The Culture of Inclusion Initiative

Proposal & Grant Writing Team—May 2014

Genevieve Cohn –Art & Culture and Communication, ‘14 Victoria Gates – Business Marketing & Psychology, ‘14 Kanoa Ishihara – Communications Management and Design, ‘14 Kristin Leffler – Journalism, ‘14 Anne McCaslin – Writing & Environmental Studies, ’15

 

 

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Table of Contents  

INTERNAL DOCUMENTS 3  

Literature Review 4  

The State Theatre of Ithaca 12  

Organizational SWOT Analysis 12  

Project Funding Plan 17   Project Goals & Objectives 18   A Plan of Action 19  

State Theatre Funding Search 20  

EXTERNAL DOCUMENTS 24  

Letter of Inquiry 25  

Cover Letter 28  

Executive Summary 29  

Organizational History 31  

Problem/Opportunity Statement 34  

Proposed Initiative Statement 36  

Strategic Plan for the Culture of Inclusion Initiative 36  

Statement of Goals, Objectives, and Outcomes 36   Planned Activities and Strategies (Methods) 37   Evaluation Plan for Culture of Inclusion Initiative 38   Dissemination Plan for the Culture of Inclusion Initiative 39   Future Funding Statement 40  

Conclusion 41  

Budget Summary 42  

Budget Narrative 42  

Addendum Material 44  

Letters of Support 45   Proof of 501 (c) 3 46   Board Member Bios 48  

 

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INTERNAL DOCUMENTS

 

 

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LITERATURE REVIEW

Preserving the Past for the Future

Preservation of historic elements in Tompkins County

The State Theatre aids in preserving the urban heritage of Ithaca by inviting the local residents, college students, and out of state patrons to connect and form collective memories over their appreciation of the arts. These memories are illustrated through stories told by executive director Doug Levine, one of which involves patrons showing him the seats where they first saw Star Wars nearly 40 years ago. The history of this theatre connects the City of Ithaca to over 85 years of the progression of public arts and entertainment and today remains one of the most notable elements of the city. The State is the last of seventeen grand theatres located in the downtown Ithaca area and with its 1,609 seat capacity is one of the area’s most significant venues for arts.1 According to the United States National Register of Historic Places registration form, the State Theatre is both a property “associated with events that have made significant contributions to the broad patterns of our history” and a property “that embodies the distinctive characteristics of a type, period, or method of construction.”2 Celebrated architect Victor Rigaumont transformed the original garage space into an “atmospheric cinema and vaudeville palace” that incorporated Moorish and Renaissance Revival Styles and Collegiate Gothic symbolism.3 The theatre itself evolved with the times, originally showing vaudeville productions then movies, and now provides Ithaca with premiere live music experiences, comedy acts, plays and more. According to Francesco Bandarin and Ron van Oers in their book The Urban Heritage Landscape “the notion of ‘heritage’ is linked to the establishment of modern nation states and the need to define their own traditions and identities”4. Besides Ithaca College and Cornell University, the State Theatre is one of the most iconic parts of the City of Ithaca connecting the modern city with nearly a century of its collective history. Historic buildings are important to constructing local cultural identity, and the State Theatre helps Ithaca define its own traditions and                                                                                                                1 History - State Theatre of Ithaca. (n.d.). History - State Theatre of Ithaca. Retrieved March 1, 2014, from http://stateofithaca.com/about/history 2 Document Imaging for National Register. (n.d.). Document Imaging for National Register. Retrieved March 1, 2014, from http://www.oprhp.state.ny.us/hpimaging/hp_results.asp 3 History - State Theatre of Ithaca. (n.d.). History - State Theatre of Ithaca. Retrieved March 1, 2014, from http://stateofithaca.com/about/history 4 Bandarin, F., & Oers, R. v. (2012). The urban heritage landscape: managing heritage in an urban century. Oxford: Wiley-Blackwell.  

 

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identities through shared cultural experience. Creative Arts Impact

Financial impact and benefits of creative arts in communities

Creative Art venues provide communities with diverse financial benefits that leverage human capital and generate economic vitality. Across the country, the arts industry is responsible for generating $135.2 billion in economic activity with $61.1 billion stemming from the nonprofit arts and culture organizations.5 A thriving cultural life creates job opportunities, generates incomes and tax revenue, and brings attention to a state or community.6 According to The Americans for the Arts 2013 Economic Calculator, The State Theatre currently generates $2.2 million in additional spending in Tompkins County businesses due to its programming7. A comprehensive study conducted by Americans for the Arts revealed that, “arts and culture organizations leverage additional event-related spending by their audiences that pump revenue into the local economy.”5 When people attend an event they often eat dinner locally, go out for drinks after, shop local retail, and pay for transportation and lodging. The Economic Prosperity IV Report conducted by Americans for the Arts found that, on average, the typical arts attendee spends $24.60 per person, per event, beyond the cost of admission. Attendees from out of town are found to spend twice as much as local attendees, and non-locals who spend at least one night at the site of the event spend significantly more in all areas of commerce. Arts programs have the capacity to revitalize communities by “serving as a centerpiece for downtown redevelopment and cultural renewal.”8 The State Theater of Ithaca has had a significant impact on the renewed vibrancy of the downtown area. Currently there are major development projects focusing on reestablishing the look and feel of the downtown commons area as well as

                                                                                                               5Americans for the Arts. (2013). National Findings. Date Retrieved: February 2014 from http://www.americansforthearts.org/by-program/reports-and-data/research-studies-publications/arts-economic-prosperity-iv/national 6 National Governors Association Center for Best Practices. (2013). The Role of Arts in Economic Development. Retrieved February 2014, from http://www.nga.org/files/live/sites/NGA/files/pdf/062501ARTSDEV.pdf 7 National Governors Association Center for Best Practices. (2013). The Role of Arts in Economic Development. Retrieved February 2014, from http://www.nga.org/files/live/sites/NGA/files/pdf/062501ARTSDEV.pdf 8National Assembly of State Arts Agencies. (2013). Facts and Figures on the Creative Economy. Retrieved February 2014 from http://www.nasaa-arts.org/Research/Key-Topics/Creative-Economic-Development/Facts-&-Figures-on-the-Creative-Economy.php  

 

 

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increasing the number of hotel and lodging options. Along with developing economic opportunities, thriving cultural communities that have an emphasis on the arts attract more high-level skill-based workers that “form the intellectual backbone of the new economy.”9 People gravitate towards places that supply stimulating creative and cultural sectors and bring with them varied and dynamic skills that enhance those communities. Nationally, the arts industry supports 1.3 million jobs, and in Tompkins County generates 789 full time jobs.10

The role of creative arts in bringing communities together

Creative arts venues bring life and vibrancy to a community. The arts serve as a source of entertainment, enrichment, fulfillment, and aid in promoting openness to new ideas and extending our understanding of human potential. Along with improving economic vitality, the arts and cultural sector improves the quality of life within their respective communities. Creative production is frequently credited with generating a cohesive sense of place and “yield measurable civic and social benefits.”11 A successful creative economy initiative builds collaboration and pools resources among government entities, the private sector, the arts and culture industries, and the public. By encouraging innovative thinking about the contributions of various sectors, creative economy endeavors strengthen relationships, foster new partnerships, and exemplify public sector leadership.12 Creative arts thrive when connections and partnerships are made throughout the community. According to Entering Cultural Communities, when extended community connections become part of the relationship building process, arts organizations participate in a reinvigorated form of civic leadership.13 They possess the ability to make a lasting impact on the individuals in the community

                                                                                                               9National Assembly of State Arts Agencies. (2013). State Policy Briefs. Retrieved February 2014 from http://www.nasaa-arts.org/Research/Key-Topics/Creative-Economic-Development/creative_econ_brief.pdf 10Americans for the Arts, 2012 Arts and Economic Prosperity IV. (n.d). http://www.americansforthearts.org/sites/default/files/aepiv_calculator/calculator.html 11 National Assembly of State Arts Agencies. (2013). Facts and Figures on the Creative Economy. Retrieved February 2014 from http://www.nasaa-arts.org/Research/Key-Topics/Creative-Economic-Development/Facts-&-Figures-on-the-Creative-Economy.php 12 National Assembly of State Arts Agencies. (2013). State Policy Briefs. Retrieved February 2014 from http://www.nasaa-arts.org/Research/Key-Topics/Creative-Economic-Development/creative_econ_brief.pdf  13 Grams, D. Farrel B. 2008. Entering cultural communities: diversity and change in the nonprofit arts. Rutgers University Press.

 

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as well as the structure of the community. Cultural activities, buildings, artifacts and spaces are often the focal point of revitalization efforts and serve as primary meeting places for the community.14 Putting on between 70-100 shows per year that cater to all demographics, the State breathes life into the community. It has begun marketing performances that coincide with big Ithaca events, such as the Apple and Chili Festivals. This has integrated the State within the community and enhances already beloved events. By partnering with local establishments the State Theatre has been able to generate not only revenue, but interest in the City of Ithaca and Tompkins County.

