicultural audiences, and regional
visitors, boosting hotel, restaurant, and
retail traffic.
Investment: Maximize nonprofit
fundraising tools (Google Ad Grants,
Microsoft Co-Pilot, tax-deductible
corporate sponsorships) to expand reach
and sustainability.
Enterprise: Grow earned revenue through
conferences, corporate meetings, and
employee events, broadening use beyond
the arts.
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Threats
Community: Risk of confusion or
skepticism during operator transition
without clear communication.
Tourism: Broader risks such as economic
downturns, disasters, or public safety
perceptions that could affect attendance.
Investment: Unanticipated costs from
deferred maintenance, safety compliance,
or security upgrades.
Enterprise: Competition from nearby
regional venues; risk of over-scheduling if
bookings are not managed strategically.
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Downtown Fairfield Theatre | Business & Operational Plan 2025 35Page 335 of 420
11. Competitive Comparison
BLLC vs For Profit Venue Management
Downtown Fairfield Theatre | Business & Operational Plan 2025 36Page 336 of 420 BLLC vs For Profit Venue Management
Selection
Factor BLLC Advantage Typical For Profit Approach
Non-Compete
Clauses;
Conflict of Interest
BLLC has no non-compete obligations
with any local performing arts venues
(VPAT) or Journey Downtown, which
does not have the proper facilities for
large scale performances). We
actively support fiscal sponsorship
clients and community groups who
often cannot afford VPAT rates and
are currently limited to presenting in
school gyms or non-professional
spaces, where we assist them by
renting the space for them with our
nonprofit rates.
Typically bound by non- compete
contractual arrangements, making it
a conflict of interest to book VPAT
clients at the Downtown Theatre.
Finding new established groups
with ready-made audiences can
prove problematic without strong
local presence and deep roots in the
region.
In-Kind Donations
BLLC can accept and trade in-kind
donations—such as goods, services,
and waived fees—in exchange for
sponsorship benefits like signage,
recognition, and tickets. This not only
lowers operating costs but also
provides businesses with tax
advantages and expanded community
exposure.
For-profit operators cannot accept
tax-deductible in-kind donations or
offer sponsorship trade value. All
goods and services must be
purchased outright, which increases
costs and eliminates opportunities
for businesses to gain exposure or
recognition through community
partnerships.
Fundraising and
Benefit Galas
Nonprofit Advantage: Can hold tax-
deductible fundraising events, annual
giving campaigns, and planned giving
programs; can offer sponsors
charitable contribution recognition.
For-Profit Limitation: Sponsorships
are marketing expenditures for the
sponsor, not charitable donations,
making them harder to secure.
Volunteer Staff
Recruitment &
Retention
As a nonprofit, BLLC can legally
recruit, train, and directly manage a
dedicated corps of volunteer ushers.
These individuals serve out of
commitment to the arts and
community pride, creating a
welcoming atmosphere, enhancing
patron experience, and reducing
staffing costs.
Under federal labor law, a for-
profit company cannot directly
use unpaid volunteers for its own
benefit. Volunteer usher
programs must be operated
through the City, slowing decision-
making and limiting integration with
the operator’s culture.
Downtown Fairfield Theatre | Business & Operational Plan 2025 37Page 337 of 420 Selection
Factor BLLC Advantage Typical For Profit Approach
Community
Connection
Local nonprofit with deep civic ties,
active volunteer base, and proven
track record in Solano County arts.
Long-term relationships with schools,
senior communities, veterans’ groups,
HOAs, and diverse cultural
organizations.
May have strong industry networks
and corporate resources but often
operated from outside the
community with limited grassroots
engagement.
Cost Efficiency
Nonprofit liquor licensing (~$1,000),
access to grants, donor tax benefits,
and nonprofit software/marketing
discounts.
Must purchase full liquor license
(up to $50,000) or partner with a
nonprofit; no direct nonprofit
revenue streams or discounts
offered.
Organizational
Agility
Able to work directly with the City of
Fairfield’s leadership, City Council,
and residents to customize
operations, programming, and
community integration.
Often operates under a
standardized, one-size-fits-all
framework applied across venues,
limiting customization.
Programming
Flexibility
In-house production allows curated,
City-branded shows without additional
producer fees, while incorporating
community preferences and cultural
diversity.
Programming streamlined across
multiple venues with limited local
input.
Programming
Relevance &
Pricing
Curates shows based on local
demographics and cultural interests,
keeping ticket prices accessible and
relevant.
Relies on routing acts across
markets; ticket prices often
higher and less tailored to Fairfield
audiences.
Talent Routing
Established relationships with agents
allow cost-effective routing and
strategic booking to avoid radius
conflicts.
Strong corporate networks but
restricted by radius clauses and
higher costs.
Revenue
Retention
Surpluses reinvested locally to
enhance theatre operations and
community programs.
Profits distributed to corporate
headquarters or other markets.
Marketing &
Promotion
Every event receives the same level
of resources, marketing, and support
—our strength in securing repeat acts
at Journey Downtown Theatre. In-
house design helps clients maximize
their marketing reach at nonprofit
rates.
Clear distinction between City-
produced shows and rentals;
rental clients often expected to
market on their own, resulting in
lower attendance and less of a
desire to book the venue again.
Downtown Fairfield Theatre | Business & Operational Plan 2025 38Page 338 of 420 Selection
Factor BLLC Advantage Typical For Profit Approach
Patron
Experience
Prioritizes creativity, warmth, and
memorable experiences.
Consistent but may feel “sterile” or
overly standardized.
Downtown Fairfield Theatre | Business & Operational Plan 2025 39Page 339 of 420
12. Staffing Plan
Our Team: BLLC's Distinct Advantage
Staffing & Management Team
Downtown Fairfield Theatre | Business & Operational Plan 2025 40Page 340 of 420 Our Team: BLLC's Distinct Advantage
BLLC’s leadership team is our greatest strength and Fairfield’s greatest advantage. We are bilingual, multi-ethnic, multi-talented, and all based in Solano County, allowing us to connect authentically with diverse audiences and partners. Collectively, we bring over five decades of experience across dozens of theatre spaces, from black box studios to major professional venues.
Our credentials include:
Graduate degrees in arts management, performing arts, marketing, communications, and public relations.
Bachelor’s degrees in theatre and the arts across multiple disciplines.
Members of the Screen Actors Guild (SAG-AFTRA), an Emmy Awards judge, and independent filmmakers with national and regional recognition.
Expertise spanning theatre production, musical theatre, dance, choreography, film, and visual arts.
Proven leadership in curating galleries, producing festivals, and delivering large-scale cultural events.
Unlike for-profit operators, we are not outsiders. We live here, we work here, and we will be present before and after every show—meeting patrons, engaging with businesses and ensuring the Downtown Theatre feels like a home away from home for Fairfield’s residents.
And just as importantly, we are creators and performers ourselves. We know firsthand what it means to dedicate your life to the arts, and we understand the need for a space that truly feels like home. The Downtown Theatre represents that opportunity—for us, for Fairfield’s artists, and for the entire community.
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Staffing & Management Team
BLLC’s staffing model balances experienced core leadership with flexible part-time staff and volunteers, ensuring professional oversight and financial sustainability. Core staff are fixed costs, while event-specific labor scales up or down.
Core Leadership Team (Fixed Cost)
Managing Director (Lisa Hilas) – Executive oversight, fiscal accountability, business development, community outreach, and liaison to the City.
Artistic Director (Steve Guggenheim) – Leads the development and presentation of professional theatrical productions.
Theatre Manager (Laura Millar) – Oversees day-to-day operations, scheduling, rentals, and front- of-house coordination.
Technical Supervisor & Production Manager (John Deards) – Leads technical operations, safety compliance, and production support.
