A quick way to start, tell us about the venue

• Tell us the venue's name for internal reference only and the seating capacity range Options: Under 300 seats, 300–699 seats, 700–1,499 seats, 1,500+ seats
• How many public performances, rentals, and community events did the venue host in the last 12 months? Options: 0–12, 13–25, 26–50, 51–100, 100+
• When was the last season the venue closed on budget or posted a surplus, and how many years has it been since then? Options: This fiscal year, 1 year ago, 2–3 years ago, 4+ years ago, Never
• Which operational areas do you already manage internally today, select all that apply Options: Programming/booking, Box office/ticketing, Front-of-house staffing, Technical production, Maintenance and custodial, Finance and reporting, None of the above
• Who on your leadership team will be the day-to-day contact for a potential venue manager?

Where the current rhythm breaks, and what that costs you

• If you lost your next season's key presenter, what would be the immediate consequences for your calendar, community relationships, and budget?
• Walk me through the worst two-month stretch you've had in the last two years, what happened and what the downstream effects were
• Which audience segments or community partners have you lost touch with most recently Options: Regular subscribers, Community presenters, Student audiences, Donors and sponsors, Casual attendees, None
• How much additional annual subsidy would be required to cover a 20% shortfall in ticket revenue, choose the closest range Options: Under $25k, $25k–$100k, $100k–$250k, $250k–$500k, $500k+
• What single financial or reputational failure would make you stop the search for a new manager immediately?

Who pulls which levers — mapping decision power and influence

• Who would have final approval or veto over selecting a new venue manager, and why
• List the executive, board, and municipal roles that must receive monthly performance reports Options: Board chair, City cultural director, Finance director/CFO, University provost, Operations director, Other
• How often does political leadership or the board formally review venue performance, and when is the next scheduled review? Options: Monthly, Quarterly, Biannual, Annual, Ad hoc / no set schedule
• Describe the external stakeholders — funders, unions, tenant presenters — who can accelerate or block a change in management
• If a single influential stakeholder publicly opposed outsourcing management, how likely is that to stop the project? Options: Very likely, Somewhat likely, Unlikely, Would not stop it

Money, targets, and the tradeoffs you are tolerating

• To what extent is holding the operating subsidy flat the primary objective for your next contract term Options: Top priority, Important but not top, Nice to have, Not a priority
• Estimate last fiscal year's earned revenue split across ticketing, rentals, concessions, and other (percentages total 100)
• For each report your board requires, indicate whether it must be delivered monthly or annually Options: Monthly, Quarterly, Annually, Only on request
• How long would your leadership tolerate operating deficits before requiring immediate corrective action Options: Under 3 months, 3–6 months, 6–12 months, More than 12 months, No tolerance
• Would unresolved capital or operating shortfalls prevent you from signing a new long-term management agreement? Options: Yes, must be resolved, No, we can include remediation in contract, Depends on scale and timeline

Programming and the calendar — what matters most to your community

• Imagine your next 12-month season, which programming gaps would most risk losing audiences or funder support
• List the months that are highest priority for ticket revenue and should be protected in scheduling Options: January–March, April–June, July–September, October–December, No clear seasonality
• Walk me through a recent booking or presenter partnership that did not meet sales expectations, what went wrong and what was tried to fix it
• Name the regular presenting partners or resident companies you expect any new manager to retain
• Would a presenter demand for exclusive dates or financial guarantees be a deal breaker for you? Options: Yes, likely a deal breaker, Maybe, depends on terms, No, negotiable

Operational readiness — fixed constraints that will shape any handoff

• Identify the single infrastructure limitation — roof, stage rigging, HVAC, or other — that most threatens a successful launch
• Do you have a current, itemized inventory of technical equipment including lighting fixtures, sound systems, and rigging capacity? Options: Complete inventory exists, Partial inventory, No inventory
• Name the ticketing, POS, and access control systems currently in use that would need to integrate with a new manager
• State the team or role that will own providing credentials, API access, and vendor contacts for integrations
• Is there any pending regulatory approval, union negotiation, or permit that could prevent a new operator from starting within 6 months? Options: Yes, active and blocking, Yes, active but manageable, No, nothing pending