A Philosophy of Inclusion

A Right to Leisure

Performing arts undeniably unite communities by providing a space to share and experience a culturally enriching event. Since everyone should be granted the opportunity to experience the power of a live musical or theatrical performance, The State Theatre, like other theatres across the country, has increasingly recognized the widespread value of improving accessibility and inclusion for people with disabilities. According to the Americans with Disabilities Act, a person with a disability is someone whose physical or mental impairment creates obstacles for one or more “major life activity.”15 In John Dattilo’s book Inclusive Leisure Services: Responding to the Rights of People with Disabilities, he cites national data and polls that show a continued struggle for people with disabilities despite enacted laws. He focuses on leisure activities specifically and contends:

The fundamental consideration for all human beings is that individuals should have a measure of freedom, autonomy, choice and self-determination. When considering…the position that leisure is the most precious expression of our freedom, it becomes clear that leisure is an inalienable human right. Therefore, we must make every effort to help people with disabilities become involved in active leisure participation.16

                                                                                                               14 National Assembly of State Arts Agencies. (2013). Facts and Figures on the Creative Economy. Retrieved February 2014 from http://www.nasaa-arts.org/Research/Key-Topics/Creative-Economic-Development/Facts-&-Figures-on-the-Creative-Economy.php 15 Dattilo, John. Inclusive Leisure Services: Responding to the Rights of People With Disabilities. 2002. Venture Publishing. 2nd edition. p 8.  16 Dattilo, John. “Inclusive Leisure Services: Responding to the Rights of People With Disabilities.” 2002. Venture Publishing. 2nd edition. p 7.

 

 

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When we begin to view leisure as a measure of our freedom and therefore our rights, the accessibility of spaces in which we spend our leisure time becomes incredibly important. With the Baby Boomer population accounting for approximately 19% of the New York state population in the 2010 U.S. Census,17 theatres should be making changes to accessibility while anticipating the needs of a growing aging population. In addition, according to the Center for Personal Assistant Services, in 2010 about 15% of the population of Tompkins County had some sort of disability that impacted their independent living.18 Physical Accommodations The Americans with Disabilities Act of 1990, updated in 2010, outlines the legal standards for physical access and barrier removal in historic buildings like the State Theatre. The minimum requirements for buildings built before 1992 include at least one accessible entrance, an accessible route on at least the floor of the entrance, an accessible toilet, and displays/written information able to be viewed by a seated person.19 Requirements for general assembly spaces of 50 persons or more require wheelchair spaces and companion seats.20 Historic buildings are not expected to “threaten or destroy the historic significance of the building,” but they are required to do all they feasibly can to improve accessibility.21 The State Theatre’s accommodations and vision for improvements provide evidence of commitment to increasing inclusion. According to a survey completed by the State Theatre for New York State’s Inclusive Recreation Resource Center in 2009, the State met all standards, including an accessible entrance, bathroom and “wheel-o-vater.” They also noted the State’s vision and values reflecting “a philosophy of inclusion.”22 The State currently has six wheelchair spaces in the theater, and is looking to increase that number to create an even more inclusive environment and fulfill their mission of enhancing visitor experience while preserving the historic space.23

                                                                                                               17 Population for States by Five Year Age Group. U.S. Census Bureau. July 2010. www.aoa.gov. 18 Center for Personal Assistance Services, 2010. Disability prevalence data for Tompkins County, New York. www.pascenter.org 19 Americans with Disabilities Act. 2010. Department of Justice. www.ada.gov. 20 Americans with Disabilities Act. Appendix to S35.151(c). 2010.Department of Justice. www.ada.gov. 21 Uniform Federal Accessibility Standards.Historic Preservation. www.access-board.gov. 22 Scarborough, Mark. New York State Inclusive Recreation Resource Center. The State Theatre. 2009.  23 State Theatre 10-year Strategic Plan. 2013-2023.

 

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Role Models for Inclusion Theatres that have successfully increased inclusion and improved accessibility have not only received local support but also recognition and awards from the greater theatre community. For instance, Victory Gardens, a historic Chicago theater, began The Access Project 17 years ago to increase participation and accessibility for people with disabilities onstage and offstage.24 Their model outreach program won the 2008 Metlife Foundation and Association of Performing Arts Presenters Award for Excellence and Innovation in Arts Access, and the Most Accessible Theater in 2009. The award case study stated:

The overarching goal of the program is to create a truly barrier-free theatrical experience, and this is manifested in assistive technologies; a commitment to physical accessibility, both in terms of facility design (including backstage and dressing areas) and staff training; and ongoing performance programs that feature stories of and participation by persons with disabilities.25

Victory Garden exemplifies the positive effects a theater can have locally and nationally when it pushes past solely accommodating those with disabilities and truly strives for full inclusion in a performing arts experience physically, emotionally and intellectually. The positive effects of such programming also help the theater itself: the audience for Victory Gardens’ access project programming attracts over 2,000 attendees per season.26 Organizations like the Theatre Development Fund and The Association of Performing Arts Presenters (APAP) see the larger cultural impact inclusion can make on a community and society as a whole. APAP declared:

The Association envisions a world where all people experience the transformative power of live performance -- a world where performing artists are integral to all communities, where ideas circulate vigorously and freely, and where people from all cultures affirm and understand themselves and each other through the arts.27

                                                                                                               24 Access Project. Victory Gardens Theater. http://victorygardens.org/plan-your-visit/access-project/ 25 Ervin, Mike. Victory Gardens Theater: Metlife Foundation Case Study in Excellence and Innovation in Arts Access. http://www.apap365.org 26 Ervin, Mike. Victory Gardens Theater: Metlife Foundation Case Study in Excellence and Innovation in Arts Access. p2. http://www.apap365.org  27 Association of Performing Arts Presenters. http://www.apap365.org/Pages/APAP365.aspx

 

 

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The State Theatre’s desire to improve accessibility, despite already meeting standards, shows true dedication to the creation of an inclusive environment. Such inclusion will undoubtedly enrich the theater-going experience in a community that already so strongly values togetherness. Sustainability and The State Theatre Building sustainable operations moves beyond merely energy efficiency to include community interactions, functionality, and the overall atmosphere of a building. Each of these aspects need to work together well in order for the building to be sustainable. 28 The State Theatre interacts with Tompkins County by providing events for the community members that generate revenue for the city and surrounding businesses. However, the functionality of the physical space of The State Theatre suffers from many age-influenced inadequacies. The theatre, a historical building, is energy inefficient, which requires significant resource investments. The building that houses The State Theatre is in good condition but it is unable to function efficiently. By improving the functionality of the State Theatre’s physical space we can create ripples of change throughout the rest of the organization.29 Some potential changes include repairing the emergency exit doors, adding lighting for the balcony, and updating the heating elements. By affecting change in these areas, the State Theatre can reduce its operating costs, thus freeing up funds to reallocate in other needed areas. The balcony seating offers exceptional views to patrons but it is hazardous due to a lack of adequate lighting. This renders the seats not as favorable as the ones on the main floor. Similarly, the lack of accessible seating bars the State from reaching out and including a significant portion of the population. Another step that would improve the functionality and energy efficiency of The State Theatre would be the replacement of the emergency exit doors. These doors lead to emergency fire escapes and do not lock and seal properly. This provides individuals with nefarious purposes access to the theatre, thus, requiring

                                                                                                               28 National Academies Press. Committee on Predicting Outcomes of Investments in Maintenance and Repair for Federal Facilities; National Research Council. Predicting Outcomes from Investments in Maintenance and Repair for Federal Facilities. Washington, DC, USA: National Academies Press, 2012. p 27. 29 National Academies Press. Committee on Predicting Outcomes of Investments in Maintenance and Repair for Federal Facilities; National Research Council. Predicting Outcomes from Investments in Maintenance and Repair for Federal Facilities. Washington, DC, USA: National Academies Press, 2012. p 31.  

 

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additional resources to fund security.30 While not original to the building, these doors require an exorbitant amount of energy to maintain the heating of the building and contribute to the increasing operating costs for the theatre. Each of these aspects of sustainability will improve how The State functions on a day-to-day basis, while providing patrons with a more comfortable experience. By providing members of the community with a more enjoyably sustainable event, The State will be able to foster new bonds with previously underrepresented sections of the community. Conclusion: Leveraging the importance of community arts The State Theatre provides the City of Ithaca with a tangible piece of its past that continues to provide a wide variety of shows for the varied community. The City of Ithaca and Tompkins County both benefit from the vibrancy and vitality of The State through the generation of income for the other businesses in the area and the growth of local tax revenue. A breath of life sweeps through the community when The State offers programming that enables all of its constituents to participate in experiences that forge bonds between themselves and the theatre. The State has already met the standards for what is expected of it in regards to inclusion. However, it strives to reach out to all members of the community and provide them with an experience that will be comfortable and inclusive.

                                                                                                               30 Shah, Sunil. Sustainable Refurbishment. Somerset, NJ, USA: Wiley-Blackwell, 2012. p 152.

 

 

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The State Theatre of Ithaca Organizational SWOT Analysis

Strengths

Rooting the Future in the Past

The State is proud to be the last of 17 theatres within the Ithaca, NY/Tompkins County region. Through its elegant history The State has preserved its character and gained the status as one of the 50 most significant architectural landmarks in New York State. The State Theatre Inc. humbly looks back on its $300,000 of raised funds since 2009 for renovations and forward to accessibility and safety projects that celebrate the tremendous power of the communal experience.

