Kanoa Ishihara - State Theatre Culture of Inclusion Grant

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
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
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.
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.
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

18
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.

20
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
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
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:

21

George P. Ferrari, Jr., C.E.O.
309 N. Aurora St.
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)
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
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.
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
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

22
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)
Website:http://www.lookupstateny.com/AssistanceAndIncentivePrograms/nysegprogr
ams.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.”

23

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

25

Letter of Inquiry
May 2, 2014
Scott C. Russell
Director of Development
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/

26
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

27

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.

28

Cover Letter
May 7, 2014
P.O. Box 97
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

29

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

30
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.

31

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

32
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.


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

33

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.

34
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

41IBID

35

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

36
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.

37

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)
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

38
to discuss accessibility planning.
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.
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.
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

39

see a show at The State.
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.
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
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/

40
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
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

41

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.

42
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

43

• 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.

45

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

48
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)

49

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

50
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.

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