Administrator & Bookkeeper (Kalynn “Abby” Richie) – Manages financial tracking, vendor payments, payroll, and grant reporting.
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Downtown Fairfield Theatre | Business & Operational Plan 2025 41Page 341 of 420 Event-Based & Flexible Staff (Variable Cost)
Website, brand and marketing curation; social media, newsletters, public relations, outreach.
Front-of-House Manager(s)
Box Office & Ticketing Associates
Ushers and Audience Services Team
Concessions Staff
Stagehands, Lighting & Sound Technicians
Custodial & Event Support Staff
BLLC will continue leveraging a trained volunteer corps for ushers, greeters, and community engagement roles. Unlike for-profit operators, a nonprofit model allows volunteers to be fully integrated into operations, creating cost savings and stronger community ownership. •
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Downtown Fairfield Theatre | Business & Operational Plan 2025 42Page 342 of 420
13. Financial Plan
Fixed Staffing Costs (Year 1)
Variable Costs (Year 1)
Financial Outlook
Downtown Fairfield Theatre | Business & Operational Plan 2025 43Page 343 of 420 The financial plan balances stability with growth, ensuring predictable costs for the City while allowing BLLC to drive earned revenue and reduce reliance on public subsidy over time. The plan reflects conservative assumptions in Year 1 and anticipates breakeven by Year 3, with surpluses beginning in Years 4 and 5.
Fixed Staffing Costs (Year 1)
1.0 FTE Theatre Manager
0.75 FTE Managing Director
0.5 FTE Technical Supervisor
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Variable Costs (Year 1)
Front-of-house staffing
Stage crew & custodial
Artist hospitality & fees (for City produced shows)
Website and brand development and hosting
Marketing, print ads, newsletters, graphic design
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Financial Outlook
Year 1: Ramp-up year, establish systems and reintroduce the theatre.
Year 2: Growth in rentals and partnerships; reduced reliance on subsidies.
Year 3: Breakeven target, supported by expanded earned income.
Years 4–5: Surpluses reinvested into improvements and expanded programming.
This phased model provides the City predictability during transition while incentivizing BLLC to maximize results.
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Downtown Fairfield Theatre | Business & Operational Plan 2025 44Page 344 of 420
14. Conclusion
Downtown Fairfield Theatre | Business & Operational Plan 2025 45Page 345 of 420 Big Lights, Little City offers Fairfield a proven, mission-aligned partner to revitalize the Downtown Theatre. With a professional leadership team, inclusive programming, and a nonprofit model built for sustainability, we will transform the theatre from an underutilized asset into a thriving cultural hub.
We fully understand the City Council’s top priority: to eliminate the ongoing subsidy required to operate the Downtown Theatre. Our management model is designed specifically to achieve this goal.
True break-even requires more than cost-cutting—it demands careful planning, scalable programming, diversified revenue streams, and professional systems that allow the theatre to operate efficiently and profitably for decades to come.
Through a phased transition, modern operational tools, strategic sponsorships and grants, and the nonprofit advantages unavailable to for-profit operators, we will grow revenues while tightly managing expenses. Our disciplined, zero-based budgeting ensures every dollar invested delivers measurable returns.
With the right resources and timeline, we are confident that by Year 3 the Downtown Theatre can operate without an annual City subsidy. This model not only meets that objective but creates a stronger, more vibrant, and financially sustainable performing arts center—one that belongs to and benefits the Fairfield community.
Together with the City, we will bring vitality to downtown, foster community connection, and generate economic growth through the arts—ensuring Fairfield’s residents can proudly say, “Home is where the art is.”
Downtown Fairfield Theatre | Business & Operational Plan 2025 46Page 346 of 420
15. Operations Overview
Statement of Purpose
Downtown Fairfield Theatre | Business & Operational Plan 2025 47Page 347 of 420 Statement of Purpose
This Venue Operations Plan outlines the policies, procedures, and logistical frameworks necessary to ensure the safe, efficient, and professional management of the Downtown Fairfield Theatre. The purpose of this plan is to support the aligned missions of Big Lights Little City and the City of Fairfield by creating a seamless experience for artists, staff, and patrons while maintaining high standards for safety, accessibility, and operational excellence.
Ultimately, the purpose of the venue itself is to serve as an arts and culture hub — a vibrant, accessible space that enhances both the cultural vitality and economic growth of the downtown area.
Downtown Fairfield Theatre | Business & Operational Plan 2025 48Page 348 of 420
16. Implementation Plan
Deliverables
Timeline
Downtown Fairfield Theatre | Business & Operational Plan 2025 49Page 349 of 420 The implementation process will be ongoing throughout the first year. The labor and costs associated with this phase of management will not continue through consecutive years. Below are highlights of our deliverables and an estimated timeline.
Deliverables
Year One
Rebranding
A full rebranding of the venue with
carefully designed graphics, fonts,
and messaging
Marketing Plan
A comprehensive plan that covers
marketing strategy and guidelines
for all public communications
Fundraising Plan
A comprehensive plan to engage
funding sources and secure a
diverse mix of revenue beyond
venue earnings.
Season Plan
A robust and diverse mix of
programming options for the
remainder of the 2025 FY and the
upcoming 2026 FY
Grand Re-Opening Event
An event to celebrate the grand re-
opening of the venue under new
management with new branding to
announce the upcoming season(s)
and begin building relationships in
the community
Facilities Plan
A five year plan for deferred
maintenance and improvements
after a thorough inspection of the
venue and its systems.
Inventory
A full inventory of equipment and
supplies.
Technology Assessment
A comprehensive assessment of
technology systems for the theatre
space and the building.
Safety Assessment
A comprehensive assessment of
security systems and the safety of
the work and performance spaces.
Downtown Fairfield Theatre | Business & Operational Plan 2025 50Page 350 of 420 Timeline
Five Year Glide Path
Our strategy and operations plans are part of a five year "Glide Path". This Glide Path decreases city subsidy, increases revenue and fundraising channels, and increases outreach and engagement efforts in sustainable increments. By the end of year five, we anticipate the need for city subsidy to end and to shift to a profit-sharing model rather than breaking even.
Downtown Fairfield Theatre | Business & Operational Plan 2025 51Page 351 of 420
17. Staffing
Roles and Responsibilities
Staffing Procedures
Downtown Fairfield Theatre | Business & Operational Plan 2025 52Page 352 of 420 Roles and Responsibilities
Organization chart
Managing Director
Theatre Manager
Technical Director
Artistic Director
Front of House Staff and
Education Teams
Technical Event
Staff
Staffing Procedures
Big Lights Little City will staff the venue with one full-time Theatre Manager and one part-time Technical Director to oversee day-to-day operations and technical needs. The Managing Director and Artistic Director will also allocate a portion of their time to support the venue’s programming and business strategy.
Additional staffing requirements—including Box Office, Concessions, Ushers, and Teaching Artists— will be met primarily through existing Big Lights Little City personnel whenever feasible. In cases where qualified internal staff are unavailable, part-time temporary employees will be hired for positions that require specialized training or increased responsibility. Volunteers will be engaged whenever appropriate to supplement staffing and maintain cost efficiency.
Downtown Fairfield Theatre | Business & Operational Plan 2025 53Page 353 of 420
18. Venue Management
Systems and Softwares
Maintenance
Improvements
Safety and Security
Emergency Plans
Downtown Fairfield Theatre | Business & Operational Plan 2025 54Page 354 of 420 Systems and Softwares
Upmetrics
Financial forecasts, linked to Quick
Books, pitch decks
Facilitron
Booking system for alternative
spaces (lobby, courtyard, etc.) and
off-days for the theatre.
Ticketing Software
A box office system to manage
ticket systems by date and event.
Venue Website
Designed by a trusted developer
Volunteer App
A user-friendly portal for our
volunteers to access.