The alternatives on the table — who else could you pick and why

• Tell me which options you are actively weighing, include staying with the incumbent, running operations internally, or soliciting new bids Options: Stay with incumbent, Internal management, Open RFP to new operators, Short-term bridge contract, Other
• For the incumbent to retain the contract, what specific performance improvements or guarantees would they need to show
• Has anyone internally proposed operating the venue without an outside manager, and if so, what budget and headcount estimates surfaced during that discussion
• Could a one-year reduced-fee bridge or transitional support from the incumbent change your decision calculus Options: Very likely, Somewhat likely, Unlikely, Not at all
• What would have to be true about your current approach for you to decide to keep it instead of changing to an external manager

Decision triggers and next steps — the things that speed or stop a deal

• What single measurable outcome in the first 12 months would make you comfortable signing a multi-year management contract within 30 days
• Please rank the top five decision criteria from highest to lowest priority Options: Financial stability/revenue growth, Preservation of mission and programming, Technical and operational competence, Community relationships and outreach, Cost to municipality/donor, Speed of onboarding, Risk allocation
• Name the approval roles and approximate dates required to finalize a contract
• Assuming a short pilot delivers agreed sales and service targets, how quickly could your team complete approvals and sign Options: Within 2 weeks, Within 1 month, 1–3 months, Longer than 3 months
• Are there any non-negotiable contract terms or conditions that would stop you from signing regardless of operational performance Options: Yes, list them, No, negotiable, Unsure — need legal review

• Program & Operations Walkthrough

• Orientation, signing to go-live overview
• You confirm the demonstrated workflows eliminate the scheduling conflicts and revenue leakage described in Discovery.
• Deliver a tailored 12-month programming plan and revenue forecast using the provided historical sales and proposed event mix.
• Confirm the current state and its cost
• You agree that the proposed technical support and maintenance triage reduces the risk of emergency closures to an acceptable level.
• Provide a draft responsibilities matrix and transition milestones for programming, box office, production, and maintenance.
• Proof: Booking and programming workflow for a mid-size touring production
• Share the last 12 months of ticketing reports, rental contracts, and maintenance incident logs to enable accurate forecasting.
• You agree on the remaining evidence needed to decide, specifically a tailored 12-month programming plan and revenue forecast.
• Confirm dates and attendee list for the follow-up decision workshop to review the tailored plan and finalize any outstanding evidence.
• Proof: Community rental and festival series workflow
• Proof: Technical support and maintenance triage
• Validate the future state explicitly

• Program & Operations Walkthrough (Solution Experience)
• Program & Operations Walkthrough Deck
• Solution Brief — Program & Operations

• meeting
• slides
• document

• Seasonal Programming and Booking
• Trial Booking and Event Execution
• Box Office and Ticketing Operations
• Ticketing Platform Operations and Live Support
• House Management, Ushers and Guest Services
• Technical Production and Stage Management
• Onsite Technical Gear Provisioning and Rigging
• Venue Preventive Maintenance and Systems Upkeep
• On-call Facility Repairs and Emergency Response
• Rental Contract Administration and Invoicing
• Presenter Settlement and Financial Reconciliation
• Marketing and Audience Development Campaigns
• Concessions, Merchandise and Retail Operations
• Event Day Security and Crowd Management

Seasonal Programming and Booking

• Do you have a seasonal calendar or season prospectus that defines programming windows and target genres? Options: Yes, No
• Which resident companies, festivals, or recurring presenters must be accommodated in your season schedule? Options: Local presenting organizations, University departments, Regional festivals, Community groups, Other
• How many performance weeks per year do you plan to allocate to house-curated programming versus rental presenters? Options: 0-12, 13-26, 27-39, 40+
• Who in your organization signs final program approvals and what documented approval deadlines exist in your board or municipal calendar?
• When in the booking timeline must key financial targets be confirmed for a production (guarantee, revenue split, minimum ticket threshold)? Options: At LOI (letter of intent), Before contract execution, Within 30 days after LOI, Flexible
• Provide examples of standard technical riders or capacity limits presenters must comply with (e.g., maximum line set weight, number of mics, orchestra pit use).