State Theatre’s Economic Impact

Since 1928, The State Theatre has performed as the long standing community destination for Ithacans and the surrounding Tompkins County residents. The State hosts 70 to 100 shows a year, offering artists a valued space to begin their tour or transition from Canada to the lower United States. The theatre drew in $1.6 million during 2012 and $2.1 million for the 2013-2014 year in economic vitality for the city of Ithaca. 31

Collaborations in the Community

Through its extensive run, The State Theatre has fostered collaborative relationships with artists, promotion companies, and the community. With a unique hybrid business model, The State minimizes its funding risks and maximizes its positive impact of spreading performing arts to the community. These partnerships allow the theatre to work on a 75/25 (earned to unearned income model) whereas other similar theatres operate closer to a 50/50 model. Some partnerships include but are not limited to:

• Dan Smalls, exclusive talent buyer for The State Theatre for the past 8 years

• New Roots Charter School (non-profit) rents space to help them expand on the impact they provide for children

• Local PTA, The Savage Club, and Rotary Club calls The State Theatre home to its annual fall fundraisers

• Ithaca Public Education Initiative (IPEI) partnered to help promote their reading initiative

                                                                                                               31Americans for the Arts, 2012 Arts and Economic Prosperity IV. (n.d). http://www.americansforthearts.org/sites/default/files/aepiv_calculator/calculator.html

 

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• Ithaca Ballet calls The State their official home

Dedicated Staff

The State Theatre Inc. has a dedicated team of seven staff who have been with the theatre since it was purchased (losing only one member to retirement); a caring board (made up of 14 members) who work hard to build and enhance community connections; and a determined crew of over 100 volunteers. The recent addition of a full time marketing director has directly and positively increased ticket sales, illustrated in the graph below.

Weaknesses

Historical Stewardship

The State Theatre has seen a long, weathered past having faced condemned status and serious water damage, which continues to affect some aspects of the building’s integrity and aesthetics. As stewards of the theatre, The State Theatre INC. must handle all known and unanticipated work needing to be done to maintain the status of the theatre, which requires constant investment from the organization and its funders to continue to improve its physical status. The State cannot risk shutting down to complete projects, potentially losing the momentum that has been gained in regards to attendance due to increased marketing efforts. This means that the theatre is always a work in progress, which can affect patrons’ aesthetic view of the theatre.

Historical Inaccessible Seating

 

 

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The standards of accessibility from 1928, when the building was created, are far below today’s standards as only .004% (6 out of 1609) of the seats are accessible, which limits reach into the community. The other 1603 seats are 60 years old and reduce the image of the theatre due to their tears, holes, inefficient numbering, etc. and are a significantly smaller size than today’s seat standard. The State Theatre INC. is not willing to lose 400 seats to buy new seating, so it will have to refurbish the old seats. Not updating the seat sizes limits the demographic of available audience members.

Age Influenced Inadequacies

With the aging building The State Theatre INC. has to deal with far less than efficient building design in regards to heating zones, as the box office and above apartments share one thermostat, with the theatre using another. According to Doug Levine the shared thermostat causes extra heat that is then wasted by having to open windows to properly regulate the temperature. Also, the unsealed emergency exit doors leak out heat during the production year, costing the theatre over $1,000 a week to heat in the winter. However, issues can be resolved through renovations, which will help the organization become more sustainable. The State Theatre also lacks air conditioning, which causes it to shut down productions during the summer months, creating large missed opportunity costs. The State also has outdated lights in the balcony and a lack of safety lights, costing it energy efficiency, and more importantly posing a safety hazard for all populations.

Open Door Problems

There are three different sets of doors used as a combination of emergency and regular exits which currently are unable to properly perform their functions. Doors are meant to open and close, but these doors do not close correctly and are difficult to open, prompting major safety risks. The State Theatre INC. has to spend additional funds to monitor the emergency exits doors to ensure they do their job, a continuous fee, which could be eliminated with the purchase of new doors. Opportunities

Arts Expansion Potential

As the market allows, The State Theatre INC. will have the ability to acquire more properties around the State, as well as find more organizations, which need a large space for events, and renting out to them on days that the theatre is dark. The city of Ithaca itself is incredibly vested in the arts and by preserving arts within the city The State Theatre INC. can provide a model for other communities to keep the

 

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arts alive as well as a platform for bringing communities together. The State Theatre INC. can work with the city to sponsor a night at your local theatre, or other events, which promote attendance and promote individual investment in their community.

Prospective Community Involvement

The State Theatre INC. is actively collaborating with businesses in the Commons to have more advertising and promotional deals available to theatregoers. This expands the economic benefits from The State to the community. With plans for seat refurbishment, The State Theatre INC. will expand the opportunity to individuals/organizations to sponsor a seat, allowing their name on the seat and a funding source for the project. The State can continue to work with other nonprofits and receive exposure benefits and for profit organizations for monetary benefits.

Expanding Community Awareness

With the addition of a casino looming over the Southern Tier of New York State, The State Theatre and other regional theatres have an opportunity to band together to ensure it does not negatively affect our local theatres. 32 Promoting legislation and education to local community members about the impact of the new casinos is a necessary part of this collaborative advocacy. In addition, a new business incubator is opening up in Downtown Ithaca allowing opportunities for possible collaborations and expansion of the array of artists we can bring to our sponsored events. 33 Threats

Economic Tides

The arts and theatre industry is very susceptible to negative impacts from economic downturns. There are other sources or more current entertainment options, such as attending Regal Cinemas, going to college sponsored events, and other local theaters, which can draw an audience away from the State Theatre.

                                                                                                               32Kaplan, T. (2013, November 24). Developers Draft Casino Plans, Signaling Fight for New York’s Licenses. The New York Times. Retrieved March 7, 2014. Retrieved from: http://www.nytimes.com/2013/11/25/nyregion/competition-is-expected-for-new-york-states-casino-licenses.html?_r=0  33 Ithaca College. (n.d.). Partners on Downtown Ithaca Incubator to Help Grow New Businesses. Retrieved March 7, 2014, from http://www.ithaca.edu/news/releases/ithaca-college-partners-on-downtown-ithaca-incubator-to-help-grow-new-businesses-36601/#.UxoAjPldU4k  

 

 

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Non-Compete Clause

A venue signs an exclusive contract with artists stating that no show will be booked within 90 miles or 90 days after the show at the venue, which causes The State to lose out on possible artists and draws people out of Ithaca to surrounding cities to see the bigger acts, which The State could not attract.

Casino Expansion

A new casino is being brought into the Southern Tier, with new facilities and more money to bring in large name acts. 34

                                                                                                               34Martin, M. (2014, January 7). Casino competition heats up in the Southern Tier. Innovation Trail. Retrieved March 7, 2014, from http://innovationtrail.org/post/casino-competition-heats-southern-tier  

 

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Project Funding Plan

Mission Statement of Culture of Inclusion Initiative

The State Theatre believes that everyone should be granted the opportunity to experience the power of a live musical or theatrical performance. As the community that owns and supports The State continues to evolve, the theatre must adapt to the changing needs of the population. The State Theatre recognizes the widespread value of improving safety, accessibility and inclusion for all people by moving forward on three projects that encompass the Culture of Inclusion Initiative. Assessment of Project Funding Need

The Future Estate of The State

As The State transitions through its first century of operation, its position as a central community arts treasure is constantly expanding. With a robust events calendar, strategic community partnerships, and an ever growing base of arts supporters, The State has realized that renovations must surpass aesthetic appeal and move towards accommodating an ever-changing population. When The State Theatre is able to secure funding for one or all three of the outlined projects, it will enter its second century with the proper resources to adequately allow all demographics to fully exercise their right to leisure. The State Theatre has utilized over $300,000 of raised funds since 2009 for renovations. With 70 to 100 shows a year The State is recognized as one of the most iconic parts of the City of Ithaca, one that connects the modern city with nearly a century of its collective history. Although its history is rich, The State is not, and it is challenged by its equally long and weathered past. The State operates with many age influenced inadequacies that include: a less than efficient building design in regards to heating; emergency and regular exits which currently are unable to properly perform their functions; inadequate lighting in the balcony that poses a safety hazard for all populations; and limited accessible seating for patrons. It would cost $65,000 to fully address these three issues, but once the projects are completed they will stand ready to support The State for the next hundred years. The State’s Culture of Inclusion Initiative requires funding for three separate projects:

New accessible seats

This subtotal figure includes consultation, material and labor costs for the installation of accessible seating. Material costs include the cement for leveling the floor after seats are removed, as well as costs for any railings and companion seats

 

 

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installed. Labor costs include hiring contractors to remove current seating in the two back rows of the theater and to level the floor to make it accessible. Requested funds: $10,000

New emergency exit doors

This subtotal figure includes consultation, material costs for the three doors as well as labor costs for installation. Requested funds: $25, 000

LED safety lights for the balcony

This subtotal figure includes consultation, material costs and labor costs for installing the LED lights on the balcony stairs. Requested funds: $30,000

Total costs of Total Project Funding Need: $65, 000 Project Goals & Objectives Goal 1: To secure funding from private foundations for one or all of the projects to allow upgrades during the summer of 2015. Projected cost: $65,000 for accessible seats, emergency exit doors, LED balcony safety lights, and labor. Objectives: Solicit funding as separate projects to increase likelihood of receiving funds. • In the summer of 2014, The State Theatre will submit at least one proposal /

letters of inquiry for each project to raise $20,000 to start working on the highest priority project.

• By Fall of 2014, The State Theatre will submit additional proposals / letters of

inquiry for each project grant proposal to raise $20,000 to continue to work towards the highest and secondary priority projects.

• By Winter of 2014, The State Theatre will submit one more per project grant

proposal to raise $25,000 to ensure all preparations will be in place to start and complete these projects during the off season of Summer 2015.

