Woodstock Opera House Advisory Commission

MINUTES OF THE WOODSTOCK OPERA HOUSE ADVISORY COMMISSION Tuesday, May 21, 2024 The meeting of the Opera House Advisory Commission of the City of Woodstock was called to order at the Opera House at 4:30 pm by Keith Johnson on Tuesday, May 21, 2024. A roll call was taken. I. CALL TO ORDER Present: Keith Johnson, Jeff Kleinschmidt, Peggy Hart, Jordan Rakittke, Judith Svalander, and Mary Ellen Prindiville Absent: Cassandra Vohs Demann Staff: Daniel Campbell (Opera House Director), Betsy Cosgray (Opera House Business Operations Manager), Tiara Thayer (Clerk) II. ACCEPTANCE OF MINUTES J. Svalander motioned to accept the March 19, 2024 meeting minutes, and P. Hart seconded. Ayes: Keith Johnson, Jeff Kleinschmidt, Peggy Hart, Jordan Rakittke, Judith Svalander, and Mary Ellen Prindiville. Nays: none. Absent: Cassandra Vohs Demann. Motion to accept the March 19, 2024 meeting minutes passed. III. COMMUNICATIONS A. Opera House Director Report: Daniel Campbell reported a decline in ticket and concession sales from March through May, likely due to graduations and the current economic climate. The Sweeney Todd and Sleeping Beauty Shows are scheduled and tickets have started selling. The City Band Concert will be held on June 5th in the Park in the Square. Movies in the Park will also be starting in June, and the Woodstock Shakespeare Players will debut in July. Discussion ensued regarding the marketing of the upcoming Opera House programs and events. J. Svalander asked if the Opera House would consider adjusting the intermissions to include a five-minute warning so that attendees can better utilize that break time. Director Campbell stated he would look into the options available. B. Commission Chair Comments: Keith Johnson stated that Summer Sundays on the Square will begin in June, and that efforts are being made to bring in more popular acts. 1  C. Commission Member Comments: Cassandra Vohs Demann (Member at Large) Absent. Peggy Hart (Friends of the Opera House) shared that the Friends of the Opera House will be assisting with the open house on Wednesday, May 29th. The Friends organized a visit for a group of seniors to see the Steel Magnolias show, which they greatly enjoyed and appreciated. Jordan Rakittke (Theatre 121) reported that Steel Magnolias has become Theatre 121’s highest selling show (not including the Christmas shows). Theatre 121 is in the process of preparing for upcoming shows as well as next year’s shows. Judith Svalander (Judith Svalander Ballet Theatre) shared that her studio remains consumed with preparations and rehearsals for the Sleeping Beauty show. Mary Ellen Prindiville (Woodstock Fine Arts Association) voiced concerns over the decrease in ticket sales and membership renewals. A brief discussion ensued concerning how to address these concerns. The Woodstock Fine Arts Association will be raising funds through the Mecum Fundraising Auction on August 4th. Jeff Kleinschmidt No comment. IV. OLD BUSINESS A. Program Scheduling 2025 Director Campbell reminded the commission members that the resident companies must have their 2025 dates on the books by the end of June. B. Art & Economic Prosperity 6 Study Director Campbell briefly reviewed the information available through the Art and Economic Prosperity 6 Study from the last meeting and encouraged everyone to read through it if they are interested. V. NEW BUSINESS A. DCEO Updates & Project Communications The architect submitted their plans and drawings. The lowest bid put out in April was still over budget, but the City may be able to assist the Opera House with the difference. Some Opera House projects may be delayed due to budget constraints. The building will begin to change over the course of June with major work beginning on July 1st. B. May Open House Event and October Reopening Event The Open House event will be on Wednesday, May 29th, from 5:00 p.m. – 7:00 p.m. The public will be able to learn about the DCEO projects and get a behind the scenes view of the Opera House. 2  C. Opera House Goals & Objectives 2024/2025 Director Campbell shared the FY24/25 goals for the Opera House and requested that the commission members take time to review them. Commission members were encouraged to email Director Campbell with any feedback they have concerning the Opera House’s goals. A copy of the FY24/25 goals are attached to these minutes. D. Opera House Annual Report Director Campbell stated that he would like to submit the Opera House’s annual report by the end of June, and offered to provide the commission members with last year’s report for comparison. Commission members were encouraged to provide Director Campbell with specific items they would like to see reflected in the report. Discussion ensued. VI. ADJOURNMENT J. Kleinschmidt motioned to adjourn the meeting, and M. Prindiville seconded. Ayes: Keith Johnson, Jeff Kleinschmidt, Peggy Hart, Jordan Rakittke, Judith Svalander, and Mary Ellen Prindiville. Nays: none. Absent: Cassandra Vohs Demann. Motion to adjourn passed. Meeting adjourned at 5:31 p.m. 2024 Advisory Meetings: Jan. 16, Feb. 20, Mar. 19, May 21, Aug. 20, Sept. 17, Oct. 15, Nov. 19. The next meeting: August 20, 2024. Respectfully Submitted, Tiara Thayer 3  Opera House – FY24/25 Goals The Woodstock Opera House completed its strategic plan in FY23/24, which is modeled off of the City’s over-arching Strategic Plan, but utilizes the uniquely specific nature and role of the Opera House as an entertainment and cultural center for our community. Goals for FY24/25 are tied to the 6 Key Areas of the Opera House Strategic Plan, providing opportunities for staff to advance the objectives and strategies of each key area. The goals presented serve as a means to think and act beyond the regular/normal duties of operating the theater, supporting its core values and serving to advance the long-term vision and mission of the historic theater. PROGRAMMING Objective #1 Development of annual programming that utilizes the works of