Trial Booking and Event Execution

• Which single-event trial types are you open to for operator evaluation (one-night rental, short run series, curated showcase, community event)? Options: One-night rental, Short run series (2-5 performances), Curated showcase, Community fundraiser, Other
• How many months lead time can you commit for a trial booking from contract to performance given your current calendar constraints? Options: 1-3 months, 4-6 months, 7-12 months, 12+ months
• Who will be the day-of contact for the trial event (title and availability window) and do you have a documented run-of-show template we should use? Options: House manager, Venue operations manager, Facilities director, Other
• Describe any presenter financial protections required for a trial booking (advance deposit amount, maximum exposure cap, presenter insurance certificate limits).
• Provide the technical support levels you expect on trial day (patch list, console operator, stagehand count by load-in hour) and attach any existing load-in schedule.
• What acceptance criteria will confirm a successful trial booking? Provide measurable thresholds (for example: minimum ticket sell-through percentage, completion of full technical rehearsal without safety incidents, settlement processed within 14 days).

Box Office and Ticketing Operations

• Which ticketing sales channels should be offered for your events (onsite box office, venue website, phone sales, third-party reseller channels)? Options: Onsite box office, Venue website, Phone sales, Third-party reseller channels, Walk-up sales
• How many box office staff or volunteers do you typically schedule for a single performance based on house capacity and seating configuration? Options: 1-2, 3-5, 6-10, 10+
• Who currently owns seating maps and ADA seating allocations for your venue and can you provide a seat map file (CSV or standard seatmap format)? Options: We own and will provide, We need assistance creating one, Third party owns seatmap, Not applicable
• When do you require ticketing revenue reports and box office reconciliations to be delivered after each performance? Options: Same day, Next business day, Within 3 business days, Weekly summary
• Specify cash handling and drawer reconciliation rules you require at the box office (e.g., dual-signature cash counts, till float amounts, deposit frequency).
• Indicate any local sales tax, municipal remittance, or donor ticketing rules that must be applied to ticket sales (tax rate or special exemptions).

Ticketing Platform Operations and Live Support

• Which ticketing platform features are mandatory for your operations (reserved seating map import, comp code issuance, subscription management, API access)? Options: Reserved seating map import, Comp code issuance, Subscription management, API access, Custom reporting
• How many concurrent user accounts do you need for real-time ticketing support (box office staff and remote agents)? Options: 1-3, 4-10, 11-25, 25+
• Who will be the technical contact for platform credentialing and will you provide test credentials or a sandbox environment for integration testing? Options: We will provide test credentials, We need you to provision sandbox, Credentials already available
• When must live support be available relative to event start times (hours before doors, during doors, post-event reconciliation)? Options: 2 hours before doors, During doors only, Through end of event, Through reconciliation next day
• Specify the ticketing platform reporting feeds you require (sales CSV, daily settlement report, attendance scan logs) and desired delivery method. Options: Daily CSV, API feed, Weekly aggregated report, On demand export
• Indicate any service level expectations for live support incidents (maximum response time for a ticketing outage, phone escalation path).

House Management, Ushers and Guest Services

• Which front-of-house roles do you require to staff each performance (house manager, ushers per aisle block, accessibility attendants)? Options: House manager, Ushers by aisle, Accessibility attendants, Volunteer greeters, Other
• How many ushers per 100 seats do you typically require for safe and efficient seating and emergency egress? Options: 1 per 50 seats, 1 per 100 seats, 1 per 150 seats, Custom formula
• Who will approve guest services scripts and customer-facing policies (refunds, late seating, ADA accommodation procedures)?
• When should pre-event front-of-house briefings occur and what documentation should be provided to ushers (run sheet, seat map changes, alerts)? Options: 1 hour before doors, 30 minutes before doors, At daily shift start, Other
• Describe your lost-and-found and incident reporting workflow for patron complaints and medical or safety incidents.
• List any audience-accessibility requirements to include in training (hearing loop locations, wheelchair transfer seating, companion seating policies).

