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Please describe <br />efforts by your <br />organization to <br />generate revenue. <br />The Chelsea generates revenue through a combination of earned and <br />contributed sources including ticket sales, concessions, donations, <br />fundraising, sponsorships, and membership support. <br />Earned income: 74% <br />Ticket Sales are the largest single source of revenue. Patrons purchase <br />tickets to attend film screenings and special events. The theater offers set <br />ticket prices with discounts for members, senior citizens, <br />students/teachers, and first responders. The first show of the day is always <br />discounted for all as is the summer Late Night Series which targets <br />younger (student and young adults) audiences. W hile a few special shows <br />may have a higher ticket price, in general we aim to keep ticket prices <br />affordable and within range of other movie theaters in the area. Film <br />distributors fees may eat up as much as 50% of ticket sales revenue. <br />Concessions and merchandise. Concessions include popcorn, candy, soft <br />drinks and wine and beer. This revenue is proportionate to the number of <br />tickets sold. W e also sell merchandise including gift cards, t shirts, and <br />hats, and books on film which add educational value <br />Contributed income: 26% <br />Philanthropic gifts, including membership support and unrestricted gifts. <br />Memberships are sold on a rolling year-round basis and renewal notices <br />are sent out monthly. Semi-annual membership drives and annual appeals <br />are handled by both snail mail and electronically. Donors and members <br />have the option to contribute by mail, on-line, or on-site when purchasing <br />tickets. Membership support has steadily increased since we opened in <br />2018, with a temporary dip during the pandemic years. W e have also seen <br />members increase their level of giving, including upgrading to higher <br />membership levels and/or making additional gifts. Membership fees <br />contribute to the theater's financial sustainability and foster a sense of <br />community ownership. There are 1000 current member households, with <br />another 800 or so who have lapsed but may well respond to renewal and <br />lapsed member campaigns. <br />W e are currently in the early stages of evaluating the potential for a capital <br />campaign which would include acquiring new laser projectors to replace <br />current 2013 projectors. In addition to improved picture quality due to in <br />their light and color projection they have the important benefit of using <br />lasers and LED, thus dramatically reducing electric usage. The successful <br />2020 campaign to raise funds to renovate the theater (following the 2018 <br />“Save the Chelsea” campaign) demonstrated the community’s interest in <br />stepping up to help us in times of need. And led to a resurgence of interest <br />in attendance after the covid. <br />Resumes of artists/administrators <br />Brink_Resume_Updated_2024.pdf <br />2024Matthew_C._Brown_-_General_Film_Résumé.docx <br />Kass_CV_2022.doc <br />Board of Directors List <br />2024_BOARD_CONTACT_LIST_3.10.24.docx <br />Docusign Envelope ID: 7A6B16CA-2A26-4387-9C73-20EF0DF1D9BC