resident companies as a foundation and provides for a wide variety of events. Objective #2 Ensure that programming serves a diverse audience base and engages, educates and uplifts the arts in our community. • GOAL #1: Engage the resident companies to cross collaborate on student/children’s programming for the fall, winter, and spring seasons with at least one mainstage program in each time period. • GOAL #2: Increase number of events geared towards serving minority communities, inclusive of patrons protected by the Americans with Disability Act, to a minimum of two per quarter. ➢ OPERATIONS GOAL: Create a programming matrix that maps out a program structure for each of the four quarters of calendar year 2025 and utilize this road-map to aid in implementing a robust and well-rounded programming schedule by end of Q2. INFRASTRUCTURE Objective #1 Sustaining and maintaining the physical plant along with the history ensconced in the historic theater. Objective #2 Regular architectural and engineering reviews of the facility with visioning for future expansion of the current arts complex. • GOAL #1: Complete the DCEO renovations by October 1, 2024 utilizing the skills of staff, architects and contractors with support from other departments and the City administrative team. • GOAL #2: Consolidate and prepare a definitive list of additional renovation projects, beyond the scope of the DCEO project schedule and utilizing the DLR report, to submit as part of the annual CIP process in October 2024. ➢ PRODUCTION GOAL: Implement and provide oversight for the installment of the lighting, sound and video renovations for the historic building in coordination with the bid awarded contractors by end of Q2. ➢ PRODUCTION GOAL: Utilize equipment salvaged from the main auditorium to update and expand capabilities for lighting and sound at the Stage Left venue by end of Q3. FINANCIAL SUSTAINABILITY Objective #1 Monitor the current revenue model through regular, thoughtful financial planning to support the annual viability of the theater. Objective #2 Maintain a long-term financial plan that incorporates the annual budget and creates reliable income streams from property management, investments and other business interests. • GOAL #1: Realize a 10% increase in the revenues of concessions, merchandise and event experience add-ons to further growth in non-ticket revenue streams. • GOAL #2: Attain the establishment of an official Endowment Fund for the Opera House through the Friends of the Opera House by January 2025. ➢ HOSPITALITY GOAL: Create an additional revenue stream through partnership with an online ordering website for Opera House merchandise by the end of Q2. PEOPLE & CULTURE Objective #1 Utilize the theater’s rich history and reputation to attract highly capable professional staff, create opportunities for artistic engagement, and develop a robust collaborative culture. Objective #2 Expand professional services to provide new resources and capabilities for artists/performers and serve as the primary public event coordinators for the City of Woodstock. • GOAL #1: Complete the roll-out of an employee recognition program by end of Q1 and host an annual award/recognition event for staff by Q4. • GOAL #2: Collaborate with staff to develop a customer service rating program to garner patron feedback and implement by end of Q3. ➢ HOSPITALITY GOAL: Hire and train up to four additional bartenders by end of Q2 in preparation of the reopening and expansion of services post-renovations. ➢ PRODUCTION GOAL: Update and complete the facility technical specifications, crew guidelines, crew job descriptions and program check lists to incorporate all the new procedures and equipment resulting from the renovation projects by end of Q3. EDUCATION Objective #1 Develop programs for learning and artistic exploration that will inspire and engage future artists and arts supporters. Objective #2 Have a network of professional artists, who provide a professional educational experience at the Opera House • GOAL #1: Institute a series of professional workshops focused on theatre arts training/education with at least one event in Q2, 3 & 4. • GOAL #2: Develop a long-term plan to launch a new education initiative for in-house arts classes by end of Q3. ➢ HOSPITALITY GOAL: Implement and train employees on new Clover point-of-sale system by the end of Q2.  ➢ PRODUCTION GOAL: Train the stage crew on proper-professional use of newly-installed lighting/sound/video equipment utilizing online tutorials and professional training services to bring staff to a level of knowledge that will allow the Opera House to operate the new systems starting October 1st. ➢ OPERATIONS GOAL: Have staff members attend and complete the 10-Hour OSHA training course provided by MCMRMA in Q2. ➢ OPERATIONS GOAL: Have the Operations Manager, Betsy Cosgray, complete the DDI Supervisory leadership program by end of Q3. INNOVATION Objective #1 Build an exemplary model of operations with the flexibility and vision to meet new business demands, technology advancements and artistic opportunities. Objective #2 Be a catalyst in development and growth of the performing arts in McHenry County that caters to the artistic & cultural needs of the community. • GOAL #1: Provide each management team member with an opportunity to attend a conference or professional association experience by end of Q4. • GOAL #2: Utilize the expansion and newly renovated areas of the theater to launch a new fundraising/enhanced renovation awareness project to revitalize interest in our remaining incomplete and future infrastructure projects by end of Q3. ➢ HOSPITALITY GOAL: Explore and partner with new vendors to streamline purchases and add new/expanded product lines while keeping costs in check through end of budget year. ➢ OPERATIONS GOAL: Create a ticket give-away program that offers available excess tickets to organizations or groups in order to create more accessibility to the arts for underserved communities, on a quarterly basis.