Fairfield City Council
December 2, 2025

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 2 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 3 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 4 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 5 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 6

1. From the Managing
Director
Downtown Fairfield Theatre | Business & Operational Plan 2025 7 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 8

2. Executive Summary
Nonprofit Advantages:

Key Strategies
Downtown Fairfield Theatre | Business & Operational Plan 2025 9 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 10 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 11

3. Mission, Vision, and
Values
Mission
Vision
Values
Downtown Fairfield Theatre | Business & Operational Plan 2025 12 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 13

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 14 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 15 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 16 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 17 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 18 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 19

5. Balanced Booking Strategy
Alternate Spaces & Facilitron
Downtown Fairfield Theatre | Business & Operational Plan 2025 20 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 21

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 22 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 23 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. •
•
•
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 24 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 25

7. DEIB and Accessibility
Commitment
Qualifications and Trainings
Downtown Fairfield Theatre | Business & Operational Plan 2025 26 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.
•
•
•
•
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 27

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 28 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. •
•
•
•
•
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. •
•
•
•
•
•
Tourism & Regional Partnerships
Collaborate with Suisun Valley wineries, restaurants, and hotels to create bundled packages.• Downtown Fairfield Theatre | Business & Operational Plan 2025 29 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. •
•
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.
•
•
•
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 30

9. Risk Management Strategy
& Philosophy
Philosophy
Key Risk Management Measures
Outcome
Downtown Fairfield Theatre | Business & Operational Plan 2025 31 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. •
•
•
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. •
•
•
•
•
•
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 32

10. SWOT Analysis
SWOT Analysis
Downtown Fairfield Theatre | Business & Operational Plan 2025 33 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.
•
•
•
•
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.
•
•
•
•
Downtown Fairfield Theatre | Business & Operational Plan 2025 34 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.
•
•
•
•
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.
•
•
•
•
Downtown Fairfield Theatre | Business & Operational Plan 2025 35

11. Competitive Comparison
BLLC vs For Profit Venue Management
Downtown Fairfield Theatre | Business & Operational Plan 2025 36 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 37 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 38 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 39

12. Staffing Plan
Our Team: BLLC's Distinct Advantage
Staffing & Management Team
Downtown Fairfield Theatre | Business & Operational Plan 2025 40 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.
•
•
•
•
•
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.
•
•
•
•
•
Downtown Fairfield Theatre | Business & Operational Plan 2025 41 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. •
•
•
•
•
•
•
Downtown Fairfield Theatre | Business & Operational Plan 2025 42

13. Financial Plan
Fixed Staffing Costs (Year 1)
Variable Costs (Year 1)
Financial Outlook
Downtown Fairfield Theatre | Business & Operational Plan 2025 43 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
•
•
•
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
•
•
•
•
•
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.
•
•
•
•
Downtown Fairfield Theatre | Business & Operational Plan 2025 44

14. Conclusion
Downtown Fairfield Theatre | Business & Operational Plan 2025 45 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 46

15. Operations Overview
Statement of Purpose
Downtown Fairfield Theatre | Business & Operational Plan 2025 47 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 48

16. Implementation Plan
Deliverables
Timeline
Downtown Fairfield Theatre | Business & Operational Plan 2025 49 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 50 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 51

17. Staffing
Roles and Responsibilities
Staffing Procedures
Downtown Fairfield Theatre | Business & Operational Plan 2025 52 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 53

18. Venue Management
Systems and Softwares
Maintenance
Improvements
Safety and Security
Emergency Plans
Downtown Fairfield Theatre | Business & Operational Plan 2025 54 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 55 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 56 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 57 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 58

19. Programming
Annual Timeline
Booking Process
Rental Rates
Box Office
Concessions
Downtown Fairfield Theatre | Business & Operational Plan 2025 59 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 60 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 61 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 62 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 63 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 64 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 65

20. Marketing and Promotion
Sales Strategy
Fundraising and Development
Downtown Fairfield Theatre | Business & Operational Plan 2025 66 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 67 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 68 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 69

21. Performance
Measurements
Key Performance Indicators
Data Collection & Analysis
Internal Evaluations
Downtown Fairfield Theatre | Business & Operational Plan 2025 70 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 71

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 72 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 73 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 74 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 75 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 76 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 77 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 78 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 79

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 80 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 81 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 82 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 83 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 84 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 85 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 86 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 87

24. Glossary
Downtown Fairfield Theatre | Business & Operational Plan 2025 88 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 89 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 90 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 91