Quick Books
Financial management and
reporting
Class Registration Software
An easy way to enroll in education
programming and set up payment
plans.
CRM Software
A software to track audience data
for marketing, fundraising, and
season planning strategies
HR App
A user-friendly portal for
employees to access.
Digital Fundraising Tools
Creating opportunities to donate in
varied locations, including the
website, social media, and as an
optional add-on to ticket sales.
Maintenance
General facility maintenance needs will be addressed after a more thorough inspection of the space.
We anticipate needs will increase slightly as the venue secures more consistent bookings. Utilities will be secured through BLLC. Some services (such as garbage services) can be offered at little to no cost due to the municipal/non-profit model of the venue.
Janitorial
A weekly schedule will be established to maintain standards of cleanliness, and additional services will be scheduled to keep up with increased venue use. Deep cleaning services (e.g. carpet cleaning, curtains, etc.) will be scheduled to reflect venue usage and maintain standards of professional appearance and cleanliness.
Downtown Fairfield Theatre | Business & Operational Plan 2025 55Page 355 of 420 General Repairs
The Theatre Manager will conduct regular walk throughs of the space and schedule check-ins with the Technical Director to maintain a list of small repairs for general wear and tear. The Theatre Manager will seek repair services as necessary to ensure a clean and professional appearance of the venue while also prioritizing cost efficiency.
Certifications and Code Compliancy
The Theatre Manager and the Technical Director will collaborate to ensure all systems are up to date on inspections and certifications. This includes but is not limited to: fire safety systems, HVAC, backflow, and theatre-specific systems such as fire curtain, fly systems, etc.
Downtown Fairfield Theatre | Business & Operational Plan 2025 56Page 356 of 420 Improvements
A thorough inspection of the venue will be completed annually by the Managing Director, Technical Director, Theatre Manager, and City Liaison to assess desired improvements to the venue. These improvements will be prioritized by safety, accessibility, and aesthetic appeal. These improvements will be funded by preservation fees and, if necessary, additional fundraising by Big Lights Little City.
Safety and Security
Safety Procedures
All permanent (part time and full time) employees of BLLC will undergo a Live Scan and CPR/First Aid and AED training. All permanent (part time and full time) employees of BLLC will undergo annual training on emergency procedures for the venue. Copies of the emergency procedures will be made available to all temporary employees and volunteers while on-site for their shift.
Comprehensive Safety Binders will be stored in various locations on the premises for quick access to all Emergency Plans and emergency contacts.
Security Procedures
A security assessment will be conducted by the Managing Director and Theatre Manager semi- annually. This assessment will include review of security services and systems.
Security services will be secured by a third party vendor in compliance with city requirements for any event that requires street closure. Services will also be secured for any event that includes over 300 people on site or for talent that has specific security riders in their contract at the expense of the rental client.
We strongly recommend the installment of a camera system.
Downtown Fairfield Theatre | Business & Operational Plan 2025 57Page 357 of 420 Emergency Plans
After a thorough inspection of the venue and review of city standards for emergency response protocol, Big Lights Little City will develop emergency plans for the following. All permanent employees and event staff in leadership positions will be trained on emergency procedures.
List title
Fire
Response to fires on or nearby the
premises. Response to unsafe air
quality due to local wildfires.
Earthquake
Response to earthquakes during
and after the event, including
inspections of the premises.
Public Health
Response to public health
concerns such as pandemics,
contamination of air or water, etc.
Extreme Weather
Preparation for and response to
extreme weather conditions.
Lockdown
Lockdown procedures for events
on or near the premises.
Downtown Fairfield Theatre | Business & Operational Plan 2025 58Page 358 of 420
19. Programming
Annual Timeline
Booking Process
Rental Rates
Box Office
Concessions
Downtown Fairfield Theatre | Business & Operational Plan 2025 59Page 359 of 420 Annual Timeline
In an effort to ensure a growth mindset and sustainable practices, an annual strategic planning timeline will be implemented that encompasses programming and operations.
1. Annual Review
5-6 months before the new season opens. A preliminary review of the previous year's successes and challenges and identifying opportunities for the next season.
2. Season Planning
4-5 months before the new season begins. Strategize programming, marketing, and outreach.
3. Short List
3-5 months before the new season begins. Create a short list of organizations, talent, and businesses that fit our programming and financial goals for the fiscal year. Initiate contact to gauge interest in booking and availability. Contact any priority booking groups (e.g. City of Fairfield, schools, local community theatres, etc)
4. Open Booking
Open booking system online for applications after short list communications have concluded.
5. Outreach
3 months before season begins, continuing through the season. Invite local groups to rent the space that either may not know this is an option or enhance existing programming. Begin first steps on any outreach programs (tickets for troops, school partnerships, charitable campaigns, etc) related to season programming.
6. Data Collection
From season opening to close. Collect feedback from talent, partners, and audiences. Collect data on various programming.
7. Annual Summary
Within 30 days of final event of season. Summarize and analyze all information for reporting and Annual Review meeting.
Booking Process
Requesting the Space
Many local arts groups already utilize Facilitron to find rehearsal spaces in the area. We will make our lobby, courtyard, off-days in the theatre, and rehearsal room available for rent through Facilitron to easily connect with the local community.
Downtown Fairfield Theatre | Business & Operational Plan 2025 60Page 360 of 420 Requests for the space will be reviewed by the Theatre Manager before approval. In the event more than one applicant applies for a specific space and time, the Theatre Manager will select the applicant by prioritizing local over out-of-county applicants and maintaining a balance of community-driven programming with revenue goals for the fiscal year.
Tours of the space can be scheduled with the Theatre Manager before an application is submitted. An additional tour is guaranteed within 14 days of the rental date(s), subject to availability.
If the space is booked 30 days or less in advance, full payment will be due up front. If the space is booked more than one month in advance, a 50% non-refundable For bookings made 30+ days in advance, a 50% deposit will be required with a signed rental agreement in order to secure the space. The remaining 50% booking fee and any additional fees deemed necessary to cover anticipated cleaning or security needs will be due 14 days before the event.
For bookings made less than 30 days before the event, full payment will be due with a signed agreement in order to secure the space.
Downtown Fairfield Theatre | Business & Operational Plan 2025 61Page 361 of 420 Fee Schedule
Upon approval of an application through Facilitron, a non-refundable 50% deposit of the rental fee and signed Rental Agreement will be required of all applicants within 5 business days to confirm the rental.
The additional 50% of the rental fee plus any additional fees will be due on a date relative to the advance notice of the booking.
If the space is booked 30 days or less in advance, full payment is due with the signed agreement within 5 business days of approval of the initial application.
For bookings made 30+ days in advance, the additional 50% and any additional fees will be required not later than 14 days before the event.
Using the information collected on the application, additional fees may be added to the rental rate for security or janitorial services deemed necessary by the Theatre Manager for the event. A refundable incidentals deposit may be required to ensure payment for any excessive cleaning or potential damages is secured before the event.
Cancellations
Cancellation of rentals 30 days before the date(s) will result in a refund of any amount paid to the venue excluding the rental fee deposit. Exceptions may be made at the discretion of the Theatre Manager for extraordinary circumstances. Cancellation of rentals less than 30 days before the date(s) are non-refundable, though a partial refund may be issued at the discretion of the Theatre Manager for extraordinary circumstances.
Should the venue need to cancel a rental due to damages or emergencies, a full refund will be issued.
Cancellation of events due to city closures or acts of God will also result in a full refund.
Rental Rates
Rental rates default to 8 hour blocks. Multi-date events or events that require additional dates to set up or take down will be charge for each date the venue is in use.