Goal 2: To secure funding from corporate sponsors for one or all of the projects to allow upgrades during the summer of 2014. Projected cost: $65,000. Objectives: Solicit funding as separate projects to increase likelihood of receiving funds.

• In the summer of 2014, The State Theatre will submit at least one proposals / letters of inquiry for each project to raise $20,000 to start working on the highest priority project.

 

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• By Fall of 2014, The State Theatre will submit additional proposals / letters

of inquiry for each project grant proposal to raise $20,000 to continue to work towards the highest and secondary priority projects.

• By Winter of 2014, The State Theatre will submit one more per project

grant proposal to raise $25,000 to ensure all preparations will be in place to start and complete these projects during the off season of Summer 2015.

A Plan of Action

Stage 1: Solicit funds from: A. Legacy Foundation of Tompkins County B. Lowes C. Community Foundation of Tompkins County

Stage 2: Make upgrades Stage 3: Measure success Stage 4: Report back to funders

Anticipated Revenue from Funders

Funds are expected to cover the costs of all three projects with funding from private foundations and corporate sponsors which can spread across multiple grants or come from one source to improve accessibility of the theatre.

Fundraising Responsibilities

The State is responsible for identifying additional funding sources in the future and tailoring our proposal for specific grants. Executive Director Doug Levine will assume responsibility for the next steps. Monitoring and Evaluating Funding Objectives The Executive Director of The State Theatre will work with the board of directors to evaluate our funding plan in two ways:

(1) Adhere to the deadlines set to ensure progress and create new applicable deadlines. Following the deadlines set forth and creating new deadlines in a timely manner will keep the funding on schedule and ensure funds are in place well before the start date of each project. (2) When grants are received the State will reassess need and start on the next round of projects and continue to upgrade projects mentioned in this plan. The board will review the budget once grants are received and assess needs to maintain the project schedule set forth. Once the budget is reviewed and new areas of need emerge, they can be added to the future funding plan and the process can start over again. Ensuring that all these projects receive funding and are completed by the deadlines will allow for continuing improvements to be added to the funding schedule as new projects emerge.

 

 

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State Theatre Funding Search

Local Level Name: Legacy Foundation of Tompkins County (formerly Tompkins County Foundation, Inc.) Grant: Unsolicited request Website: http://www.tclegacy.org Description: The Legacy Foundation of Tompkins County focuses their impact on “giving for the arts, education, environment, and human services.” The provide organizations with money to fund their capital campaigns, building and building renovations, and to purchase new equipment. The overarching project for The State is all three of those types of support. They have supported other organizations in the area with funds to achieve their goals, a few of those supported are: Challenge Industries, Running to Places Theatre Company, and the Seventh Art Corporation of Ithaca. Application Due Date: April 15 and/or September 15, initial approach is a Proposal on Organization Letterhead Average Level of Giving, to Whom, Why:

2011-2012 $3,500-Running to Places Theatre Company-Awards, Contributions, and

Operations $10,000-Seventh Art Corporation of Ithaca-Awards, Contributions, and

Operations $3,500-State Theatre of Ithaca, INC.-Awards, Contributions, and Operations Contact:

Scott C. Russell Director of Development Legacy Foundation of Tompkins County P.O. Box 97 Ithaca, NY United States 14851-0097 srussell11@twcny.rr.com

Name: Community Foundation of Tompkins County Grant: Unsolicited request Website: http://www.cftompkins.org Description: This foundation supports organizations that offer a diverse range of opportunities for the community to come together and create, or strengthen, bonds through shared community experiences. The foundation funds capital campaigns, building, and building renovations, and each of the three projects fall under one of those types of support. The State Theatre already reaches a varied population due to its diverse programming. However, their reach could be strengthened through making the theatre safer and more inclusive space. Application Due Date: May 2015 or October 2015, initial approach is a Letter of Inquiry, followed by a solicitation Average Level of Giving, to Whom, Why:

2011-2012 $5,000-Running to Places Theatre Company-Unrestricted $16, 769-Seventh Art Corporation of Ithaca-Various Programs $6,250-State Theatre of Ithaca, INC-Various Programs Contact:

 

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George P. Ferrari, Jr., C.E.O. 309 N. Aurora St. Ithaca, NY United States 14850-4230 Tel: (607) 272-9333 Fax: (607) 272-3030 info@cftompkins.org

Regional Level Name: Reginald A. & Elizabeth S. Lenna Foundation, Inc. (doing business as The Lenna Foundation) Grant: Unsolicited request Website: www.chautauquagrants.org/Our-Funders/The-Lenna-Foundation Description: This organization focuses on encouraging organizations that are for the enhancement of the arts, community and economic development, and the preservation of historical societies. They give to Building and building renovation campaigns and capital campaigns, both of which apply to The State’s projects. Application Due Date: March 10 and July 3, initial approach Letter of Interest, followed by an application on website Average Level of Giving, to Whom, Why:

2011-2012 $25,000-Infinity Performing Arts-General Operating Support $31,500-Arts Council for Chautauqua County-Capital Needs and Daily Operations $10,000-Lucille Ball Little Theatre of Jamestown-Roof Repairs Contact:

Joseph C. Johnson President Reginald A. & Elizabeth S. Lenna Foundation, Inc. P.O. Box 13 Lakewood, NY United States 14750-0013 Tel: (716) 763-0823 lennafoundation@windstream.net

Name: D. E. French Foundation, Inc. Grant: Unsolicited request Website: Not located Description: The D.E. French Foundation is primarily focused on the arts, providing services for individuals who are aging, and providing for individuals who are disabled. They provide support to capital campaigns, building and building renovation, and purchasing equipment, all of which is what The State needs. Application Due Date: No Deadlines, initial approach is a Letter of Inquiry Average Level of Giving, to Whom, Why:

2011-2012 $3,000-Auburn Public Theatre-Equipment and Capital Improvements $3,000-Schweinfurth Memorial Arts Center-Lighting Improvements Contact:

Walter M. Lowe Executive Director 120 Genesee St., Rm. 503 Auburn, NY United States 13021-3620

 

 

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Corporate Sponsors: Name: Lowes Grant: Unsolicited Request Website:http://responsibility.lowes.com/community-relations/lowes-grant-programs/?pageType=cr Description: The Lowe’s Community Partners grant program focuses on encouraging the growth of communities by providing funding that allows non-profit organizations to complete projects. Some of the funded projects have included: building renovations, or upgrades, grounds improvements, technology upgrades, and safety improvements. The State would benefit from having funds that are to go towards the building upgrades that they require. Application Due Date: Initial Approach is by application on website, Spring deadline from March 31 — May 30, 2014, Summer deadline from June 30-August 29, 2014. Average Level of Giving, to Whom, Why: Grants range from $5,000 to $100,000, with most projects falling between $10,000 and $25,000. Lowes encourages applicants to speak to their local store manager to see if this is a possibility before applying. Contact:

130 Fairgrounds Memorial Pkwy Ithaca, NY 14850 Tel:(607) 254-2000 Fax: (607) 254-2001

Name: New York State Electric and Gas Corporation (NYSEG) Grant: Unsolicited request Website:http://www.lookupstateny.com/AssistanceAndIncentivePrograms/nysegprograms.html Description: New York State Electric and Gas Corporation allocates some of their money for organizations and individuals to complete projects that will improve their energy efficiency. The State’s project of upgrading the safety doors would benefit from this grant. Application Due Date: None, Initial approach is by application on website. Contact:

18 Link Drive Binghamton, NY 13904 custserv@nyseg.com

Tel: (800) 456-5153 Name: Home Depot Grant: Unsolicited Request Website: http://homedepotfoundation.org/page/applying-for-a-grant Description: Home Depot’s foundation mostly focuses on serving veterans in communities, but may also help The State renovate if it would improve accessibility. They have donated to a theatre company in the past. “Through our Community Impact Grants, we award up to $5,000 to registered nonprofit organizations to help fund community projects. Whether it’s building a ramp for a disabled aging veteran, or fixing up the backyard so a veteran can enjoy the outdoors with her family, these projects are improving lives each and every day.”

 

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Application Due Date: 1 February 2014-15th August 2014; Initial Request by application on website. Average Level of Giving, to Whom, Why: Up to $5,000 Contact:

410 Elmira Rd Ithaca, NY 14850 hd_foundation@homedepot.com Tel:(607) 272-1093

 

 

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EXTERNAL DOCUMENTS

 

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Letter of Inquiry

May 2, 2014 Scott C. Russell Director of Development Legacy Foundation of Tompkins County P.O. Box 97 Ithaca. NY 14851 Re: Letter of Inquiry Dear Mr. Russell: The Legacy Foundation of Tompkins County has been a valued supporter and partner of the State Theatre as both organizations continue their missions of improving the quality of life in Tompkins County. Through diverse programming in an iconic and historic location, the State Theatre has been enhancing the cultural life of Ithaca and the Finger Lakes Region for over 85 years.1 The Legacy Foundation’s mission to support local projects that improve areas such as arts, recreation and aging aligns perfectly with the State’s current Culture of Inclusion Initiative. This forward-thinking initiative is comprised of three separate projects that will improve accessibility, efficiency and safety in the theatre, creating a more inclusive arts and entertainment space for Tompkins County and beyond. Organizational History, Mission and Accomplishments Since 1928 The State Theatre has performed as the longstanding community destination for Ithacans and the surrounding Tompkins County residents. With its 1,609-seat capacity, it has long been one of the most significant venues for performing arts and the largest venue of its kind in Ithaca. In the spring of 2009, The State Theatre of Ithaca, Inc., a 501(c)(3) not-for-profit organization, purchased The State and solidified its mission to exist as a vibrant community centerpiece and ensure its vital presence as a historic landmark and active theater that helps the Ithaca community define its own traditions and identity. The State hosts 70 to 100 shows a year, catering to all demographics. Its 8-year partnership with talent promoter Dan Smalls Presents creates a unique hybrid business model that minimizes funding risks for The State. With numerous partnerships and collaborations with other local organizations, The State has been

                                                                                                               1  State  Theatre.  http://www.stateofithaca.com/  

 

 

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able to expand its programming to include a Classic Films Series and educational programming. Behind the State’s doors lies a rich history kept alive by a passionate and committed staff. The State has a dedicated team of seven staff members who have been with the theatre since it was purchased, an additional caring board made up of 14 members, as well as over 100 volunteers. In addition, the recent inclusion of a full time marketing director has directly and positively increased ticket sales, see graph below.

