DELTA STATE UNIVERSITY
Unit Strategic Plan and Annual Report -- Academic Year 2010-11
____Academic Unit
I.
Unit Title:
__X__ Administrative/Support Unit
Bologna Performing Arts Center
School/College or University Division: Associate Vice President for Finance and Administration
Unit Administrator: Myrtis Tabb, Roseann Buck
Program Mission: The Bologna Performing Arts Center at Delta State University brings together artists and audiences to celebrate
the arts, to enrich the cultural life of the Delta community, to educate and deepen the appreciation of the arts and to explore the
richness of our world heritage through artistic expression.
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Table II: User Outcomes (primarily non-academic units):
TABLE II – User Outcomes
A. User Outcomes
What outcomes does the
unit measure to demonstrate
unit achievements and
improvements (what does a
user gain or learn from the
unit’s services?)
B. Data Collection & Analysis
1. What assessment tools
and/or methods will you use to
determine if user outcomes are
met? 2. Describe how the data
from these tools and/or
methods will be/have been
collected.
3. Explain the procedure to
analyze the data.
Increasing awareness and 1.
participation of DSU
2.
students at main stage events
by offering “rush” seats via
e-blast offers and
encouraging DSU students 3.
to volunteer.
1. Box Office Records
2. Number of Students
attending and volunteering
collected and recorded at
BPAC box office.
3. Executive Director evaluates
data and makes decision about
continuing program.
Users continue to contact the At present university personnel
BPAC to learn about the
and community members
BPAC calendar (main stage, contact the production
C. Results of Evaluation
What were the findings of the analysis?
135 DSU students purchased rush seats
last year.
Ten new student volunteers were
recruited who have become regular
volunteers at BPAC events.
Positive unsolicited verbal and written
feedback (notes, letters, emails, cards)
from users.
D. Use of Evaluation
Results
1.List any specific
recommendations.
2. Describe changes
or procedures that are
proposed or were
made/ are being made
as a result of the user
outcome assessment
process.
1. Continue the
“rush” seat
program and build
on the success
from previous
year.
2. Conduct
evaluation of
student volunteers
of their experience
this year.
Develop a short
written evaluation
form to evaluate: box
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college, community, and
Arts Education Events);
BPAC web-site will
continue to provide a
downloadable form for room
reservations.
coordinator for reservations at
the BPAC. The list of 118
events shows a wide variety of
events and positive letters and
cards which indicate user
satisfaction.
Increase the number of
faculty and staff attending
main stage events by further
discounting tickets.
1. Box Office Records
2. Box Office Manager collect
data
3. Executive Director analyzed
cost versus benefit.
office support,
catering support, tech
support, friendliness
of staff and ushers.
BPAC sold 254 tickets to faculty/staff in
2010-11.
The previous year, 2009-2010, BPAC
sold 284 tickets to faculty/staff.
Continue to increase
faculty/staff awareness
of discounted tickets
to gain attendance
from faculty/staff.
1.
In order to spend marketing 1. In order to complete a box
dollars wisely, BPAC will
office transaction, box
keep track of how ticket
office workers must ask the
buyers are learning about the
patron “How did you learn
shows on the main stage.
about the show?”
2. The box office manger
tabulated the results.
3. Use the data to develop a
marketing plan.
Type of Media
Season Brochure
Friend
Other
Newspaper Ad
DSU Foundation
E-Blast
Trade Agreement
Website
Television
Ambassador
Radio
#of buyers
361
39.9%
118
13.0%
79
8.7%
61
6.7%
55
6.1%
41
4.5%
37
4.1%
27
3.0%
27
3.0%
26
2.9%
24
2.7%
1. Surveying ticket
buyers will continue.
2. Season brochures
were sent to 2,000
homes in the Jackson
area this year in
response to findings in
3rd column. The
findings will be used
to determine the need
to increased
circulation and to
determine the type of
advertising needed.
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Funds will be increased
collected through the BPAC
annual membership by 10%
Individual contributions
were examined
Closer contact with
In 2010 the annual membership fund was annual members will
increased by 5% and in 2012 the annual
be continued and
membership fund was increased by 21% special recognitions
and events will be
planned to thank
annual members
III. Goals
-- For the Current Year
A. Goal # 1: Increase student and faculty/staff ticket buying at BPAC by offering rush seats and volunteering opportunities to
students and discounted seats to faculty and staff.