Downtown Fairfield Theatre | Business & Operational Plan 2025 62Page 362 of 420 Year One: Incentivized Booking
Local Non Profits
Solano county groups with a
nonprofit status. Priority given
to Fairfiled-based groups.
$750
Non-Local Non Profits
Out-of-county groups with a
nonprofit status.
$850
Local Commercial
Solano county businesses.
Priority given to Fairfield-
based businesses.
$1650
per month
Non-Local
Commercial
Out-of-county businesses.
$1750
Downtown Fairfield Theatre | Business & Operational Plan 2025 63Page 363 of 420 Year Two
Local Non Profits
Solano county groups with a
nonprofit status. Priority given
to Fairfiled-based groups.
$750
Non-Local Non Profits
Out-of-county groups with a
nonprofit status.
$950
Local Commercial
Solano county businesses.
Priority given to Fairfield-
based businesses.
$1750
per month
Non-Local
Commercial
Out-of-county businesses.
$1900
Box Office
Box office services will be provided for all applicable events. This includes online ticket sales, on-site ticket sales, day-of services, and management of all discounted tickets and complimentary tickets.
While discounts and "comp" tickets are at sole cost of the lessee, BLLC will collaborate on pricing and manage distribution.
Downtown Fairfield Theatre | Business & Operational Plan 2025 64Page 364 of 420 Concessions
Concessions services will be provided for all applicable events. This includes food and beverage services with the option to include bar services.
BLLC is able to secure a liquor license for the venue at a fraction of the cost due to our non-profit status. BLLC has an existing relationship with a bar service that will supply ABC and Responsible Serving Certified bartenders. Services range from pouring beer and wine to crafting signature cocktails to specific events.
Menus for events can range from bulk orders of pre-packaged snack foods to freshly prepared options curated for the event from local restaurants and catering services. This provides additional opportunities for engaging local businesses and corporate sponsorships.
Downtown Fairfield Theatre | Business & Operational Plan 2025 65Page 365 of 420
20. Marketing and Promotion
Sales Strategy
Fundraising and Development
Downtown Fairfield Theatre | Business & Operational Plan 2025 66Page 366 of 420 Promoting events and marketing the venue will be a collaborative process between the Theatre Manager and our in-house Marketing Manager at BLLC. Day-to-day marketing tasks will include (but are not limited to) the following:
Online
Social Media
Utilizing social media for
promotion, community
engagement, and fundraising
Email Marketing
Regular newsletters highlighting
arts-focused community stories,
upcoming events, and
opportunities for engagement.
Online Fundraising
Utilizing digital crowdfunding
platforms and making donations
easily accessible on social media
and ticket sale pages
Website
SEO optimization of the website to
ensure high traffic from search
engines.
Offline
Mailers
Ads for subscriptions, membership
packages, and special events to
local addresses.
Third Party Programs
Securing ad space in local
programs at other theatres, school
theatres, etc.
Local Media
Securing ad space/time in local
newspapers, TV segments, and
radio
Downtown Fairfield Theatre | Business & Operational Plan 2025 67Page 367 of 420 Sales Strategy
Sales (securing booking of higher-revenue clients) will be a team effort amongst leadership at BLLC.
This will be a highly collaborative process between the Managing Director, Artistic Director, Theatre Manager, and Technical Director.
Client Focus
Touring
Seeking touring performances and
events that fit our space and target
audiences
Cold Calling
Calling local and non-local
businesses, talent, and talent
managers to announce new
management and open
communications regaring booking
options
Community Outreach
Connecting with local
organizations for performances
that represent our community
APAP Talent Agents
Connections with professional
networks to collaborate with talent
agents
Downtown Fairfield Theatre | Business & Operational Plan 2025 68Page 368 of 420 Fundraising and Development
A comprehensive fundraising plan will be included in the deliverables of BLLC's implementation plan.
The plan will include (but not be limited to) the following:
Fundraising Mix
Corporate Sponsorships
Corporate funding for community
events
Grants
Our non-profit status allows us to
apply for a variety of grants to
support operations and specific
events and initiative
Individual Giving
Build relationships with potential
donors and keep them informed on
the impact of the venue, its
operations, and their contributions
Crowdfunding
Design crowdfunding campaigns
for specific initiatives, events, and
improvements.
Donor Events
Annual Gala, meet and greets, VIP
treatment at various events
Memberships
Season subscription packages to
annual programming
Downtown Fairfield Theatre | Business & Operational Plan 2025 69Page 369 of 420
21. Performance
Measurements
Key Performance Indicators
Data Collection & Analysis
Internal Evaluations
Downtown Fairfield Theatre | Business & Operational Plan 2025 70Page 370 of 420 Key Performance Indicators
In an effort to establish accountability in our audience engagement and revenue building strategies, BLLC will establish a series of Key Performance Indicators (KPIs) to consider when evaluating success and areas for improvement. Some KPIs we will include:
Demographics of audiences both by event and by season
Returning audience member %
Diversity of organizations that rent the venue
Returning rental groups %
Purchase trends in concessions
Feedback from rental groups and audiences
•
•
•
•
•
•
Data Collection & Analysis
In order to accurately assess our KPIs, data collection will be ongoing from various sources. This will allow us to collect both quantitative and qualitative data year round.
Data from our CRM (customer management software)
Data from our ticketing, sales, and rental softwares
Native analytics from our website and social channels
Claritas (psychographic information)
Data from our targeted emails
Questionnaires for ticket buyers, and rental groups
Follow up calls with new rental groups, donors, and sponsors for feedback Open dialogue with attendees, staff, volunteers, and rental groups for conversational feedback at events and meetings
Analysis of this data will conducted on a quarterly and annual basis to provide a detailed look at success throughout the course of the season.
•
•
•
•
•
•
•
•
Internal Evaluations
In order to maintain accountability and incentivize growth, BLLC will conduct internal evaluations of staff, systems, and procedures to foster continual improvement.
Ongoing questionnaires for temporary staff and volunteers Annual evaluations of management and permanent staff (part time and full time) Annual evaluations of softwares, systems, and procedures from all employees Senior management will undergo 360 degree review
•
•
•
•
Downtown Fairfield Theatre | Business & Operational Plan 2025 71Page 371 of 420
22. Financial Proposal
5 Year Financial Projections
Phase 1: Ground and Grow
Phase 2: Stabilization
Phase 3: Growth
Phase 4: Expansion
Phase 5: Maturity & Self Sufficiency
Downtown Fairfield Theatre | Business & Operational Plan 2025 72Page 372 of 420 5 Year Financial Projections
BLLC has prepared these financial projections with the greatest diligence possible given the information currently available. We have anticipated the costs necessary to prepare the theatre for full- capacity bookings and ongoing community use. Where possible, we have built in realistic projections for staffing, utilities, and operations, while removing one-time implementation costs in later years to prevent the appearance of an inflated budget.
We also recognize that the theatre industry follows a seasonal rhythm. For example, July and August are traditionally slow months across the sector, making them an appropriate window for scheduled maintenance. Factoring in this cycle allows us to balance earned revenue expectations with operational realities.
At the same time, the City has noted that the building has significant deferred maintenance. Until a complete facilities assessment is conducted, neither the City nor BLLC can fully know the scope of capital and operational needs. Our approach has been to plan conservatively, while leaving room for thoughtful adjustments as new information becomes available.
It is also important to note that any multi-year financial plan is a projection, not a promise. We have done our best to anticipate both costs and revenues, but outside factors such as economic fluctuations or shifts in audience demand can influence booking cycles and theatre income.
Transparency remains our highest priority: if conditions change, we will engage the City in open dialogue about solutions.
Above all, BLLC seeks to build a healthy, trust-based partnership with the City. We are not interested in overstating costs, nor in underestimating expenses in a way that risks overburdening our team. Our goal is to balance the City’s financial requirements with BLLC’s ability to deliver high-quality service, while protecting the energy and enthusiasm of the theatre staff so that this project remains sustainable long-term.