The State currently generates $2.2 million per year in additional spending in Tompkins County, and attracts tourists and job seekers to the culturally enriching environment it creates.2 Purpose of the Request Everyone should be granted the opportunity to experience the power of a live musical or theatrical performance. The State Theatre, like other theatres across the country, has increasingly recognized the widespread value of improving accessibility and inclusion for people with disabilities and therefore creating a more inclusive and enriching community for all. Through the three projects that comprise The Culture of Inclusion Initiative, The State will move forth as a more accessible and efficient historic building and community arts hub, benefiting all patrons, especially the growing aging                                                                                                                2  Americans for the Arts. (2013). National Findings. Date Retrieved: February 2014 from http://www.americansforthearts.org/by-program/reports-and-data/research-studies-publications/arts-economic-prosperity-iv/national  

 

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population. The projects include increasing accessible seating, installing new emergency doors to seal the natural envelope and installing lights on the balcony stairs to increase safety. When The State Theatre is able to secure funding for one or all three of the outlined projects, it will enter its second century with the proper resources to adequately allow all demographics to fully exercise their right to leisure.

How You Can Help: The Legacy Foundation’s mission to help all community members live enriching lives can be fulfilled through funding The State Theatre’s Culture of Inclusion Initiative, which will make arts and entertainment programming accessible to a broader population. The State is requesting a total of $65,000 to implement all three projects of this priority initiative. The State Theatre Inc. will be providing extensive behind-the-scene support. The executive director, board, and staff will contribute a portion of their time and efforts to ensure the success of the three projects. Since the State Theatre is a working theatre, the marketing and dissemination costs are already built into its budget. With support from The Legacy Foundation, The State Theatre will be able to welcome a wider audience, securing a sustainable financial future and, in turn, adding to the vitality of Ithaca and Tompkins County. We invite you to join us in these transformational efforts. Sincerely, Doug Levine Executive Director 607-277-8283 doug@stateofithaca.com

Culture  of  Inclusion  Initiative  Projects  (to  be  completed  summer  2015)    Sitting  in  a  Better  State  -­‐  $10,000  Objective:  To  create  a  more  inclusive  atmosphere  by  increasing  the  number  of  accessible  seats  from  6  to  16,  and  surpassing  Americans  with  Disability  Act  (ADA)  standards  for  historic  buildings.    Opening  the  Doors  to  Efficiency-­‐  $25,000  Objective:  To  seal  the  natural  envelope  of  the  building  and  increase  efficiency  through  the  replacement  of  three  sets  of  emergency  doors    Stepping  Up  Safety  Measures-­‐  $30,000  Objective:  To  ensure  the  safety  of  The  State  Theatre’s  patrons  through  the  addition  of  200  light  emitting  diodes  (LEDs)  stair  lights  on  the  balcony  stairs.          

 

 

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Cover Letter

May 7, 2014 Legacy Foundation of Tompkins County P.O. Box 97 Ithaca, NY United States 14851-0097 Re: Cover Letter Dear Scott C. Russell: On behalf of The State Theatre, I am pleased to submit this proposal to the Legacy Foundation of Tompkins County. The State Theatre is requesting grants totaling $65,000 that will fund our Culture of Inclusion Initiative. The initiative involves three separate projects that embody the forward thinking mission of The State, each working within a facet of this historic theatre to improve the safety and accessibility options for all patrons. By installing more accessible seats, replacing outdated emergency exit doors, and adding LED lighting to the balcony, this grant has the potential to make not only The State, but much of Tompkins County’s art programming more inclusive. As a grateful recipient of past grants from the Legacy Foundation, The State Theatre understands that The Foundation supports programs and projects that are capable of improving the quality of life for those who reside within Tompkins County. The theatre stands strong in its commitment to providing a central performance space that draws individuals to Ithaca from Tompkins County and beyond. Through individual patron experience, adding vitality and life to the downtown Ithaca area, and creating an entertainment hub that stimulates the economy, we strongly believe that building a better State Theatre will help the state of the surrounding area. The Culture of Inclusion Initiative would help The State adapt to the changing needs of the Tompkins County population. We want to make The State Theatre of Ithaca a place where everyone can experience the power of a live musical or theatrical performance; to do any less would be short-changing the people we try so hard to serve. Thank you for your time and consideration. If you have any questions, please contact me at 607-277-8283 or doug@stateofithaca.com. Sincerely, Doug Levine Executive Director

 

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Executive Summary

The State Theatre The marquee lights over The State Theatre hum with energy, signaling vibrantly a time for shared collective experience. As one of the 50 most significant architectural landmarks in New York, the “vaudeville palace” celebrates nearly 90 years of brightly promoting the arts through live entertainment. Located in downtown Ithaca the last grand, historic theatre in the area has become one of the most notable elements of the city, drawing in crowds from the Finger Lakes Region of New York. Performers come providing musical, ballet, and comedic, etc. shows for audience members of varying backgrounds to fill up the 1,600 seats. Executive Director, Doug Levine fosters the active organization partnerships, simultaneously overseeing fundraising and operations, while serving as a champion for city redevelopment and cultural renewal. The dedicated staff and board foster working relationships with local for- and non-profit organizations providing resources towards programming and community initiatives. The State provides a historic space where community members can express their freedom of leisure. Brief Statement of Need Through generations The State has provided a grand entertainment presence accented with its historical Moorish and Gothic inspirations observed throughout the building. Enriching economic spending in the city by nearly $2.2 million dollars annually, the diverse audience becomes part of the community for the night. Beyond interacting with individuals, The State collaborates with local for- and non-profit businesses and promoters, lowering financial risks, and boosting community engagement. The iconic theatre and partners promote economic prosperity, immersing visitors in the city with shopping and restaurants providing opportunities for the arts attendee to share capital with the city. Partnerships spread beyond the economic sphere to positively impact social causes with events to improve the community. The mixed offering of programming draws varying crowds for each show as the theatre works to provide an accessible space for all community members. Currently the historic theatre meets accessibility standards but wants to create a more inclusive building for the aging and populations with disabilities in the region, further developing a culture of inclusion. Solution: The Culture of Inclusion Initiative To go above and beyond the Americans with Disabilities Act (ADA) standards The State Theatre is embracing its priority Culture of Inclusion Initiative to update the outdated building for a new century of community entertainment. The initiative is comprised of three separate projects, advocating accessibility, safety and comfort

 

 

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for individuals, bands, and employees who interact with the theatre. “Sitting in a Better State” will create a more inclusive atmosphere by increasing the number of accessible seats. “Opening the Doors to Efficiency” helps to preserve the building’s natural envelope and improve efficiency around energy and resource consumption by replacing outdated and broken emergency exit doors. The last project, “Stepping Up Safety Measures” ensures the safety of The State Theatre’s patrons through the addition of light emitting diode (LED) stair lights to brighten the theatre’s accessible presence in the community. As a working theatre, the off-season of 2015 will be utilized for completion of the projects. The Culture of Inclusion Initiative is not a one-time fix but an operating philosophy as the theatre looks forward to its next century of providing entertainment. Clearly, investing in The State Theatre is investing in the diverse members of Tompkins County. Funding Necessities The enhancement of accessibility, safety and comfort, which The Culture of Inclusion Initiative’s three separate projects will collectively produce, will ensure the successful transition to a more inclusive State. Through ticket sales and donations The State continuously receives capital to put towards operating costs for running this grand, historic theatre. This capital supports promotion of shows and campaigns, drawing in audiences and endorsements for the theatre, perpetuating the ability to have events, and continuing the cycle of revenue from ticket sales and donations. The theatre is primarily a self-supported organization, surviving through changes in economic tides, but it is requesting your support in the form of grants totaling $65,000 allocated to the three inclusion projects to enhance accessibility. “Sitting in a Better State” seeks $10,000 for the improvement of accessible seating; “Opening the Doors to Efficiency” solicits $25,000 to replace underperforming emergency exit doors; and “Stepping Up Safety Measures” requests $30,000 to improve accessibility of the balcony area through illumination. These one-time expenditures improve the sustainable enterprise of The State Theatre, supporting the organization to maintain its operations and ensure community programming for future generations. These funds are the beginning of a collective shift around perceptions of inclusion. Even after our marquee lights dim as the patrons leave their night of shared entertainment experiences, a culture of inclusion will shine forth into the community.