1. Institutional Goal which was supported by this goal: SP Goal # 2,3,5
2. Evaluation Procedure(s): Box Office reports
3. Actual Results of Evaluation: 135 students took advantage of the rush seat policy and 254 faculty/staff took advantage of
reduced price policy.
4. Use of Evaluation Results: Continue to offer rush seats to students and discounted seats to faculty/ staff. Continue recruiting
students to volunteer at the BPAC.
B. Goal #2: Increase revenues. Ticket prices were far below market price causing deficits at BPAC. Prices were increased from $19
on average to $29.
1. Institutional Goal which was supported by this goal: SP Goal # 4
2. Evaluation procedure: Box Office Reports
3. The price increase this past year resulted in $40,000 in increased revenue. This revenue combined with donor revenue
allowed the BPAC to balance its presenting budget.
4. Use of Evaluation Results: Ticket prices were increased slightly and a variable pricing scale was implemented to allow
patrons to choose what price they wanted to pay for different sections of the theater.
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C. Goal #3: Hire a Technical Director to improve safety, save money on both equipment repair and freelance labor. In the interim we
decreased costs of freelance labor by hiring a TD from Ole Miss and introducing competitive bidding for sound and back-line.
1. Institutional Goal which was supported by this goal: SP Goal # 4
2. Evaluation Procedure: Analyzing costs of freelance labor and equipment repair
3. Actual Results of Evaluation: Approximately $11,000 was saved in 2010-2011 through competitive bidding and using the TD
from the Ford Center in Oxford, MS for children’s shows.
4. Use of Evaluation Results: A proposal was written to hire a TD based on the analysis of costs of freelance labor from Jackson
for 12 performances, plus the costs of equipment repair that results from the absence of a full-time TD. The proposal was
approved and a national search was conducted resulting in hiring a TD in July 2011 who is now supervising Jobe Auditorium
and the BPAC.
D. Goal #4 Improve the look, functionality and number of visits to BPAC web site.
1. Institutional Goal supported by this Goal: SP Goal # 5
2. Evaluation Procedure: Online ticket sales, patron feedback and built-in counter in web site that measures visits.
3. Actual Results: Costs of web hosting have decreased $650 per year. the new web site can show videos, flash pieces, and is
graphically superior to the previous web site.
4. Use of evaluation results: The web site counter allows monitoring of visits to the web site.
E. Goal #5: Maintain high quality and viability of the Summer Arts program by filling the position vacated by the prior Arts
Education Coordinator who will strengthen the Summer Arts camps and book a series of school shows for children that will engage
children and help them become more creative and excited about learning.
1. Institutional Goal: SP Goal # 3, 5
2. Evaluation Procedure: Feedback from Attendees, Grants awarded to the Summer Arts Program
3. Actual Results of Evaluation: The Education Coordinator has been aggressively pursuing and receiving grants. She has
created and managed two very successful summer arts camps.
4. Use of evaluation results. The summer arts camps were very successful and improvement will be implemented based on
feedback given by parents and camp participants.
F. Goal # 6: To begin campus discussions about the need of a Theatre Technician degree program (Two-Three Years)
1. Institutional Goal: SP Goal # 1, 2
2. Evaluation Procedure(s): If requested, BPAC will work with Academic Affairs to ascertain need for such graduates by
canvassing local, regional, and state, as well as neighboring states’, presenting houses.
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3. Actual Results of Evaluation: Academic Affairs is the appropriate unit to establish the need for this goal. It will be removed
from BPAC goals. BPAC staff will serve as resource for this degree program is the University determines the need.
4. Use of Evaluation Results: We have hired a technical director who is able to teach technical theater should the university
determine a need.
G. Goal #7: Physical improvements to the facility (women’s bathrooms and elevator) (Two-Three years)
1. Institutional Goal: SP Goal # 4, 5
2. Evaluation Procedure: Feedback from patrons
3. Actual Results of Evaluation: The current women’s restroom facilities are not enough to support the demand from our
patrons and do not accommodate our handicapped or low-mobility patrons beyond the orchestra level.