This spirit of collaboration ensures mutual confidence in these projections and creates the foundation for a theatre that thrives both artistically and financially as a cultural asset for Fairfield.
The Downtown Theatre’s financial and operational journey can best be understood through a lifecycle framework. Like most cultural organizations, the Theatre will move through identifiable phases—Idea, Startup, Ground & Grow, Maturity, and Renewal—each with distinct financial patterns and capacity needs. By aligning our five-year pro forma projections with this lifecycle model, we demonstrate a realistic “glide path” toward sustainability. This framework illustrates that the initial years require greater investment and stabilization, while later years yield balanced growth, reduced subsidies, and increasing surpluses. In this way, the lifecycle chart provides both a visual and conceptual anchor for understanding how each financial phase contributes to the Theatre’s long-term health and community impact.
Downtown Fairfield Theatre | Business & Operational Plan 2025 73Page 373 of 420 Phase 1: Ground and Grow
Implementation & Year 1.5 Pro Forma
Category Amount
Revenue
Nonprofit Rentals – Rental Fees $108,000
Nonprofit Rentals – Preservation Fees $86,400
Courtyard, Lobby, Other Rentals $10,000
Commercial Rentals – Rental Fees $175,000
Commercial Rentals – Preservation Fees $40,000
Educational Programs & Summer Camps $130,000
Corporate Sponsors $15,000
Grand Re-Opening Gala $15,000
Individual Donations $7,500
Bar/Concessions $150,000
Downtown Fairfield Theatre | Business & Operational Plan 2025 74Page 374 of 420 Category Amount
BLLC Rental Payment to City (50 Shows) $40,000
TOTAL REVENUE $776,900
Expenses
Fixed Staffing + 30% Payroll $459,225
Hourly Staffing + 30% Payroll $135,200
Management Fee: Rental Stipend $40,000
Janitorial Estimate $67,000
Utilities Estimate $165,000
Rebrand (Website, Logo, Campaigns) $20,000
Insurance Estimate $3,500
Required Licenses $1,000
Implementation (Cleaning, Maintenance, etc.) $50,000
Gala Expenses $3,500
TOTAL EXPENSES $944,425
City Subsidy/(Surplus) -$167,525
Phase 2: Stabilization
Year 2 Pro Forma
Category Amount
Revenue
Nonprofit Rentals – Rental Fees $118,800
Nonprofit Rentals – Preservation Fees $95,040
Courtyard, Lobby, Other Rentals $10,000
Commercial Rentals – Rental Fees $192,500
Commercial Rentals – Preservation Fees $44,000
Educational Programs & Summer Camps $130,000
Corporate Sponsors $25,000
Annual Fundraiser $15,000
Downtown Fairfield Theatre | Business & Operational Plan 2025 75Page 375 of 420 Category Amount
Individual Donations $15,000
Bar/Concessions $175,000
BLLC Rental Payment to City (50 Shows) $40,000
TOTAL REVENUE $860,340
Expenses
Fixed Staffing + 30% Payroll $473,175
Hourly Staffing + 30% Payroll $139,256
Management Fee: Rental Stipend $40,000
Janitorial Estimate $67,000
Utilities Estimate $165,000
Rebrand (Website, Logo, Campaigns) $1,000
Insurance Estimate $3,500
Required Licenses $500
Implementation (Deep cleaning, maintenance,
etc.) $25,000
Gala Expenses $3,500
TOTAL EXPENSES $917,931
City Subsidy/(Surplus) -$57,591
Phase 3: Growth
Year 3 Pro Forma
Category Amount
Revenue
Nonprofit Rentals – Rental Fees $129,600
Nonprofit Rentals – Preservation Fees $103,680
Courtyard, Lobby, Other Rentals $10,000
Commercial Rentals – Rental Fees $210,000
Commercial Rentals – Preservation Fees $48,000
Downtown Fairfield Theatre | Business & Operational Plan 2025 76Page 376 of 420 Category Amount
Educational Programs & Summer Camps $135,000
Corporate Sponsors $20,000
Annual Fundraiser $15,000
Individual Donations $15,000
Bar/Concessions $175,000
BLLC Rental Payment to City (50 Shows) $40,000
TOTAL REVENUE $901,280
Expenses
Fixed Staffing + 30% Payroll $351,405
Hourly Staffing + 30% Payroll $143,434
Management Fee: Rental Stipend $40,000
Janitorial Estimate $69,000
Utilities Estimate $170,000
Marketing (baseline only) $1,000
Insurance Estimate $3,500
Required Licenses $500
Implementation $0
Gala Expenses $3,500
TOTAL EXPENSES $782,338
City Subsidy/(Surplus) $49,250
Phase 4: Expansion
Year 4 Pro Forma
Category Amount
Revenue
Nonprofit Rentals – Rental Fees $142,560
Nonprofit Rentals – Preservation Fees $114,048
Courtyard, Lobby, Other Rentals $11,000
Downtown Fairfield Theatre | Business & Operational Plan 2025 77Page 377 of 420 Category Amount
Commercial Rentals – Rental Fees $231,000
Commercial Rentals – Preservation Fees $52,800
Educational Programs & Summer Camps $148,500
Corporate Sponsors $22,000
Annual Gala $15,000
Individual Donations $11,000
Bar/Concessions $170,500
BLLC Rental Payment to City (50 Shows) $40,000
TOTAL REVENUE $958,408
Expenses
Fixed Staffing +30% Payroll $301,026
Hourly Staffing +30% Payroll $147,737
Management Fee: Rental Stipend $40,000
Janitorial Estimate $70,000
Utilities Estimate $175,000
Marketing (baseline only) $1,000
Insurance Estimate $3,500
Required Licenses $500
Implementation $0
Gala Expenses $3,500
TOTAL EXPENSES $742,262
City Subsidy/(Surplus) $133,808
Phase 5: Maturity & Self Sufficiency
Year 5 Pro Forma
Category Amount
Revenue
Nonprofit Rentals – Rental Fees $171,072
Downtown Fairfield Theatre | Business & Operational Plan 2025 78Page 378 of 420 Category Amount
Nonprofit Rentals – Preservation Fees $136,858
Courtyard, Lobby, Other Rentals $13,200
Commercial Rentals – Rental Fees $277,200
Commercial Rentals – Preservation Fees $63,360
Educational Programs & Summer Camps $130,000
Corporate Sponsors $26,400
Annual Gala $18,000
Individual Donations $20,000
Bar/Concessions $175,000
BLLC Rental Payment to City (50 Shows) $40,000
TOTAL REVENUE $1,071,090
Expenses
Fixed Staffing +30% Payroll $207,716
Hourly Staffing +30% Payroll $152,169
Management Fee: Rental Stipend $40,000
Janitorial Estimate $72,000
Utilities Estimate $180,000
Marketing (baseline only) $1,000
Insurance Estimate $3,500
Required Licenses $500
Implementation $0
Gala Expenses $3,500
TOTAL EXPENSES $660,385
City Subsidy/(Surplus) $ 410,705
Downtown Fairfield Theatre | Business & Operational Plan 2025 79Page 379 of 420
23. Appendices
Appendix A: Revenue Projections & Basis for Estimate (Year 1) Appendix B: Expense Projections & Basis for Estimate (Year 1) Appendix C: Janitorial Service Basis for Estimate & Cost Comparison Appendix D: Utilities Projections & Basis for Estimate
Appendix E: Ancillary Marketing Expenses & Basis for Estimate Appendix F: Potential License Requirements & Basis for Estimate Appendix G: Example of Periodic Required Cost & The Big Picture Downtown Fairfield Theatre | Business & Operational Plan 2025 80Page 380 of 420 These appendices have been prepared as tools to help anticipate the City’s needs and questions in evaluating our proposal. Using the information available to us, we developed a five-year pro forma financial forecast with the understanding that adjustments will be necessary along the way. We recommend monthly reviews during Year 1, until operations are stabilized, to ensure transparency, accountability, and alignment with the City’s goals.
