LTC 068-2004 Theater Management - Byron Carlyle and Colony Theaters
CITY OF MIAMI BEACH
Office of the City Manager
Letter to Commission No. 068-2004
m
From:
Mayor David Dermer and Date: March 25, 2004
Members of the City Commission
Jorge M. Gonzalez '\ .r-'" - /'
City Manager U "l:>
THEATER MANAGEMENT - BYRON CARLYLE AND COLONY THEATERS
To:
Subject:
This Letter to Commission is in response to your request for additional information on the
management of the Byron Carlyle and Colony Theaters during the Commission Workshop of
January 8, 2004.
With the Byron Carlyle and Colony Theaters presently under renovation and scheduled to open in
the near future under the City's jurisdiction, it is now important to identify an efficient and
professional management system for both venues. During the fall of 2003, the Tourism and Cultural
Development Department conducted an in-depth survey of management structures for theaters in
South Florida and other selected metropolitan U.S. areas. Included in this survey was expense and
income information related to the last three years of the Colony Theater's operations prior to its
closing for renovation in July 2002. The purpose of this survey was to assemble what is believed to
be an equitable rental plan and project annual operating budgets for the Byron Carlyle and Colony
Theaters.
It is estimated that in the first full year of operation, the Colony and Byron Carlyle Theaters may
expect to reflect the following ranges of revenue and expense:
Byron Carlyle
Est. Projected Revenue
Est. Projected Expenses
Est. Projected Operating Income (Loss)
Worst Case
*$65,950.00
($267,874.00)
$333,824.00
Best Case
**$137,998.00
($195,826.00)
*Represents 25% use of 12 month period or 91 rental periods
**Represents 60% use of 12 month period or 220 rental periods
Colony
Est. Projected Revenue
Est. Projected Expenses
Est. Projected Operating Income (Loss)
*106,950.00
($256,680.50)
$363,630.50
**$174,288.00
($189,342.50)
*Represents 37% use of 12 month period or 135 rental periods
** Represents 60% use of 12 month period or 220 rental periods
Furthermore, it is estimated that with an aggressive marketing campaign for rentals that it will take
two years to reach high end revenue projections for the Byron Carlyle and one year for the Colony.
The range of the above projections has been confirmed by the Dowling Study, SMG and City Staff.
It is the recommendation of staff that the over arching goal of the operations of the Colony and
Byron Carlyle Theaters is to ensure an open process for the support of small and emerging local
arts organizations and develop a unique and diverse cultural experience in keeping with our thriving
tropical metropolis. This will be important for not only effective marketing and audience development
but for creating a solid prospectus for increased financial support in the future. The management
company selection is pivotal to this process.
There are four available management systems for consideration in this matter. A brief description of
each follows:
1. The City may exercise the option in the current management contract to have SMG manage
and operate the two theaters. This is the most expedient method for getting immediate
theater management in place.
Although details still need to be negotiated and agreed upon, the City's option provides for
SMG to assume all management and services responsibilities for the venues similar to the
operating structure for the Jackie Gleason Theater.
SMG has demonstrated their ability to manage small theaters through their current national
portfolio. However, it is important to note that concerns have been expressed by the Cultural
Community regarding SMG's ability to serve the unique needs of the non-profit/performing
arts organizations. There appears to be a public perception that SMG is a large corporate
entity solely interested in managing a "turnstile" rental operation.
While the assertions about SMG and their relationship to non-profit/performing arts
organizations are undocumented, the City believes SMG is more than capable of operating
both the Byron Carlyle and Colony Theaters and would clearly offer potential cost
efficiencies.
Furthermore, AMS recently completed a study in which there was a detailed assessment of
the existing performing arts venues in Miami Beach and their management systems. This
study made a series of recommendations including a structure for managing the Byron
Carlyle and Colony Theaters. That recommendation was a hybrid model where SMG would
assume the portion of the theater management related to services (marketing, ticketing, box
office and concessions) and another independent entity would assume the operationslfacility
management (facility-related services, technical assistance and staff, programming, rentals,
maintenance) portion.
While this model was recommended by the AMS study, there is unanimous concern about
the difficulties and confusion that could arise with two individual companies responsible for
managing the theaters. Having two separate entities involved in the day-to-day
management of the venues lends to potential breakdowns in communication.
City Staff discussed the communication concerns with AMS after reviewing their
recommendation. AMS recommended this model in order to take advantage of SMG's core
competencies and address the concerns expressed by the non-profit/performing arts
organizations. It is with this goal that the City Administration and SMG have met to discuss a
potential management structure forthe two theaters and have developed a model which, the
Administration believes incorporates the AMS suggested hybrid and addresses the concems
of the non-profit/performing arts organizations.