4. Use of evaluation results: Although these improvements are important, other physical improvements, including the roof
repairs, were determined to be higher priorities. Continue to seek grants that are available to help address these improvements for
accessibility purposes.
H. Goal #8: Develop stable funding for the Janice Wyatt Mississippi Summer Arts Institute series of camps (One year)
1. Institutional Goal: SP Goal # 2, 4, 5
2. Evaluation Procedure: Analyze funding sources
3. Actual Results of Evaluation: The Arts Education budget was cut significantly during budgetary reductions. Continue to seek
grants and other funding sources to support the Summer Arts Camps.
4. Use of evaluation results: Grant funding was secured for the next fiscal year. In summer 2011, BPAC staff conducted 2
summer camps and the MSAI residential camp for ages 12-18 was restored. Due to the expense of the month-long residential
Broadway Camp, a decision was made to eliminate that camp.
I. Goal # 9: The BPAC will seek sponsorship for its annual season. Sponsorship shows community pride and ownership in the
BPAC and its productions. The BPAC will actively seek and secure corporate or private sponsorship for 50% of its
performances in the 2012-2013 season.
1. Institutional Goal: SP Goal #2,4,5
2. Evaluation Procedure: Analyze increase in sponsorships.
3. Actual Results of Evaluation: For the 2011-12 year, corporate sponsorship for one show was secured. To show a 50%
increase, sponsorship for three more shows would be secured.
4. Use of evaluation results: After determining the success of the increasing sponsorship goal, an evaluation of the methods
used and the actual campaign will be used to determine next steps and changes in the program.
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-- For Coming Year(s)
A.
Goal # 1: Increasing attendance by offering variable pricing for 3 different sections of the BPAC.
1. Institutional Goal(s) supported by this goal: SP Goal # 4
2. Evaluation Procedure(s): Monitoring box office sales to determine if patrons are choosing reduced price options.
3. Expected Results: 4,075 ticket were purchased last year and the goal is an increase of a 10 % in numbers this year.
4. Use of Evaluation results: Price adjustments may be made based on the number of tickets actually sold.
B. Goal #2: Increase attendance at BPAC by marketing to a greater geographic area : (3 year goal)
1. Institutional Goal(s) supported by this goal: SP Goal # 5
2. Evaluation Procedure(s): Box Office Records record zip codes.
3. Expected Results: The season brochure is one the most effective marketing pieces and was sent to 2,000 households with
incomes over $200,000+. Press releases are sent to the Clarion Ledger and other newspapers around the state.
Mississippi Public Broadcasting (MPB) is being used to reach more prospective ticket buyers in Mississippi.
4. Anticipated/Intended Uses of Evaluation Results: Use of ticket buyers and new zip codes will be used to send season
brochures to a purchased list from those zip codes.
C. Goal #3: Physical Improvements to the building including a marquee.
1. Institutional Goal: SP Goal # 4
2. Evaluation Procedure: Technical Director inspections, staff recommendations
3. Expected results: The theater is 16 years old and has a few systems that are past life expectancy and it is one of the few
theaters in the region that does not have a marquee. The university plans to replace the stage dimming system and is aware that
the drapes will need to be replaced due to dry rot and there are a few remaining issues that need to be addressed from the rigging
inspection report.
4. Anticipated/Intended use of evaluation results: Improvement to the theatre with safety as a priority and implementation of
ongoing maintenance of the theater.
D. Goal #4: Increase ticket revenue from new patrons.
1. Institutional Goal: SP Goal # 5
2. Evaluation Procedure: Box Office Reports
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3. Expected Results: A marketing plan via Mississippi Public Broadcasting (MPB) and increased season brochure circulation
with a goal of a slight increase in new patrons.
4. Intended use of evaluation results: Ongoing monitoring box office reports with zip code growth areas identified. Season
Brochures will be sent to purchased mailing lists from any growth area.
IV. Data and information for department:
Brief Description:
The BPAC brings together artists and audiences to celebrate the arts, to enrich the cultural life to the Delta Community and
Delta State University, to educate and deepen the appreciation of the arts and to explore the richness of our world heritage
through artistic expression through the following avenues: Programming, Box Office, Production Office, Marketing, Arts
Education, Special Community Events, campus performances and special events.