Appendix A: Revenue Projections & Basis for Estimate (Year 1) Revenue Item Estimated
Revenue Basis for Estimate Notes
Nonprofit Rentals -
Rental Fees $108,000
3 rentals per week × 52
weeks × $750 for 8-hour
block
Rental rates for non-local no
profits will increase by $100 in
year 2. by $100 in year 2
Nonprofit Rentals-
Preservation Fees $86,400 $3 per ticket × 200 patrons
per show
Estimated 200 patrons will
fluctuate based on tickets sold.
Courtyard, Lobby,
Other Rentals $10,000 Plan to rent alternate
spaces starting Day 1
Fairfield-Suisun Visual Arts
Association has expressed
interest in returning to the space.
Commercial
Rentals – Rental
Fees
$175,000 2 rentals per week × 40
weeks × $1,650 per rental
Rental rates will increase $100 in
year 2
Commercial
Rentals –
Preservation Fees
$40,000 $5 per ticket × 200 tickets
sold per event
Estimated 200 patrons per show
will fluctuate based on tickets
sold.
Educational
Programs &
Summer Camps
$130,000 Net proceeds; in-house
instructors & curriculum
In house ability gives BLLC the
ability to implement and scale
immediately
Corporate
Sponsors $15,000 Untapped local businesses
In kind and paid sponsorships
will be leveraged to reduce
costs.
Grand Re-Opening
Gala $15,000
Grand re-opening will
create excitement and
interest.
Great opportunity to introduce
the public to all of the new
offerings, programs and
services.
Downtown Fairfield Theatre | Business & Operational Plan 2025 81Page 381 of 420 Revenue Item Estimated
Revenue Basis for Estimate Notes
Individual
Donations $7,500
In most theater venues,
individual donors make up
the
majority of contributed
revenue
streams. Tax deductible
advantage.
Round up donations during ticket
sale; season subscriptions;
monthly recurring donations; FB
and IG birthday crowed sourced
donations.
Bar/Concessions $150,000 600 patrons per week × 40
weeks × $5 per patron
Plan to source local concessions
(Famous Creations, local wine
distributors); One time sale of
branded “refillable cup” concept
w/upcharge and discounted
drink price for future shows/
ticketed events.
BLLC Rental
Payment to City (50
Shows)
$40,000 $800 average rental
amount per show
In kind donation of theatre space
in lieu of management fee.
Concession and theatre
preservation fees returned to the
City.
Total Revenue $776,900
Appendix B: Expense Projections & Basis for Estimate (Year 1) Expense Amount Basis for Estimate Notes
Fixed Staffing $459,225
0.75 FTE Managing
Director • 1.0 FTE Theatre
Manager • 1.0 FTE
Marketing/Social Media/
Web/ Branding/Graphic
Design• 0.50 FTE
Technical Supervisor
30% Pay; 3% salary increase each
year; reduction of MD and
30% payroll; 3% COLA; Years 3-5
MD salary allocation is .5
FTE and Technical Supervisor .
25ll
Hourly Staffing $135,200
Equivalent of 2 FTE @
$25/hr, allocated across
multiple part-time staff
30% Payroll; 3% Annual COLA
Years 2-5
Management Fee:
Rental Stipend $40,000 Actual In kind donation for BLLC productions
Downtown Fairfield Theatre | Business & Operational Plan 2025 82Page 382 of 420 Expense Amount Basis for Estimate Notes
Janitorial $67,000 See Appendix C
Open to meet with current
company; Plan to get 3 other
bids including windows.
Utilities $165,000 See Appendix D Year 1; did not adjust for years 2-5 as actuals are unknown.
Rebrand (Website,
Logo, Campaigns) $20,000 See Appendix E Some fees are one- Time; others ongoing
Insurance $3,500 Actual Year 1; did not adjust for years 2-5 Required Licenses $1,000 See Appendix F
ABC Theatre Limited use liquor
license at nonprofit rate;
Uncertain what other licenses
may be required.
Implementation
(Cleaning,
Maintenance, etc.)
$50,000 See Appendix G
State of theatre facility unknown;
Appendix G: example of one
potential invoice for reference
Gala Expenses $3,500
Cost after revenue
(catering, decor,
entertainment)
Annual gala fundraiser • Will seek
in-kind and/or discounted raffle &
auction items • Catering
discounts • Entertainment
discounts • Wine donations •
Sponsorships
Total Expenses $944,425
Appendix C: Janitorial Service Basis for Estimate & Cost Comparison Downtown Fairfield Theatre | Business & Operational Plan 2025 83Page 383 of 420 Venue Location Size (sq ft) Cleaning
Frequency
Annual
Cost
Estimate
Notes
Vacaville
Performing
Arts Theatre
Vacaville,
CA 21,000 Daily cleaning +
event turnover $60,000
Includes restroom
service, lobby,
dressing rooms,
stage cleaning
Bankhead
Theater
Livermore,
CA 27,000 Nightly + deep
clean quarterly $68,000
Professional crew;
high community
use
Lesher Center
for the Arts
Walnut
Creek, CA 27,000 Nightly + after
each event $75,000
Multiple stages &
high-volume public
areas
Luther Burbank
Center for the
Arts
Santa
Rosa, CA
22,000 (main
building)
Nightly + high-
traffic deep
cleaning
$65,000 Includes janitorial
supplies in cost
Downtown
Theatre
(Proposed)
Fairfield,
CA 22,000 Nightly + post-
event cleaning
$55,000 -
$67,000
Includes lobby,
large restrooms,
stage, dressing
rooms, windows
Total Expenses $67,000
Appendix D: Utilities Projections & Basis for Estimate
Category Amount Basis for Estimate Notes
Electricity & Gas $120,000
Based on similarly sized
commercial
spaces
Largest utility expense; Most
likely will increase from prior
years due to accelerated usage
with BLLC. Cost could range from
$90,000 - $120,000
Water & Sewer $25,000 Seasonal usage variations
Possible increase due to
accelerated use and deep
cleaning including windows.
Range could be from $18,000 -
$30,000
Downtown Fairfield Theatre | Business & Operational Plan 2025 84Page 384 of 420 Category Amount Basis for Estimate Notes
Trash & Recycling $0 Service is currently donated
to current operator.
Assume continued in-kind
donation via BLLC relationship;
includes sponsorship perks for
vendor (not yet in place). Service
levels likely to increase, requiring
quid pro quo sponsorship
package for
Total Utilities $165,000
Appendix E: Ancillary Marketing Expenses & Basis for Estimate Marketing Item Description Estimated
Cost Notes
Website Design &
Development
Full redesign with
accessibility
compliance,
event calendar
integration,
$0 Included in fixed salary cost
Email List Purchase
& Data Acquisition
Targeted local/regional
performing arts patrons $3,000 One-time Year 1 list
Direct Mail
(Postcards)
Printing & mailing to
purchased addresses $7,500
Assumes ~15,000 pcs @ $0.50
each incl. printing & postage;
Ongoing
Print Advertising
Local newspapers, arts
magazines, community
programs
$5,000 Ongoing; will seek in- kind donation
for sponsorships
Social Media
Boosted Ads
Paid boosts for
Facebook, Instagram,
etc.
