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Please describe <br />efforts by your <br />organization to <br />generate revenue. <br />The Chelsea Theater generates revenue through a mix of earned and <br />contributed income. As a nonprofit, we balance financial sustainability with <br />a commitment to accessibility and community value. <br />Earned Income – 52%. Our largest revenue stream is ticket sales. Patrons <br />purchase tickets for daily screenings and special events, including curated <br />series and community programs. W e offer standard pricing with discounts <br />for members, seniors, students/teachers, and first responders. The first <br />show of the day is always discounted, as is our summer Late Night Series <br />aimed at younger audiences. W hile a few special events may have <br />premium pricing, we strive to keep ticket prices affordable and comparable <br />to other local theaters. However, film distributor fees often claim up to 50% <br />of ticket revenue. <br />Concessions and merchandise provide additional earned income. <br />Concession sales include popcorn, candy, soft drinks, beer, and wine, with <br />revenue tied directly to audience attendance. W e also offer branded <br />merchandise—gift cards, T-shirts, hats—and curated film books that add <br />both revenue and educational value. <br />Philanthropic support is vital to our operations, comprising, in 2025, 48% of <br />the operating budget. This includes unrestricted donations, sponsorships, <br />and membership contributions. Memberships are available year-round, with <br />monthly renewal reminders and two major campaigns per year. <br />Contributions can be made online, by mail, or on-site. Since opening in <br />2018, we have steadily grown our membership base—currently 1,100 <br />active member households—. Many members have increased their giving <br />levels and made supplemental gifts, underscoring their commitment to the <br />theater’s future. Another ongoing source of our 10,000 strong email list – a <br />source for audience, and future member and donor support. <br />Membership support not only contributes to operating revenue but also <br />strengthens our community connection, creating a loyal base of advocates <br />and donors. <br />W e are currently in the early stages of exploring a capital campaign to fund <br />new laser projectors. These will replace outdated 2013 models and offer <br />both improved image quality and significant energy efficiency, reducing <br />power consumption through laser and LED technology. The need for <br />additional work and meeting space is also being examined. Staff currently <br />worked in an attic space that houses the projection equipment and storage. <br />Our successful 2020 renovation campaign—preceded by the 2018 “Save <br />the Chelsea” grassroots effort— and continuing membership and donation <br />growth, demonstrated strong community interest and investment. <br />Resumes of artists/administrators <br />Matthew_C._Brown_-_General_Film_Résumé.docx <br />Emily_Kass_ED_Resume.docx <br />MimiStockton_2025Resume-1.pdf <br />Charles_Brownlee_Resume_June_2025_2.pdf <br />Board of Directors List <br />BOARD_CONTACT_LIST_as_of_1.docx <br />Docusign Envelope ID: D6DEE171-391E-468D-8E46-8B165027A569