Technical Production and Stage Management

• Which stage management deliverables must be provided for each contracted event (detailed running order, cue-to-cue schedule, stage plot)? Options: Running order, Cue-to-cue schedule, Stage plot, Wardrobe plan, Other
• How many stagehands and specialized technicians do you expect per production type (theatre, dance, amplified concert) for load-in/out windows?
• Who authorizes the use of house technical systems versus rental brought-in systems and are there union labor agreements we must follow? Options: House equipment only, House and approved rentals, Union labor required, No union constraints
• When do you require a full technical rehearsal relative to the first public performance and what duration is standard? Options: Same day tech, Full day prior, Two days prior, Variable per production
• Specify safety documentation you require prior to load-in (electrical inspection certificates, rigging inspection reports, pyrotechnics permits).
• Provide your preferred method for receiving production advance materials (technical riders, input lists, lighting plots) and typical deadline before load-in. Options: Email attachments, Shared drive link, Ticketing platform upload, Other

Onsite Technical Gear Provisioning and Rigging

• Which core items must be provided by the venue as part of every booking (house sound console, house dimmer rack, microphone inventory, monitor wedge count)? Options: House sound console, House dimmer rack, Microphone inventory, Monitor wedges, Backline amps
• How many line sets, points and maximum safe working load (SWL) ratings are available on your fly system and can you provide the rigging plot?
• Who arranges certified rigging inspections and are current inspection reports available to touring production teams? Options: Venue provides reports, Presenter must provide, Third-party to inspect, Not available
• When are heavy-rigging load-ins permitted and do you enforce curfew hours for truck access and noise? Options: Daytime only, Evening allowed, 24/7 with permit, Restricted by permit
• Describe your policy for charging provisioned gear versus presenter-supplied gear and how rental rates or replacement values are communicated.
• Provide the inventory format you can supply (spreadsheet, asset tags, serial numbers) and the expected turnaround to update inventory after events. Options: Spreadsheet CSV, Asset management system export, PDF inventory, Other

Venue Preventive Maintenance and Systems Upkeep

• Which building systems are on a documented preventive maintenance schedule (HVAC, fire alarm, elevators, rigging motors, electrical distribution)? Options: HVAC, Fire alarm, Elevators, Rigging motors, Electrical distribution
• How often are key systems serviced today and can you provide the latest service log entries (date and vendor for each system)? Options: Monthly, Quarterly, Biannual, Annual
• Who is the current preventive maintenance vendor for critical systems and are existing service contracts transferable or subject to rebid? Options: Vendor transferable, Subject to rebid, In-house maintenance, Not currently contracted
• When must mandated inspections occur (annual rigging inspection, fire sprinkler test, elevator safety inspection) and are certificates on file? Options: Annually, Semi-annually, Quarterly, On demand
• What evidence will validate completion of the preventive maintenance scope (for example: logged HVAC service entries with technician initials, passed annual rigging inspection report, fire alarm test certificate)?
• Specify any maintenance exclusions that should remain out of scope for venue operations (capital replacement, major structural repairs, tenant build-outs). Options: Capital replacement, Major structural repairs, Tenant build-outs, All included

On-call Facility Repairs and Emergency Response

• Which categories of emergency response must be covered 24/7 (plumbing failure affecting restrooms, HVAC failure, power outage, roof leaks, fire alarm activation)? Options: Plumbing, HVAC, Power outage, Roof leaks, Fire alarm
• How quickly must an on-call technician be on site for priority emergencies and do you require an SLA for response time? Options: 30 minutes, 1 hour, 2 hours, 4 hours
• Who is the local emergency contact list we should use for vendor callouts and municipal authorities, and can you supply current contact details?
• When are emergency drills required (evacuation, active assailant, severe weather) and do you maintain an established drill calendar? Options: Quarterly, Biannual, Annual, As required by authority
• Describe the authorization workflow for approving emergency repairs that exceed a budget threshold and provide your emergency procurement limits.
• Specify which post-incident documentation you require (incident report, repair log, insurer notification) and the delivery timeframe. Options: 24 hours, 3 business days, 7 business days, No requirement