In the last few years, the Bologna Performing Arts Center has faced challenges that were detailed in the previous year’s report.
Only two experienced staff members remained after the last executive director’s departure. Two staff members were added at
the end of the 2009 – 2010 fiscal year: Erica Link, who manages the box office, volunteers, and membership and Loyd
McDowell, who assists with electronic marketing and technical aspects, as well as technical needs on the stage. In 2010 –
2011, three additional staff members were added, Roseann Buck, Executive Director, Laura Howell, Arts Education
Coordinator and Van Jenkins, Technical Director. We have made progress and achieved stability in terms of BPAC staffing
and patron attendance. Last year attendance was up slightly, and income from ticket sales increased substantially due to price
increases that generated an additional $40,000 in income. Annual Membership was also very strong. With the increased staff,
financial support from grants and annual members and the continued support of Delta State University, the future of the BPAC
is positive.
Comparative Data (enrollment, CHP, majors, graduation rates, etc.). Add all Strategic Plan indicators as applicable to your unit
(identify them with SP goal numbers). N/A
Diversity Compliance Initiatives and Progress: All positions placed by Delta State University for an Arts Education Coordinator
and Technical Director indicate that DSU is an equal opportunity employer. We hired one minority applicant.
Economic Development Initiatives and/or Impact: The arts generate economic development. People who attend shows generally
go out to dinner, buy clothes, hire babysitters, and may shop in Cleveland stores. People of all ages that attend performances and
events at the BPAC are introduced to the Delta State University Campus.
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Grants, Contracts, Partnerships, Other Accomplishments: A partnership with the B. B. King Museum brought B. B. King to the
main stage for a benefit performance. The concert generated $33,000 in revenue for BPAC and a significant amount for the B. B.
King Museum. Jeff Ross Capwell gave $20,000 toward the main stage production of The Barber of Seville. McDonald’s Corporation
sponsored the school time matinee production of Charlotte’s Webb with a donation of $2,500. Local arts organization, Crosstie Arts
Council, sponsored the school time matinee production of The Harlem Gospel Choir for $3,000. The Janice Wyatt Mississippi
Summer Arts Institute received a grant for $5,000 from Entergy Mississippi. The Summer Arts Institute also received a $1,200
sponsorship from Crosstie Arts Council. The Amy Grant Concert was a partnership between BPAC and the Delta Music Institute. The
concert was part of the main stage season and was a benefit for scholarships for Delta Music Institute students providing $10,000 in
scholarship funding.
A gala fund-raiser was held to benefit the Summer Arts Institute. Two community members, Carol Tatum and Marilyn Ragan, cochaired a dinner at the Cleveland Country Club. Robert St. John prepared the dinner and shared the stage with Wyatt Waters who
created a painting that was auctioned. The event raised $35,000.
BPAC ACCOMPLISHMENTS:
The BPAC hosted/presented 118 events in 2010-2011. Not only did the BPAC present international and nationally touring shows
such as Cirque Shanghai Bai Xi, Amy Grant, The Mississippi Symphony, The Harlem Gospel Choir and The Barber of Seville;
moreover, the staff also provided technical/box office and volunteer support for a wide variety of college and community events
including Honor Band, Stomp Fest, the Clifton Taulbert Lecture, Music Department Convocations, and the Delta Council Annual
Member’s meeting.
Significant facility upgrades began with a roof replacement in the summer of 2011. The university also replaced the projection screen
in the main hall. Rope Locks and other safety features and the lighting system will be addressed during the 2011-12 year.
The email list was increased by holding contests at every performance. Patrons were invited to participate in a drawing for free CD’s
and tickets if they provided an email address. The e-blast list was increased from 400 to 800 to provide more free advertising.
A CD was created with all show art and press releases and sent to area newspapers.
ARTS EDUCATION DEPARTMENT ACCOMPLISHMENTS:
The Janice Wyatt Mississippi Summer Arts Institute presented two camps in summer 2011. The residential Arts Camp returned this
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summer with 36 campers ages 11-18. The always-popular summer camp for children, PLUS Camp, registered 95 campers and had a
waiting list of 49 children ages 4-12.