 

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Organizational History The State of The State

On the corner of State and Cayuga street in downtown Ithaca, New York, The State Theatre’s marquee illuminates the evening darkness, acting like a beacon for locals, students and tourists coming together for an evening of live entertainment. Although the marquee has weathered 85 snowy Ithaca winters and undergone several renovations, The State stands today as the last remaining grand theatre in Ithaca and one of the 50 most significant architectural landmarks in New York State.35 With a dynamic history and notable presence in the community, The State Theatre enriches the cultural life of the Finger Lakes region as an active and historic venue for diverse programming. Our History In 1928 celebrated architect Victor Rigaumont transformed the original garage space into a “vaudeville palace” with a 1,609-seat capacity, incorporating Moorish and Renaissance Revival Styles and Collegiate Gothic symbolism.36 Throughout the 20th century it evolved with the times, charging a fifty-cent admission as a 1930’s cinema house, screening the Star Wars premiere in 1977, and boasting all forms of live entertainment today. As a historic building, The State Theatre helps Ithaca define its own traditions and identity through shared cultural experience. Despite periods of financial challenges, the community has stepped up time and again to revive The State. Following condemnation in 1997, Historic Ithaca purchased the building in response to community concern. In the spring of 2009, The State Theatre of Ithaca, Inc., a 501(c)(3) not-for-profit organization, purchased The State Theatre and solidified its mission to exist as a vibrant community centerpiece. Our Impact Attracting Diverse Artists As the largest venue of its kind in Ithaca, The State Theatre hosts 75 to 100 shows a year, catering to all demographics. Recently, big names such as Fiona Apple and The National have kicked-off tours at The State. For The State’s 85th birthday celebration Motown legends, the Temptations, played a sold-out show. The theatre offers artists a valued space to practice and kick-off their tours or transition from Canada to the United States due to its desirable location in central New York.

                                                                                                               35 Document Imaging for National Register. (n.d.). Document Imaging for National Register. Retrieved March 1, 2014, from http://www.oprhp.state.ny.us/hpimaging/hp_results.asp 36 History - State Theatre of Ithaca. (n.d.). History - State Theatre of Ithaca. Retrieved March 1, 2014, from http://stateofithaca.com/about/history  

 

 

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Attracting Strategic Alliances With the largest screen in town, the newly added Classic Film Series has provided an affordable and atmospheric movie-going experience. This series has fostered collaborative relationships between the theatre and local businesses, like M&T Bank and the Cayuga Radio Group. The series and partnerships offer another revenue stream for The State, while bolstering the economic vitality of downtown. Attracting Invested Audiences Performing arts undeniably unite communities by providing a space to share and experience a culturally enriching event. When there is a show at The State Theatre, people spend money on food, drinks, gas and more. The theatre’s programming draws in audiences to this central venue, and currently generates $2.2 million per year in additional spending in Tompkins County businesses.37 In addition, The State receives a percentage of a room occupancy tax each time patrons rent a hotel room in Tompkins County.38 The theatre received a $27,000 grant out of a potential $30,000 award from the Arts/Culture Organizational Development Program for the past three years that was fully funded by the hotel occupancy tax. This grant has allowed The State Theatre Inc. to put on more programing that will bring even more patrons into the city of Ithaca, continuing the economic cycle of mutual returns. Our Staff The State has a dedicated team of seven staff members who have been with the theatre since it was purchased. In addition, the State has a caring board of 14 members as well as over 100 volunteers who work diligently to make sure each show is a success.39 The 2010/2011 addition of a full time marketing director has directly increased ticket sales by 4,000 attendees since 2012. See graph below.

                                                                                                               37 National Governors Association Center for Best Practices. (2013). The Role of Arts in Economic Development. Retrieved February 2014, from http://www.nga.org/files/live/sites/NGA/files/pdf/062501ARTSDEV.pdf  38 Tompkins County. (2003). Finance Department. Retreived March 2014, from http://www.tompkins-co.org/departments/detail.aspx?DeptID=23  39 See appendix A for staff and board bios  

 

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Executive Director Doug Levine, who took the stage in spring of 2009, is the person behind much of The State’s success. His passion for the arts, expansive understanding of the industry and forward-thinking mindset has helped The State Theatre past the dim lights of intermission and into the next act. Partnership Strengths Community Advantage The State engages in numerous partnerships with local organizations such as M&T Bank, Ithaca Public Education Initiative, The Family Reading Partnership and the Ithaca Ballet. These partnerships strengthen the sense of community while also promoting the different collaborators. In the future the theatre looks to have every State-presented show partnered with a local organization. Promoter Advantage The theatre’s 8-year partnership with talent promoter Dan Smalls Presents creates a unique hybrid business model in which Dan Smalls hosts shows at The State with no financial risk for the theatre. This model allows them to function on a 75% earned budget, which only leaves 25% to grant funding and sponsorship. Other comparable theatres often operate on the industry standard of 50%/50% earned to unearned income. State Advantage The State has a long list of successful renovations made possible by over $300,000 in raised funding from sponsoring organizations since 2009. Major projects included fixing damaged plaster, improving the entrance and marquee, adding a handicapped accessible water fountain, and installing light bulbs for the constellations that span across the arching ceiling. All of these renovations have rejuvenated this historic building, helping it reach its full potential as a comprehensive community arts experience. The Future Behind The State’s doors lies a rich history kept alive by a passionate and committed community. This iconic history is valued for the direct impact it has on enhancing the cultural life of the community and benefiting local businesses. Even after the marquee has shut its lights and the theatregoers disperse, The State’s impact can be felt throughout the community in those who have grown alongside the theatre for years and those who are just discovering the magic.

 

 

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Problem/Opportunity Statement

“Cultural activities, buildings, artifacts and spaces are often the focal point of revitalization efforts and serve as primary meeting places for the community.”

- National Assembly of the Arts

Through its economic, cultural and social impact, The State Theatre stands proudly as a central community arts treasure for the Ithaca community and beyond. Besides Ithaca College and Cornell University, The State Theatre is one of the most iconic parts of the City of Ithaca, connecting the modern city with nearly a century of its collective history. As The State continues to evolve and adapt to the changing needs of the community, opportunities arise to increase inclusion by improving accessibility and efficiency. Creative Arts Impact Encouraging Spending Creative production, such as theatre arts programming, is frequently credited with generating a cohesive sense of place. A thriving cultural life creates job opportunities, generates income and tax revenue, and brings attention to a region. Through The State’s extensive run as a theatre, it has fostered collaborative relationships with artists, promotion companies, and the community. A report conducted by Americans for the Arts found that, on average, the typical arts attendee spends $24.60 per person, per event, beyond the cost of admission. These spending habits contribute to the $2.2 million of additional spending in Tompkins County that The State Theatre generates. 40 Attracting Job Seekers Along with developing economic opportunities, thriving cultural communities that emphasize arts also increase social capital. This attracts more high-level skill-based workers that “form the intellectual backbone of the new economy.”41 People gravitate towards places that supply stimulating creative and cultural sectors and bring with them varied skills that enhance those communities. As these communities grow, it is vital to ensure that every community member has access to these enriching opportunities. Promoting Tourism Currently, construction in the Ithaca Commons has reduced foot traffic and tourism for all of the downtown area. The State Theatre’s iconic marquee continues to act as a beacon despite the distraction of construction, drawing                                                                                                                40National Governors Association Center for Best Practices. (2013). The Role of Arts in Economic Development. Retrieved February 2014, from http://www.nga.org/files/live/sites/NGA/files/pdf/062501ARTSDEV.pdf  41IBID  

 

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attention to downtown from Ithaca and beyond. It is apparent The State Theatre’s operation and success is essential to the continued vitality of the Ithaca Commons area. The Importance of Inclusion The State Theatre of Ithaca Inc.'s desire to improve accessibility, despite already meeting Americans with Disabilities Act (ADA) standards, shows true dedication to a philosophy of inclusion. 42 Such inclusion will undoubtedly enrich the theatre-going experience in a community that already so strongly values togetherness. When we begin to view leisure as a measure of our freedom and therefore our rights, the accessibility of spaces in which we spend our leisure time becomes incredibly important. According to the 2010 U.S. Census, the Baby Boomer generation accounts for approximately 19% of the New York state population.43 Theatres are responsible for making changes to accessibility, anticipating the needs of an ever growing aging population. Gaining Recognition Historic theatres like Victory Garden in Chicago have received recognition and awards from the greater theatre community for successfully increasing inclusion efforts and improving accessibility. As The State Theatre looks to improve inclusion, it turns to theatres like Victory Garden, which exemplifies the positive effects a theatre can have locally and nationally. By making accessibility improvements, The State will be eligible for national awards and recognition such as the Outstanding Historic Theatre Award from The League of Historic American Theatres44. This award recognizes theatres that work to increase community impact through renovations. When The State pushes past solely accommodating those with disabilities it can truly strive for full inclusion. Renovations to improve The State’s efficiency and accessibility will create a more comfortable and welcoming space for theatre-goers in the Finger Lakes region and beyond. The State Theatre’s passionate and dedicated staff is committed to making changes that not only sustain the aesthetic appeal of the historic theatre, but create an inclusive atmosphere for patrons to enjoy and support the arts, as well as their community.