Rental Contract Administration and Invoicing

• Which standard rental agreement terms must be retained (hold-harmless indemnity, certificate of insurance minimums, cancellation windows)? Options: Indemnity clause, Insurance minimums, Cancellation windows, Force majeure clause
• How many distinct rental contract templates do you use today (presenter rental, community rental, commercial promoter) and can you supply redlines? Options: 1, 2-3, 4+
• Who in your organization approves non-standard contract terms like reduced guarantees or extended concession splits?
• When are invoices issued after a performance and what payment terms do you enforce (net 30, net 14, immediate settlement)? Options: Same day invoice, Within 3 business days, Weekly invoicing, Monthly invoicing
• Describe required attachments to each invoice for presenter billing (attendance report, settlement statement, expense receipts).
• Indicate whether you require electronic invoicing formats and which delivery method is preferred (PDF by email, secure portal upload, EDI). Options: PDF by email, Secure portal upload, EDI, Other

• Master Services Agreement (MSA)
• Statement of Work (SOW)
• Commercial Fee Schedule & Payment Terms
• Service Level Agreement (SLA)
• Transition & Handover Plan
• Insurance, Indemnity & Risk Allocation Addendum
• Termination, Exit & Asset Return Schedule
• Data Processing & Privacy Addendum (conditional)
• Public Procurement & Security Rider (conditional)
• Mutual Confidentiality Agreement (NDA)

• Go-live Health Check (weeks 1-4)
• First Measurement Review (weeks 4-10)
• Acceptance Gate Review (around day 90)
• Quarterly Operational Review (ongoing)

• Schedule the next Quarterly Operational Review and confirm required pre-read materials.
• Create a remediation tracker with owners, actions, and due dates for each off-target metric.
• Confirm the date and required deliverables for the Acceptance Gate Review.
• Restate acceptance criteria from the Solution Scope
• Each acceptance criterion recorded in the Solution Scope is evaluated and documented as pass or fail.
• A formal acceptance decision is recorded and published, including the buyer signatory if required by the engagement.
• Incumbent wind-down status is confirmed and any remaining actions are assigned with deadlines.
• Publish the acceptance decision and the pass/fail table to the shared workspace.
• Open remediation tickets for any failed criteria with owners and resolution deadlines.
• Document incumbent decommissioning steps and archive confirmations in the shared record.
• Financial performance vs targets
• Confirm whether financial and programming metrics are on track relative to Solution Scope targets or require adjustment.
• Reduce the count of high-priority open issues and agree a clear owner and date for each remaining item.
• Agree the next quarter's priorities and the deliverables that will be reviewed at the next quarterly meeting.
• Publish the quarterly performance pack and updated issue tracker to the shared workspace.
• Create or update remediation plans for high-priority issues with owners and milestone dates.
• Re-confirm agreed success criteria and owners
• Deployment validation checklist is complete or has documented open items with owners and target dates.
• Early adoption signals and training completion status are confirmed and documented.
• A short remediation plan with deadlines is agreed and the first measurement review date is scheduled.
• Publish the deployment validation report and open-issue register to the shared workspace.
• Log all showstopper issues with owners and resolution target dates in the shared channel.
• Schedule the First Measurement Review for within weeks 4 to 10.
• Present first-period results against targets
• Decision on whether metrics are trending toward targets or require remediation before the acceptance gate.
• A prioritized list of corrective actions with owners and firm due dates is agreed.
• Data provenance and reporting cadence for each metric are confirmed.
• Publish the first-period performance pack including raw data sources and definitions.
• Present outcome data against each criterion
• Programming and calendar health
• Deployment and access validation
• Data quality and source confirmation
• Document pass/fail decision and signatory record
• Early adoption and usage signals
• Maintenance and safety status
• Root-cause diagnosis for gaps
• Open issues, enhancement requests, and risk register
• Incumbent wind-down verification
• Blockers and open issues triage
• Corrective actions and acceptance timeline
• Confirm acceptance gate expectations
• Agree remediation plan for any failed criteria
• Agree priorities and actions for the next quarter
• Immediate remediation plan