$2,500 Targeted geographic and interest-
based ads
Google Ads for
Nonprofits
$10,000/month in free
ads through Google Ad
Grants
$0 Nonprofit ads grant ($120,000
annual value)
Graphic Design
Services
Ongoing ad, poster, and
flyer design $0 Included in fixed staffing costs
Photography &
Videography
Professional content for
promotions, social
media, and press
$0 Included in fixed staffing costs
Total Expenses $20,000
Downtown Fairfield Theatre | Business & Operational Plan 2025 85Page 385 of 420 Appendix F: Potential License Requirements & Basis for Estimate License/Permit Description
Nonprofit
Rate
Estimate
Notes
ABC Type 64 Special
On-Sale General
Theatre License
Allows sale of beer, wine,
and spirits one hour
before, during, and one
hour after performances
$1,000
One-time or annual renewal
cost is minimal after first
issuance; nonprofit discount
applies
City of Fairfield
Business License
Required to operate in
Fairfield; waived for
nonprofits
$0
BLLC currently holds a City
of Fairfield Business
License.
ASCAP (American
Society of
Composers, Authors
and Publishers)
Public performance rights
for music $375 - $500
Annual nonprofit fee based
on seating capacity; 365
seats falls mid-tier
BMI (Broadcast
Music, Inc.)
Public performance rights
for music $365 - $480 Annual nonprofit rate for
theatres; based on capacity
SESAC
Public performance rights
for certain artists not
covered by ASCAP/BMI
$250 - $350 Fewer works than ASCAP/
BMI but still relevant
Film Licensing
(MPLC or Swank) Blanket license for movies $250 * $350 Nonprofit rate, depends on # of showings
Health Permit (Food
Service)
Required for concessions
and bar snacks $350 - $500 Solano County
Environmental Health
Seller’s Permit (CA
Dept. of Tax & Fee
Admin)
Allows sale of
merchandise,
concessions, alcohol
$0 No cost: registration
required
Appendix G: Example of Periodic Required Cost & The Big Picture Item Description Amount Notes
Curtain cleaning
and certification
Main Stage Curtain:
Cleaning & Fireproofing,
required every 5 years.
$17,000
Uncertain of last date of certification;
Allowed $50,000 in implementation
costs for this and other unexpected
items preparing the venue for re-
opening.
Downtown Fairfield Theatre | Business & Operational Plan 2025 86Page 386 of 420 We understand the City carries a $9 million obligation on the Downtown Theatre, with significant ongoing principal and interest payments. Our team recognizes the full scope of this financial commitment and the responsibility it represents. Beyond day-to-day operations, we are committed to ensuring the Theatre thrives as a community asset—creating value for the City, its merchants, tourism, and potential new businesses. We will manage this asset with diligence and dedication so that the City’s investment yields a strong and lasting return.
Payment
Date
Payment
Amount Principal Interest Outstanding Principal
Balance
2/1/2023 $74,655.75 $43,333.33 $31,322.42 $9,956,666.67 8/1/2023 $74,655.75 $48,333.33 $26,322.42 $9,908,333.34 2/1/2024 $74,655.75 $48,333.33 $26,322.42 $9,860,000.01 8/1/2024 $74,655.75 $48,333.33 $26,322.42 $9,860,000.01 2/1/2025 $74,655.75 $48,333.33 $26,322.42 $9,763,333.35 8/1/2025 $74,655.75 $48,333.33 $26,322.42 $9,715,000.02 2/1/2026 $74,655.75 $48,333.33 $26,322.42 $9,666,666.69 8/1/2026 $74,655.75 $48,333.33 $26,322.42 $9,618,333.36 2/1/2027 $74,655.75 $48,333.33 $26,322.42 $9,570,000.03 8/1/2027 $74,655.75 $48,333.33 $26,322.42 $9,521,666.70 2/1/2028 $74,655.75 $48,333.33 $26,322.42 $9,473,333.37 8/1/2028 $74,655.75 $48,333.33 $26,322.42 $9,425,000.04 2/1/2029 $74,655.75 $48,333.33 $26,322.42 $9,376,666.71 8/1/2029 $74,655.75 $48,333.33 $26,322.42 $9,328,333.38 2/1/2030 $74,655.75 $48,333.33 $26,322.42 $9,280,000.05 8/1/2030 $74,655.75 $48,333.33 $26,322.42 $9,231,666.72 2/1/2031 $74,655.75 $48,333.33 $26,322.42 $9,183,333.39 8/1/2031 $74,655.75 $48,333.33 $26,322.42 $9,135,000.06 2/1/2032 $74,655.75 $48,333.33 $26,322.42 $9,086,666.73 8/1/2032 $74,655.75 $48,333.33 $26,322.42 $9,038,333.40 Downtown Fairfield Theatre | Business & Operational Plan 2025 87Page 387 of 420
24. Glossary
Downtown Fairfield Theatre | Business & Operational Plan 2025 88Page 388 of 420 A. Business & Management Terms
Organizational Types
501(c)(3) Nonprofit (BLLC)
A tax-exempt charitable organization recognized by the IRS under Section 501(c)(3), operated for purposes such as education, arts, religion, or community benefit. Donations are typically tax deductible.
Foundation (e.g. Downtown Theatre Foundation for the Arts – DTFA) An independent nonprofit organization, often grantmaking or mission-specific, with its own governance and financial structure. DTFA operates the Downtown Theatre and manages its own programs and funds.
Endowment
A pool of donated funds invested to generate income for long- term support. The principal is usually preserved, with only earnings spent to further the organization’s mission.
Endowment in Relation to a Foundation or Nonprofit
A nonprofit or foundation can create and manage an endowment to provide a steady income stream over time. The endowment is a funding tool, not a separate legal entity.
Community Theatre Group (e.g., Missouri Street Theatre) May operate as a 501(c)(3) nonprofit, sole proprietorship, or for-profit business; relies primarily on local talent, with performers and crew often volunteers or receiving small stipends. Revenue typically comes from ticket sales, donations, sponsorships, and grants. While quality can vary, the focus is on community participation and access rather than meeting professional union standards. The Downtown Theatre in Fairfield can host community theatre productions, offering space for locally driven performances that engage residents and showcase regional talent.
Professional Theatre Group (e.g., BLLC)
Operates with professional artists under union agreements (such as Actors’ Equity), offering contracted pay and meeting strict industry standards for quality, working conditions, and production values. Revenue sources include ticket sales, sponsorships, grants, touring or rentals, and sometimes licensing or merchandising. The Downtown Theatre in Fairfield can also host professional theatre productions, delivering high-caliber, union-standard performances to audiences in the region.
Key Roles & Positions
Producer
Responsible for financing and managing the production, hiring staff, securing rights, and overseeing budgets.
Promoter
Markets and sells events, often working with talent agents to bring performers to a venue.
Presenter (City of Fairfield)
The organization that books and stages events, often responsible for artist contracts, marketing, and production costs.
Downtown Fairfield Theatre | Business & Operational Plan 2025 89Page 389 of 420 Talent Agent
Represents performers and negotiates contracts on their behalf.
B. Technical & Event Operations Terms
Hospitality Rider
A section of a performer’s contract specifying backstage amenities.
Load-In / Load-Out
The process of bringing equipment, sets, and props into or out of the theatre.
Program Services
The primary activities a nonprofit conducts to fulfill its mission (in theatre: productions, rentals, education).
Radius Clause
A contractual restriction preventing a performer from appearing in nearby venues within a set time.
Technical Rider
A contract document detailing a performer’s sound, lighting, and stage requirements.
Technical Supervisor
Assesses a show’s technical needs, recommends equipment, staffs the crew, and trains technicians.
Advance / Advancing
Pre-event coordination of all technical and hospitality details.
C. Booking, Finance & Industry Terms
Four-Wall Rental
Client rents the venue and covers all costs; venue provides space/staff and keeps no ticket revenue.