                                                                                                               42 Americans with Disabilities Act. Appendix to S35.151(c). 2010.Department of Justice. www.ada.gov.  43 Population for States by Five Year Age Group. U.S. Census Bureau. July 2010. www.aoa.gov.  44 League of Historic American Theatres. Annual Awards Program. http://www.lhat.org/programs/awards_program.aspx  

 

 

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Proposed Initiative Statement

Creating a Culture of Inclusion

The State Theatre of Ithaca Inc. is seeking $65,000 to implement a Culture of Inclusion Initiative that includes three separate projects: adding ten accessible seats, replacing three sets of dated emergency doors, and installing floor safety lighting in the balcony. The initiative will positively impact the theatre’s ability to provide safe, accessible, and functionally sustainable operations. Clearly, investing in The State Theatre is investing in the diverse members of Tompkins County.

Strategic Plan for the Culture of Inclusion Initiative

“Leisure is the most precious expression of our freedom.” - John Dattilo

Mission of this Initiative: Foster a culture of inclusion at The State Theatre. Everyone should be granted the opportunity to experience the power of a live musical or theatrical performance. As a local hub that is owned and supported by the community, The State Theatre has recognized the widespread value of improving safety, accessibility and inclusion for all people, especially those with disabilities.

Goal: Help the State Theatre evolve and adapt to the changing needs of the community. Objective: Administer a survey to qualify/quantify a cultural shift by the

end of the inclusion initiative. Statement of Goals, Objectives, and Outcomes for Individual Projects Project: “Sitting in a Better State” Goal: To create a more inclusive atmosphere by increasing the number of accessible seats. The State strives to go above and beyond the ADA accessibility standards to further develop a culture of inclusion. With a wide range of programming attracting all ages and the large Baby Boomer population, it is imperative that the physical structure of the theatre is welcoming, comfortable and accessible to all patrons to maintain financial success and a spirit of inclusion for years to come.

Objective: Increase number of accessible seats from 6 to 16, making accessible seats 1% of total number of seats by the summer of 2015, which meet ADA standards for new buildings.

Outcome: Sell 50% more accessible seat tickets per show to increase diversity of audience by creating a more flexible and multi-purpose space to meet a wider range of audience needs.

 

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Project: “Opening the Doors to Efficiency” Goal: To seal the natural envelope of the building through the replacement of emergency exit doors. The current exit doors do not seal properly when closed and cause major air leaks, decreasing operating effectiveness and patron comfort. Because the emergency exit doors do not properly perform their functions, safety risks are prominent concerns. The external accessibility of the doors forces The State Theatre to hire extra security to deter unwanted and nefarious entrance. This is an inadequate short-term fix with long-term continuous expenses. Objective: Replace three sets of dated emergency doors by summer 2015.

Outcome: Ensure safety and security of building and improve patron experience with a more climate-controlled environment.

Outcome: Reduce utility costs by reducing outside airflow and save on operating costs by removing the need for extra security personnel.

Project: “Stepping Up Safety Measures” Goal: To ensure the safety of The State Theatre’s patrons through the addition of light emitting diode (LED) stair lights Currently, the illumination on the balcony consists of the house lights and, more recently, white tape used to mark each step. This prompts safety concerns during performances around mobility for all patrons. Because the stairs are not illuminated, some populations may feel alienated and restricted in their choice of seating, thus prohibiting inclusion efforts. Installing floor safety lights would keep accidents during shows and day-to-day operations close to zero. The installation of the lights will shine into our future.

Objective: Install 200 LED lights on the balcony stairs by summer 2015. Outcome: The installation of lights will result in 0% reporting of

accidents/incidents related to balcony lights due to the increased mobility during shows when house lights are off.

Planned Activities and Strategies (Methods)

Project: “Sitting in a Better State” During the summer of 2015 The State will hire an independent contractor to increase the number of accessible seats in the theatre. This process will include:

• Removing the two back rows of seats on the theatre floor. • Flattening the floor space. • Installing a ramp for easy access to the seating space. • Purchasing temporary seats that could accommodate companions for

patrons with disabilities or be used as traditional seating. • Working with the administration of relevant community organizations

 

 

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to discuss accessibility planning. Project: “Opening the Doors to Efficiency” During the summer of 2015 The State will hire independent contractors to remove and install new, more efficient emergency exit doors. This process will include:

• Measuring doors and frames to ensure a seamless fit. • Removing the old and broken doors. • Installing the new doors.

Project: “Stepping Up Safety Measures” During the summer of 2015 the State will hire a certified electrician to install lights along the stairs of the balcony to improve mobility. This process will include:

• Getting a quote from the electrician for the cost of installation and the lights.

• Taking measurements of the stairs. • Drilling through the stairs and aisles to the space beneath the balcony. • Running electrical lines from the lights to the breaker box/circuit board. • Installing the new lights. • Purchasing additional lights and training a member of staff to be able to

replace them when needed.

Evaluation Plan for Culture of Inclusion Initiative

Evaluation of the Full Initiative Evidence of success at the broadest level will include:

• Survey feedback that suggests that a more diverse population of older community members and individuals with disabilities are attending/considering attending shows at the State due to the initiative.

• An increased number of accessible seating sold. • The State Theatre being eligible for the Outstanding Historic Theatre

Award. Project: “Sitting in a Better State” To measure the success of the accessible seating plan, The State Theatre Inc. will:

• Record the number of tickets sold to patrons who require accessible seating and their companions.

• Record number of requests for accessible seating and The State’s ability to fulfill those requests before and after renovations.

• Administer a survey to those utilizing accessible seating to gauge their comfort level and how much accessibility influenced their decision to

 

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see a show at The State. Project: “Stepping Up Safety Measures” To measure the success of adding new LED lights to the stairs in the balcony The State Theatre Inc. will:

• Record every person who walks up the stairs without an incident as a success.

• Survey the patrons for their opinion on the new lights. Project: “Opening the Doors to Efficiency” To measure the impact of the new doors The State Theatre Inc. will:

• Eliminate visible gaps and reduce the airflow which once streamed through emergency exit doors, and measure decrease in heating and energy costs.

• Eliminate the necessity of hiring additional security to guard the broken doors, and document the savings in this area.

Dissemination Plan for the Culture of Inclusion Initiative Project: “Sitting in a Better State” The State will strengthen relationships with local organizations that work with people who desire better accessibility and inclusion in community arts events. These organizations include, but are not limited to:

• The Finger Lakes Independence Center (FLIC), which strives “to empower all people with disabilities while creating an inclusive society through the elimination of social and architectural barriers.”45

• Longview Residential Community • McGraw House Ithaca • Beechtree Care Center • Franziska Racker Center

The State Theatre will strengthen these relationships by: • Creating brochures and flyers specifically designed for these communities

and organizations. • Visiting these communities and organizations directly to hear suggested

show ideas. • Offering discounted tickets to groups that require accessible seating for the

first year after renovations are complete.

                                                                                                               45Finger Lakes Independence Center. (2014). Retrieved from: http://www.fliconline.org/  

 

 

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Projects: “Opening the Doors to Efficiency” & “Stepping Up Safety Measures” A patron’s experience at The State will improve through their interactions with the projects, literally using the new doors and easily navigating the illuminated steps. Those who have/have not yet attended shows after improvements have been completed will be made aware of the changes through the following channels:

• Those who have subscribed to weekly email announcements will receive an email highlighting the new stair lights and emergency exit doors of The State.

• Before shows, the Executive Director will make announcements. • Features in the Ithaca Journal and Ithaca Times. • The general public will see announcements on The State’s website. • Through the endorsements of patrons who have experienced the upgrades

first hand. Future Funding Statement

Project: “Sitting in a Better State” By increasing inclusion efforts in the theatre through adding accessible seating, The State reinforces financial sustainability by expanding seating for a patron population that will continue to grow and bolstering the reputation and culture of inclusion in the theatre. The new seating will make The State eligible for national awards and recognition such as the Outstanding Historic Theatre award from The League of Historic American Theatres. This award “recognizes a theatre that demonstrates excellence through its community impact, quality of programs and services, and quality of the restoration or rehabilitation of its historic structure. An award-winning theatre will have demonstrated excellence through significant achievement, the impact of its services and breadth of populations served, and the length of time and/or intensity of its activities.”46 Also The State Theatre Inc. will encourage community members to participate in a Sponsor-a-Seat fundraiser, giving everyone the opportunity to get involved in building The State’s vision of accessibility. Projects: “Opening the Doors to Efficiency” & “Stepping Up Safety Measures” Currently, The State’s lighting and heating costs negatively impact the budget and are not aligned with more sustainable working practices. The State understands that this is not ideal and cannot continue to occur. These projects will help to                                                                                                                46  League of Historic American Theatres. Annual Awards Program. http://www.lhat.org/programs/awards_program.aspx  

 

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create a more sustainable budget. These one-time costs to update the doors and lights will save approximately 10% from the utility bills, which can then be used for future projects and maintaining and updating the theatre for years to come.

Conclusion As the show ends and the marquee fades, patrons stream out after another electric night of live entertainment. While they reflect on their night, The State Theatre is already working on the next show, the next improvement, the next collaboration. The State Theatre Inc. strongly believes in creating a spirit of inclusion that begins within its historic walls and spreads throughout the Finger Lakes region with local organization partnerships and community member engagement. It is this dedication to its patrons that has allowed The State to last where other theatres have fallen. As The State Theatre continues to evolve and adapt to the changing needs of the community, there are opportunities to increase inclusion efforts through improving accessibility and efficiency. With funding for accessible seating, emergency door replacements and LED lighting, The State will be able to construct a physical space that reflects its forward-thinking mission. The initiative will provide access to the performing arts for a patron population with diverse needs. By improving the theatre’s comfort and accessibility through renovations, The State Theatre will be able to extend invitations to a wider audience, secure a sustainable financial future and, in turn, add to the vitality of Ithaca and its surrounding region. The State invites you to join into this cultural shift.