The proposal assumes the City Tourism and Cultural Development Department would handle the
booking and overall oversight of the facility and its mission and objectives. SMG would then
provide operational support services, to include event Front of House functions (ushers, ticket
takers, box office, and security) and overall facility operations management services (financia/s,
housekeeping, maintenance). The City through the Tourism and Cultural Development
Deparlment will drive the marketing functions, with SMG staff providing some supporl through its
existing MBCC/JGT staff.
SMG has advised the City that they are willing to hire a staff person within the organizational
structure of their operation specifically assigned to manage the Byron Carlyle Theater. As
per the City's contract with SMG, they would receive an agreed upon management fee, and
all personnel, including a manager, would be operating expenses of the two venues, similar
to the operating relationship the City has established with SMG for the management of the
Miami Beach Convention Center and Jackie Gleason Theater. A draft of the shared
responsibilities is attached for your review.
Finally, the City Administration also feels the concerns of the non-profit/performing arls
organizations can be furlher addressed through an established contractual tier rental rate
program. A draft of these rates is also attached for your review.
2. A performing arts company-in-residence may be hired to assume all management and
services responsibilities for the venues.
This could be a viable solution in the long term, but not one that will be easy to craft and
implement with the window oftime remaining before the facilities open. This option would be
advantageous as the company-in-residence would not only be responsible for the day to day
operations of the theaters, but there would be a single, ongoing arlistic presence in the
theaters which would help maintain consistent audience growth and visibility for the theaters
in the long run. The possible downside would be that the calendar could, ultimately, have
limited availabilities for other organizations wishing to book the space. It is appropriate to
evaluate this option as a long term alternative but it is not recommended in the shorl term.
3. An appropriately drafted Request for Proposals (RFP) may be issued by the City of Miami
Beach requesting proposals for the management of the venues.
Issuing an RFP for management of the theaters would be an equitable process for
identifying a proper entity for this responsibility and would give the City the opporlunity to
review all potential proposals and alternatives. This process would not be as expedient as
engaging SMG immediately, but would be an efforl to allay public concerns demonstrating
an efforl on the parl of the City to review all options for the management of the Byron Carlyle
and the Colony Theaters.
The two most viable options are to exercise the option available in the SMG's current contract
(option 1 ) or to issue an RFP soliciting proposals and identifying the most suitable management
company and structure for the management of the City's two theaters (option 3). Considering that
the Byron Carlyle Theater construction is nearing completion, the Administration recommends
exercising the option available in the SMG's current contract with a scope of work as described
herein (option 1) for an initial term of one (1) year at which time the Administration will review and
analyze the it,"'",e to delennlne the be,t manne' In which to proceed.
JMG\dk\~\bb
C: Christina M. Cuervo, Assistant City Manager
Max A. Sklar, Tourism and Cultural Development Assistant Director
Doug Tober, General Manager, Miami Beach Convention Center
Bill Baites, Cultural Affairs Program Manager
F:linfo\$ALLIMax\TCDlL TCIFacilities Management.doc
DRAFT
Byron Carlyle Theater
Management Structure
City Manaaement Responsibilities
General Management:
. Liaison with local arts organizations
. Liaison with City of Miami Beach Administration
. Develop and oversee mission/strategic vision for venues
. Develop marketing program for theater
. Develop Annual Budget
Production:
. Oversee Stage Manager, who will:
o Contact client for technical ri
o Evaluate time necessary to se show (time in theatre)
o Supervise the load-in / show / a oad out of every production
vide crew
technical rider, light plot, ground plan and any other material
advance by visiting artists
crew billing sheets to SMG Finance for settlement
answer technical questions regarding venue.
ter production equipment in excellent working condition
ent parts and lamps for all equipment)
e management on grants
ctive departments
Booking
. Answer telephone booking inquiries
. Show theater to all potential clients
. Keep Calendar of Events f . ability and
. Generate Lease Agreement
. Disseminate booking and con
Byron Carlyle Theater
Management Structure Proposal
Page 2 of 2
DRAFT
SMG Responsibilities
Business Operations:
. Verify or purchase Insurance
. Accept payments (deposits and final payment)
. Prepare Settlements
. Prepare payroll
. Procure operating supplies
. Process Accounts Payable
. Process Accounts Receivable
. Assist in the development of Annual Budget
. Generate Monthly Financial Statements
Facility Operations:
. Schedule the opening and
. Maintain utilities and teleph
Venue cleaning
Venue security
Maintain all theater non-producti
Oversee maintenance contracts a
Keep theater in accordance with 10
fire alarms and extinguishers
Coordinate and assist Property Manag nt and CIP office in the installation
and . control of all capital improve ents
B ting assistance as requested for events and venue
buys
website development
of the facility as per lessee needs
e
ing condition
Event
. Pro
. Staff c
. Provide s
. Coordinate
er, ushers and ticket takers
required
clients for special receptions, events
Box Office
. Build shows
. Daily settlements
. Show settlements
. Answer telephone inquiries
. Maintain regular box office hours per budgeted allowances
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