Presenter/Buyout (Guarantee)
Venue pays a flat fee to the artist and retains ticket revenue after costs.
Net Split / Promoter Split
After agreed expenses, remaining net is split by percentage between artist and presenter.
Settlement
The post-show accounting confirming ticket sales, expenses, and payments.
Facility Fee
Per-ticket surcharge retained by the venue for capital/maintenance.
Service Fee
Ticketing platform or box office processing fee.
Holds / Kill Seats / Manifest
Seats reserved, removed from sale, and the official seating list.
Downtown Fairfield Theatre | Business & Operational Plan 2025 90Page 390 of 420 True vs. Board-Designated (Quasi) Endowment
Donor-restricted principal vs. board-set funds that can be released.
Actors’ Equity Association (AEA)
Union for stage actors and stage managers, among other performance types.
IATSE
Stagecraft union for technical and backstage crew.
Minimums / Work Calls
Contracted staffing levels and scheduled crew call times.
ADA Seating
Wheelchair and companion seating meeting accessibility standards.
Assistive Listening System (ALS)
Devices that amplify stage audio for patrons with hearing loss.
Audio Description / Captioning
Access services for blind/low-vision and deaf/hard-of-hearing patrons.
Sensory-Friendly Performance
Adjusted environment for patrons with sensory sensitivities.
Alcohol Licensing (ABC Type 64)
Nonprofit special-on-sale permit for beer, wine, and spirits.
Downtown Fairfield Theatre | Business & Operational Plan 2025 91Page 391 of 420 1 BUSINESS PLAN Promotion of Entertainment & Community Engagement Plan With a Focus on Local Arts and Audience-Centered Programming As part of our continued stewardship of the Downtown Theatre, the Downtown Theatre Foundation of the Arts (DTFA) is committed to growing our entertainment offerings with a renewed focus on what the people of Fairfield and surrounding areas truly want to see. This includes increased access and visibility for local performing and visual artists, thoughtful programming that reflects the diversity of our community, and maintaining a high standard of professional excellence that audiences have come to expect from DTFA. Expanding Local Arts and Audience-Focused Programming We are enhancing our entertainment strategy by: • Expanding opportunities for local performers, artists, musicians, dancers, and youth groups to showcase their work in a professional venue. • Actively surveying and engaging with audiences and community stakeholders to identify desired genres, styles, and themes. • Launching new initiatives like Broadway on the Valley Vine, Free Bi-Monthly Storybook Theatre, and Rotating Visual Art Displays featuring regional artists. • Maintaining partnerships with local schools, arts organizations, and cultural groups to create a year-round pipeline of relevant and inclusive programming. Our aim is to make the Downtown Theatre a hub for local creativity, while still drawing in regional and touring talent to support economic development and cultural vitality. Box Office, Staffing, and Operations Enhancements We are proud to operate a fully functional, state-of-the-art box office system, capable of managing ticket sales, seat assignments, promotions, and reporting with accuracy and efficiency. This system supports both in-person and online sales and is operated by trained staff with years of experience. While our staffing model will largely remain the same, we are implementing the following strategic adjustments to strengthen community connection and operational capacity: 1. Jenn and Mike will take on select responsibilities previously held by the General Manager, enabling the GM to focus more fully on community outreach and engagement—a critical component of our mission. 2. We are adding two new team members:
2 o A Community Arts Liaison to focus on artist engagement and outreach. o A Digital Media & Promotions Coordinator to strengthen our marketing and event promotion, especially for local talent. Concessions & Scholarship Support We will continue to contract with a trusted third-party vendor for concessions operations. This partnership has been highly successful, with 100% of concession profits going directly toward scholarships in theatre, voice, dance, and educational workshops for youth. This model allows us to: • Keep costs low for the theatre • Support equitable access to arts education • Empower future generations of local performers Technology, Maintenance & Facility Care We take pride in the fact that our team has gone above and beyond to maintain and upgrade theatre technology and equipment. Our staff has not only maintained the equipment but ensured we remain competitive and cutting-edge in lighting, sound, projection, and digital capabilities—with professionals who know how to operate the systems at full capacity. In partnership with the City, our staff has helped ensure that the theatre remains a safe, clean, welcoming, and efficient facility. From daily cleaning protocols to ongoing equipment checks and long-term capital planning, we bring the same level of care to the building as we do to our programming. Capital Improvements As the Downtown Theatre Foundation of the Arts (DTFA) continues its longstanding commitment to excellence in operating the Downtown Theatre, we have made every effort to minimize the need for City-funded capital improvements through regular upkeep, technology investments, and proactive maintenance. That said, we recognize the importance of long-term planning and transparency around infrastructure needs. At this time, we identify three facility-related items that require City attention and funding—either as capital improvements or ongoing maintenance collaboration. 1. Stage Flooring – Marley Replacement (Capital Improvement) The only major capital replacement we anticipate in the near future is the Marley flooring on the main stage.
3 After years of use—particularly from dance-heavy productions—the flooring is worn beyond minor repairs. A full replacement will ensure: • A safe and professional surface for performers • Protection of the subfloor beneath • Continued appeal for local and touring productions We ask that the City plan for this necessary replacement in the next budget cycle. DTFA will assist with vendor selection, scheduling, and logistical support. 2. Roof Leaks – Ongoing Maintenance Collaboration The theatre’s roof continues to present maintenance challenges, with leaks that are difficult to assess or repair unless active during rainfall. While not in need of full replacement at this time, we understand this will be an ongoing issue requiring coordinated response between DTFA and the City. DTFA is committed to promptly reporting issues, protecting equipment, and working with City staff to manage this situation as effectively as possible. 3. East-Side Passthrough Fence – Safety & Sanitation Request DTFA respectfully requests that the City install a secure fence with lockable gates across the east-side passthrough/alley, located adjacent to the building. This area has increasingly become a gathering point for unhoused individuals and, unfortunately, has deteriorated into a public safety and sanitation hazard. We have encountered frequent instances of: • Human waste and biohazard materials • Vandalism and unauthorized access • Staff and patron safety concerns, particularly during evening performances We propose lockable gates and fence that can be opened by DTFA staff before performances for public access and closed afterward to prevent overnight misuse. This measure would significantly improve safety, cleanliness, and public perception of the venue.
4 Summary Thanks to a strong partnership between the City and DTFA, the Downtown Theatre remains a well-maintained, high-functioning cultural venue. Aside from the Marley flooring replacement, ongoing roof maintenance, and the requested east-side fencing for safety, we foresee no additional capital needs at this time. We look forward to working with the City to address these key items and to ensure the theatre remains a safe, welcoming, and professional space for the Solano County community. Marketing and Promotion Plan The Downtown Theatre Foundation of the Arts (DTFA) is committed to expanding awareness, increasing attendance, and ensuring broad community engagement through a strategic, modern, and data-driven marketing and promotion plan. Our focus remains on reaching audiences where they are—online, in the community, and on the move. We believe successful promotion not only benefits the theatre’s programming, but also serves the broader economic and cultural ecosystem of Downtown Fairfield. Email Marketing and Digital Outreach DTFA currently manages an active email marketing list of over 25,000 subscribers, representing engaged patrons from across Solano County and neighboring counties. This list continues to grow through event registrations, ticket sales, and partner promotions. We regularly use email campaigns to: • Promote upcoming shows and events • Share behind-the-scenes content • Offer pre-sale opportunities and special pricing • Spotlight local artists and sponsors This channel is one of our most cost-effective and successful methods of converting interest into ticket sales. Social Media and Online Presence Recognizing the shift in how people consume information and make entertainment decisions, we are significantly expanding our social media and digital marketing efforts, including: • Hiring a dedicated Digital Media & Promotions Coordinator to manage and grow our online presence across platforms (Instagram, Facebook, YouTube, and emerging platforms)