 

 

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Budget Summary

Funding Requested Installation of Seats

Total for Seat project $10,000 Installing emergency exit doors

Material costs (doors) $15,000

Labor costs for installation $10,000 Total for Door project $25,000

Installing LED lights in balcony Total for Light project $30,000

TOTAL $65,000

Budget Narrative Although our budget only reflects the immediate costs for the initiative, The State Theatre Inc. will be providing extensive behind-the-scene support. The executive director, board, and staff will contribute a portion of their time and efforts to ensure the success of the three projects. In addition, since the State Theatre is a working theatre, the marketing and dissemination costs are already built into its budget. Finally, the State is not looking for programming support; it is striving toward providing an enhanced culture of inclusion through this upgrade initiative. The outstanding commitment from those invested in The State and its future are reflected in this overall effort.

Initiative Cost Breakdown: Installing Accessible Seating - $10,000 This subtotal figure includes consultation, material and labor costs for the installation of accessible seating.

• Material costs include the cement for flattening the floor after seats are removed, as well as costs for any railings and companion seats installed.

• Labor costs include hiring contractors to remove current seating in the two back rows of the theater and to flatten the floor to make it wheelchair accessible.

Installing Emergency Exit Doors - $25,000

• This subtotal figure includes consultation, material costs for the doors as well as labor costs for installing them.

• The materials for the doors include, 3 sets of emergency doors

 

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• The labor costs include hiring a contractor to install doors. Installing LED lights - $30,000

• This subtotal figure includes consultation, material costs and labor costs for installing the LED lights on the balcony stairs.

• Material costs include the costs of the actual lights…. • Labor costs include hiring a contracting company to install the lights.

 

 

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Addendum Material

 

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Letters of Support 7 May 2014 Mr. Doug Levine Executive Director The State Theatre Inc. 105 West State Street Dear Doug, On behalf of Dan Smalls Presents, let me extend my gratitude and admiration for the stellar programming of The State Theatre, Inc. The State does not merely provide the community with a form of entertainment; it also draws in revenue for other local businesses in and around the downtown area. I am proud to be a part of the State Theatre experience as its exclusive talent buyer. Our collaboration has also greatly benefitted Dan Smalls Presents. The State enriches the culture of the City of Ithaca and beyond to the Finger Lakes Region and Tompkins County. With over 1,600 seats, The State Theatre is the largest venue in town. Our partnership allows varied programming that empowers individuals in the community with compelling performances that effectively engage community members. Just as impressive are the updates you have made to the theatre in order for you to offer the community members a more enjoyable experience, ensuring that they invest in their community. Thank you for all that you do and I look forward to another show stopping performance! Sincerely, Dan Smalls

 

 

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Proof of 501 (c) 3

 

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Board Member Bios Mack Travis, President (Founding Member of the Board - 2009)

Mr. Travis is an experienced real estate owner and developer. He owns several properties in downtown Ithaca and is committed to maintaining a vibrant, community owned, performing arts venue in downtown Ithaca. Mr. Travis is a devotee of the arts and a former filmmaker. He has served on the board of numerous local charities and besides serving as the President of The State Theatre’s Board of Directors, he is also the Chair of the organization’s Finance Committee as well as the Development Committee. Gary Ferguson, Vice-President (Found Member of the Board - 2009)

Mr. Ferguson is the Executive Director of the Downtown Ithaca Alliance, a non-profit, tax exempt organization dedicated to sustaining downtown Ithaca as a community resource. He has been a driving force in the strategic plan for downtown Ithaca and has been instrumental in the development of two new City parking garages, the Seneca Place Hilton Garden Inn, the relocation of 380 Cornell University Employees into downtown Ithaca, the Gateway Commons and Gateway Plaza’s 4-acre mixed use office, retail, and residential site in downtown, and numerous other revitalization activities in downtown Ithaca. Mr. Ferguson also serves at the Chair of The State Theatre of Ithaca’s Strategic Planning Committee as well as the Nominating Committee. David Kuckuk, Secretary (Founding Member of the Board - 2009)

Mr. Kuckuk has been an architect and owner of the Thomas Group Architecture (now TetraTech) firm employing a staff of 180 in downtown Ithaca. He has been involved civically as a donor to many not-for-profits in Ithaca, as well as serving on the Board of Directors of Historic Ithaca, the former owner of The State Theatre. Mr. Kuckuk is the head of a group that recently purchased The Ithaca Journal building on State Street, just a few doors down from the State Theatre. David Dier, Treasurer (Board Member since 2010) Mr. Dier is co-owner of The William Henry Miller Inn, a nine room bed and breakfast located in downtown Ithaca. In his ‘prior life’, Mr. Dier was Controller for a regional company based in Ithaca and a national company based in Boston for a combined 20-plus years. He is a former board member of United Way of Tompkins County, Cornell Cooperative Extension of Tompkins County, Tompkins Learning Partners and the Ithaca Children’s Garden. A huge hockey fan, Mr. Dier is thrilled to be back in Ithaca after a 4 year hiatus in the Boston area. Amy Dickinson (Board Member since 2012)

 

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Ms. Dickinson is author of the nationally syndicated advice column, “Ask Amy,” which is read by an estimated 22 million people. Her memoir, “The Mighty Queens of Freeville” is a New York Times bestseller. She is also a panelist on the popular NPR comedy quiz show “Wait Wait, Don’t Tell Me.” A lifelong fan of the State Theater, she has appeared on its stage twice – as a guest of Michael Feldman’s “What Do You Know?” and in a surprise duet with musician Bobby McFerrin Shane French (Board Member since. 2012)

Mr. French is a local entrepreneur, notably for starting his contract manufacturing company, MPL Inc., in 1990. MPL currently has over 40 employees, and serves more than 40 customers around New York State and other areas of the country. He has also been a passionate musician for a large majority of his life, recording, and performing with several bands around the area since around 1985. John Guttride (Founding Member of the Board 2009)

Mr. Guttridge is the owner of Bright Works Computer Consulting, a local Information and Technology business. He brings significant technology know-how to the board to assist in the development of systems for effective, efficient management, and has donated both phone and computer services to the State Theatre. In addition to The State Theatre, Mr. Guttridge’s company has donated generously to numerous organizations throughout the community. Rob Gearhart (Board Member since 2013)

Mr. Gearhart is the Assistant Provost for Online Learning & Extended Studies at Ithaca College, and has been an administrator, educator and media producer, as well as active community member, for almost 30 years in Ithaca. He most recently served on the Ithaca Yacht Club Board as Membership & Marketing Director (2010-12), which followed a long commitment to the Ithaca Festival Board (1993-2009) where he served as President twice – and as a result, claims to have sold more Ithaca Festival buttons than anyone. Mr. Gearhart serves on The State Theatre’s Development Committee. Kristin E. Gutenberger (Board Member since 2010)

Ms. Gutenberger is the Manager of Real Estate Operations for Cornell University. She is an architect and attorney and is the primary transaction person in the Real Estate Department. Additionally, she serves as the Department's construction project manager and deals with marketing issues surrounding Cornell's Business and Technology Park. Chet Osadchey (Board Member since 2012 )

Mr. Osadchey is Vice President/ General Manager of the Cayuga Radio Group, which is comprised of seven (7) local radio stations broadcasting in the Ithaca

 

 

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and surrounding Finger Lakes region. He brings 20+ years in advertising, marketing, media, and public relations experience to the board. Mr. Osadchey was born in Ithaca, graduated from Ithaca High School and Cornell University, and has successfully run various aspects of radio operations in Syracuse, Rochester, Buffalo, and Hartford, Connecticut in a variety of formats including operation of the Buffalo Bills Radio Network. Susan Monagan (Board Member since 2009)

Ms. Monagan is Manager of Audience Development in Ithaca College’s Department of Theatre Arts. She has been a project team member of Cornell's New York Creative Economy research project, which explores the potential of creative economy initiatives in upstate New York to be translated into strategies for community and regional development, linking the arts and the creative process to a wider range of economic activities. She serves on the boards of several organizations in Ithaca and currently chairs the State Theatre’s Marketing Committee. Joseph Scaffido (Board Member since 2011)

Mr. Scaffido is an Assistant Dean of Students for Student Activities at Cornell University. Having served in the field of higher education for over 20 years, Mr. Scaffido specializes in large-scale event planning/production, and advising student organizations. At Cornell, he oversees the promotion and production of major events, including concerts, lectures, comedians, and Slope Day. He has also assisted with major community events, including working on visits by the Dalai Lama and Wynton Marsalis. Paul Velleman (Founding Member of the Board 2009)

Dr. Velleman is a tenured professor of statistics in the ILR School at Cornell University. He is the author of several textbooks in his field and has developed and owns a software company in town. He is an experienced entertainer, and gives public performances with his Barbershop Quartet. Cal Walker (Board Member since 2009)

Mr. Walker is a co-founder and first Executive Director of the "Village at Ithaca" which has been recognized for its advocacy, programs and services in expanding educational opportunities for students of color, economically disadvantaged students and others. He is also Cornell's Outreach Liaison to the Ithaca City School District, the first to serve in this role. Mr. Walker has extensive experience in corporate sales and higher education administration. He currently works to raise student achievement in public education by improving systems, expanding community support, broadening access to relevant programs and services, and helping to create new ones where significant voids exist.