In the School Time Matinee Series, 6,182 tickets were sold to 4 shows (with a total of 7 performance times) for a total of $37,092 in
ticket sales during the 2010-2011 Matinee season. The Matinee series made a profit of $14,000.
Service Learning Data (list of projects, number of students involved, total service learning hours, accomplishments, etc.): N/A
Strategic Plan Data (see Appendix C of the Guidelines): N/A
Committees Reporting to the Bologna: Advisory Board
The BPAC Advisory Board has been meeting regularly. The Board has had input on programming, marketing, audience development
and fund raising. Most recently the Board adopted the variable pricing option proposed by the Executive Director. Additional
members from cities in the Delta will be added in the 2011-12 year.
The Arts Education Advisory Board meets quarterly to provide advice to the Arts Education Coordinator and to review the
Department of Arts Education programming, the School Time Matinee Series, and the Janice Wyatt Mississippi Summer Arts Institute
Camps.
V.
Personnel:
Noteworthy activities and accomplishments (administrators, faculty, staff):
The BPAC web site was rebuilt this year with a significant annual savings in cost. The old web site had very limited functionality and
the new design web site allows videos and uses flash advertising.
BPAC hired Laura Howell, a former Teach for America alum, as Arts Education Coordinator to head its Arts Education program.
Laura has strengthened the program by seeking and receiving grant money. Laura wrote and secured external funding for the Janice
Wyatt Mississippi Summer Arts Institute (MSAI). Support received includes $5,000 from Entergy Mississippi, $1,200 from Crosstie
Arts Council, and a $3,900 project grant from the Mississippi Arts Commission. Ms. Howell was also able to bring back the MSAI
residential camp for ages 12-18, “Arts Camp,” in June 2011. The residential camp had been replaced with a day camp in 2010.
Camper attendance at the 2011 residential camp increased by 16% as compared to 2010.
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In order to improve the safety and protect valuable equipment, the BPAC hired a Tech Director, Vantony Jenkins. Like TD’s at
other universities, the BPAC TD will also supervise the use of the other theater on campus, Jobe Auditorium. The BPAC had been
paying a free-lance technical person; he was present when needed and was paid for services rendered. Vantony comes to the BPAC
with extensive technical experience from other theatres.
Erica Link has made changes to both the BPAC ambassador program and ticket office operations. Erica added a new demographic of
volunteers to the ambassador program by adding ten DSU students. DSU students interested in campus and community service were
recruited through email and the new volunteer page on the BPAC website. Erica has also revised the ambassador manual and set a
system in place to track the number of performances each volunteer has worked.
In the ticket office, Erica has identified all ticketing system fees so they may be appropriately incorporated into the cost of tickets.
Without a system in place for cash drawer reconciliation and ticket sales deposits, Erica has developed a system to improve accuracy
and provide accountability in handling cash and checks, and an instruction manual for training staff.
Loyd McDowell started at the BPAC as a student worker. After graduation, he was hired as a technical assistant for the theatre. He is
now the Bologna Performing Arts Center’s representative for Staff Council. As a member of staff council, he is on the Staff
Development committee and was appointed University/Public Relations Coordinator for Staff Council. He also serves as a technical
assistant for the DSU Athletics football games. Loyd also provided technical assistance as a consultant for the student theatre.
Paula Lindsey is the staff member with the most years of experience at the BPAC. She manages an extensive calendar of events for
the campus and is responsible for the logistical organization of over 150 events in the theatre. She has an extensive knowledge of the
history of the theatre and assists as needed with university policy and procedure. She was presented a certificate and recognized by
Administrative Staff Council for her 10 years of service at Delta State University.
Myrtis Tabb has continued to provide leadership to BPAC She has assisted with building regional partnerships to secure increased
external funding for the annual members program and sponsorships. Annual members continue to be generous donors to the BPAC.
New position(s) requested, with justification: none
Recommended change(s) of status:
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VI. Degree Program Addition/Deletions and/or Major Curriculum Changes:
Changes made in the past year: N/A
Recommended changes for the coming year(s):
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