12
OPERATIONAL PLAN - FINANCIALS
Financially, the University would be paying a minimal share of costs for the
refurbishment, the body of which would be taken up by external partners who
would effectively underwrite the ongoing cinema operation. The risks are minimal
to the University, as per the request of Phil Harding who placed three conditions
on the project from the outset:
1. The operation of the cinema does not displace current and future timetabled
lecturing
2. Outside partners contribute some costs to the capital works
3. Someone other than the University underwrites the cost of the ongoing cinema
operation
RSC
Profit & Loss
Income 2009* 2010 2011
Ticket Sales 491,400 532,350 573,300
Advertising 10,000 14,000 18,000
Private Hires 17,550 26,550 26,550
Season Passes & Membership 1,000 2,500 4,000
Concessions/Bar 122,850 143,325 163,800
Total Sales Income 642,800 718,725 785,650
Expenditure
Staff 200,200 206,206 212,392
Distributor Fees 158,266 170,122 182,515
Concessions Purchases 30,713 35,831 40,950
IT (EPOS) 10,000 10,000 10,000
Marketing 20,000 25,000 30,000
Office Sundries 2,000 1,000 1,000
Back Office (Accounts, HR, PAYE) 18,000 18,540 19,096
Utilities 3,000 3,300 3,630
Cleaning 18,000 18,540 19,096
Insurance/Security/Maintenance 20,000 21,000 22,050
Professional Services (Legal, Audit) 10,000 10,000 10,000
Depreciation (initial fit out + IT equip) 30,000 30,000 30,000
Tax (VAT) 95,736 107,044 117,012
Total Expenditure 615,914 656,584 697,742
Profit/Loss 26,886 62,141 87,908
Amount in GBP
*Projections calculated with the assumption of a full year‟s trading
On the next page are the assumptions and workings for these figures: