Tayna LaPierre_Capstone _Business Plan CIM

CONFIDENTIAL

Children's Imagination Museum

Business PlanPrepared April 2016

CONTACT INFORMATIONTAYNA LAPIERRE MURRIETA HOT SPRINGS ROAD

[email protected] MURRIETA, CA 92562

949 735-2382

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CONFIDENTIAL - DO NOT DISSEMINATE. This business plan contains confidential, trade-secret information and is shared only with the understanding that you will not share its contents or ideas with third parties without the express written consent of the plan author.

Table of Contents

Executive Summary.................................................................................1Background.............................................................................................................................................................1Who We Are.............................................................................................................................................................1What We Do ............................................................................................................................................................2Who We Serve ........................................................................................................................................................2Financial Summary ..............................................................................................................................................2Program Summary ...............................................................................................................................................3Opportunity............................................................................................................................................................4Expectations ...........................................................................................................................................................5

Organization .............................................................................................6Organization Overview.......................................................................................................................................6Management Team ..............................................................................................................................................6Board of Directors.................................................................................................................................................8Mission Statement ................................................................................................................................................8Locations and Facilities.......................................................................................................................................8

Programs & Services................................................................................9Programs and Services ........................................................................................................................................9Competitive Landscape.....................................................................................................................................10Technology ...........................................................................................................................................................11Resources and Implementation......................................................................................................................12SWOT Analysis.....................................................................................................................................................12Social Impact ........................................................................................................................................................13Strategic Alliances ..............................................................................................................................................14

Beneficiary Strategy ..............................................................................15Beneficiary Overview.........................................................................................................................................15Current Needs ......................................................................................................................................................15Industry Analysis ................................................................................................................................................15Future Demand....................................................................................................................................................16Key Beneficiaries.................................................................................................................................................17

Donor Strategy........................................................................................18Fundraising Goals...............................................................................................................................................18

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Milestones .............................................................................................................................................................19Fundraising Methods ........................................................................................................................................20Donor Categories................................................................................................................................................20Case Statement....................................................................................................................................................20Marketing and Outreach...................................................................................................................................21Exit Strategy .........................................................................................................................................................22

Financial Plan .........................................................................................23Revenue Forecast................................................................................................................................................23Personnel Plan.....................................................................................................................................................24Budget....................................................................................................................................................................25Fundraising ..........................................................................................................................................................26Key Metrics for Success.....................................................................................................................................27

How You Can Help ................................................................................28We Need You........................................................................................................................................................28

Appendix..................................................................................................30Surplus and Deficit Statement ........................................................................................................................30Cash Flow Statement .........................................................................................................................................33Balance Sheet.......................................................................................................................................................36Revenue Forecast................................................................................................................................................38Expenses by Month ............................................................................................................................................41Breakeven Revenues ..........................................................................................................................................41Personnel Plan.....................................................................................................................................................42Competitive Strength Chart ............................................................................................................................43Budget....................................................................................................................................................................45Capital Fund Raising Table ..............................................................................................................................47Surplus & Deficit Statement.............................................................................................................................49Balance Sheet.......................................................................................................................................................52Cash Flow Statement .........................................................................................................................................55Location Map .......................................................................................................................................................58Research ................................................................................................................................................................59Starting Balances ................................................................................................................................................59

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Executive Summary

Background

My name is Tayna LaPierre, and I am the Executive Director for Children’s Imagination Museum. Thank you for taking the time to learn more about the Children’s Imagination Museum and our fabulous opportunity.

As a single mom, I am always looking for fun, safe and educational activities for my daughter. Last year, while visiting my sister in Seattle, we had the opportunity to take our kids to the Seattle Children’s Museum. It was a fabulous experience! Our kids read books by flashlight in forts they had built themselves, created art projects using recycled materials, they sailed the seven seas and visited Japan. My daughter’s favorite activity was playing veterinarian where she cared for animals in the clinic. After this visit, my daughter decided she wanted to become a veterinarian when she grows up. She was truly inspired by her day at the children’s museum.

When we returned home, I looked for a children’s museum in our area. The closest facilities are 2 hours to the south, 2 hours to the west, or 3 hours to the north. It was then I decided that Murrieta NEEDS a children’s museum.

Who We Are

"Children learn as they play. Most importantly, in play, children learn how to learn." - O. Fred Donaldson, Martial Arts Master

The Children’s Imagination Museum (CIM) will be a not-for-profit organization operating a children’s museum in Murrieta.

CIM is governed by an enthusiastic team of committed professionals from all walks of life who are determined to make the vision of CIM a reality.

CIM is a cultural institution that offers informal learning experiences in the arts, humanities, and sciences. We are dedicated to encouraging curiosity, promoting childhood and inspiring imagination. CIM is a place where children learn through play. Everything is hands-on and interactive; children can explore at their own pace and in their own way alongside their caregivers. Exhibits can be touched, handled, played with, climbed on, crawled through, and experimented with in any way a child likes. CIM is a vibrant, engaging, and ever-changing space.

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What We Do

1. Hands-on exhibits, programming and community outreach.

2. Targeting children 12 years and under.

3. Family facility for locals and tourists

4. Community hub

CIM will have targeted programs to ensure that financial barriers do not limit access to our quality educational opportunities. For schools and preschools, the informal, self-guided educational experiences at CIM will complement the more structured classroom learning, while at the same time, build on their curriculum. CIM will bring together many different community groups looking to inspire young people, and the programming offered will be exciting and varied due to the collaborative efforts.

Who We Serve

CIM provides a bridge between the intimate home-learning environment and that of the curriculum-directed school by combining play with specific learning objectives in a welcoming, informal, and developmentally appropriate setting.

CIM will be a major tourist destination, drawing families from all over. As such, CIM will boost local economy. As the kind of amenity that makes a city appealing, CIM will also help attract and retain skilled workers with young families who are deciding where to live and work.

Financial Summary

Financial Highlights

As a non-profit, CIM will need a successful capital fundraising campaign. We are looking for donations totaling $5 million to complete our renovations, build exhibits, etc. CIM will be looking for support from generous individuals, corporations, foundations and governments for donations, sponsorships and grants.

Revenues will come from admissions, memberships, programming, events and operating grants and sponsors. NPO recognize capital donations, grants and sponsorships as revenue and are included as such in the financial highlights.

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Cash Flow by Year

About the Cash Flow Chart

As CIM matures, attendance figures are forecasted to steadily arise as the Museum's awareness grows and as additional programs and events are introduced to the market. School programs will also increase as school boards allocate CIM-related trips and programs to their budgets.

Program Summary

Our programs include the following:

Programming - In addition to self-guided exhibits, the Museum will offer ongoing programming to add variety and depth to CIM's permanent exhibits. Programs are often designed in partnership with other community groups. Whereas the exhibits are built for all ages, programming can be targeted to benefit specific age groups.

Access Program - CIM will offer an Access Program that ensures that children at any socio-economic level have the opportunity to visit the Museum.

Outreach Program - The Museum will seek opportunities to bring children’s programming into the community including bringing programming to rural communities and schools, schools and preschools who find it difficult to visit the Museum for any reason, and hospitals where children are staying.

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Opportunity

Opportunity

The Children's Imagination Museum will be the first of its kind in the Murrieta and Riverside County area and gives children a hands-on and fun learning experience. A family-oriented facility, CIM will bring together the entire community and become a cornerstone part of Murrieta and area life.

Our children are our future. They thrive when given chances to be creative, to be curious, and to learn about the world around them.

“Bringing children to museums opens their eyes to different ideas and perspectives that are relevant to their lives. This kind of exposure can help develop higher critical and creative thinking skills, which are integral to future success." —Rebecca Davidson, Manager of School and Educator Programs, Virginia Museum of Contemporary Art

Competition

The CIM offers services and opportunities otherwise currently unavailable in Murrieta. While there are some great facilities for children in Murrieta, there are none that are both completely hands-on and educational. Civic facilities, such as the City’s parks, provide a venue for active play but are not specifically educational. The CIM provides both of these attributes, and in doing so brings something unique to Murrieta.

Why Us?

At CIM we are a team of skilled, dedicated and passionate people that want to bring a new and exciting, hands-on learning environment to the children of Murrieta. We have the commitment and drive to make this project happen and to make it a success for years to come.

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Expectations

Operating Performance

Financing Needed

CIM will be embarking on a $5 million capital fundraising campaign to make this project a reality. Led by our Director of Fund Development, a major fundraising campaign will soon be underway targeting various groups, corporations and other public and private sources. This amount will allow CIM to complete its renovation work and build the hands-on exhibits that is the mainstay of the Museum.

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OrganizationOrganization Overview

The Children's Imagination Museum (CIM), to be located in Murrieta, is a non-profit organization that will operate a children's museum designed to foster creativity, curiosity and a lifelong love of learning for children 12 years and under.

This centrally-located, 7,000 square foot, state-of-the-art children's museum will be an important educational institution as well as a popular tourist destination. Nine permanent exhibits will anchor the museum. Three art galleries will feature the works of CIM's children visitors (Children's Gallery), reproductions from famous and not so famous adults (Artwork Gallery) and art from our resident artists (Murrieta Artists Gallery). In addition to hands-on exhibits, programming and community outreach programs, CIM will also serve as a venue for school outings, birthday parties, specialty camps and other special events including adult-only nights, sleepovers and movie nights. Meeting rooms, children's library, a gift shop and a coffee shop round out the facility and services.

Opening is expected in the spring of 2017.

Management Team

CIM will be lead and managed by a highly trained and passionate team that is dedicated and committed to giving children an exciting learning environment. Key management includes;

Tayna LaPierre, MBA - Executive Director, responsible for the successful leadership and management of the organization according to the strategic direction set by the Board of Directors.

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Gerri Vaughan - Director of Programs and Exhibits, Currently a teacher at Escondido Union Elementary, Gerri holds Bachelors and Master's degrees in Child Development with Teachers Certification and will be responsible for leading the museum’s efforts to provide meaningful experiences with art to diverse audiences onsite, online and in the larger community.

Shri Ranganathan - Director of Fund Development, responsible for leadership, strategic direction, management and coordination of all fund development efforts. The work involves a variety of duties including: donor relations, donor communications and corporate sponsorships.

Monique Wofford - Director of Communications and Marketing, Monique will be responsible for strategy, planning and implementation of CIR's PR/media relations and marketing campaigns, internal and external communications programs, and initiatives to increase public understanding of the Museum's mission and goals.

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Other key team members will include, Program Coordinator, Volunteer Coordinator, Membership and Visitor Services Representatives, Accounting Clerk and Floor and Programming Staff.

Board of Directors

As a non-profit organization, CIM will operate under the direction of a 10-12 person Board of Directors; made up of community volunteers, educators, business people, and parents. Meeting on a monthly basis, the Board is responsible for all policy decisions and, through the Board President, will supervise the Executive Director.

Board members will bring to CIM a diversity of backgrounds, experience and expertise. It is expected that the Board will change as CIM evolves from a start-up museum to one with an established operational track record. A number of Board and executive committees will direct and oversee the management of CIM.

Mission Statement

"The future is manifest in our children’s’ imagination and perfected in the games they play." Chris L. Andreadis

The mission of CIM is to foster creativity, curiosity, and a lifelong love of learning in children. CIM will ensure that financial barriers do not limit access to quality educational opportunities. The Museum exists to serve its constituents; children.

Locations and Facilities

Located on Murrieta Hot Springs Road in Riverside County, the 7,000 SF CIM has one of the most desirable locations in S. Riverside County, Murrieta Plaza, located at the I-15 and I-215 split.

Murrieta Plaza is a 380,000 SF power center that includes in its list of tenants, Sam's Club, Dick's Sporting Goods, Office Depot and Walgreens.

With interstate frontage, high traffic counts, flexible zoning and Monument Signage; this is an ideal location for the Children's Imagination Museum.

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Programs & ServicesPrograms and Services

The Children's Imagination Museum will be open to the public 7 days a week.

Hours of Operation

The CIM is expected to be open to the public as outlined below:

Monday through Friday 9:30 am to 4:00 pm

Saturday and Sunday 9:30 am to 6:00 pm

The Museum’s hours will be revisited in the summer months with potential to remain open late one evening a week. The hours will reflect demand and customer feedback. The Museum will also run after hour events and rentals with flexibility to accommodate the parties of interest.

General Admission

General admission is $7.00 for adults and children and free for children under the age of one.

The CIM has estimated annual visitation to the Museum to be 60,000 visitors per year. This is equivalent to 23% of the current metropolitan population, or 20% of the expected future population of the Murrieta Metropolitan Area. This is a conservative estimate based on actual results at similar children’s museums.

A survey was conducted to include a total of 26 potential customers. The number of respondents to the survey is too low to draw statistical conclusions from the information; however, it does provide useful information on the views of some residents. One question on the survey was: How likely are you to visit the Children’s Imagination Museum? The average response to this question was 4.3 (out of a scale of 1 – 5; with 5 being very likely, I can’t wait to go). When asked how often respondents would visit the new Children’s Imagination Museum, only 1% of respondents indicated they would never visit the Museum. Approximately 5% indicated they would visit weekly and 41% indicated they would visit monthly. These responses are positive indications that the citizens of Murrieta would visit the Museum on a regular basis. Of the respondents with children under the age of 13, key findings included:

• 97% felt positively about the facility, after hearing the description of the proposed CIM.

• 87% rated their likelihood of visiting to be high: 8 out of 10 or higher.

• 63% had visited a similar attraction in another city.

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• 70% rated their likelihood of taking out-of-town visitors to the CIM as high: 8 out of 10 or higher.

The information from various sources outlined above suggests that estimated visitation of 60,000 people per year appears reasonable and possibly conservative.

Memberships

Annual memberships will range from $40 for individuals, to $100 for a family (two adults and two children). Additional children can be added to the family membership at a price of $10 per child. Memberships will include free admission for the year as well as discounts on food and merchandise, birthday parties, programming and facility rentals.

Access Program

The Museum currently offers an Access Program that ensures that children at any socio-economic level have the opportunity to visit the Museum. Through the Access Program for Schools and Preschools, and through the generosity of funders, the Museum is predicting to offer sponsored visits to 50 classrooms a year from Murrieta’s Community Schools. Each visit includes free admission to the Museum, one of the six Discovery programs, and transportation.

Community Outreach Program

The Museum will seek opportunities to bring children’s programming into the community. In the future, the Museum would expand this to include bringing programming to rural communities and schools, schools and preschools who find it difficult to visit the Museum for any reason, and hospitals where children are staying.

Competitive Landscape

The CIM offers services and opportunities otherwise currently unavailable in Murrieta. While there are some great facilities for children in Murrieta, there are none that are both completely hands-on and educational. Civic facilities, such as the City’s parks, provide a venue for active play but are not specifically educational. The CIM provides both of these attributes, and in doing so brings something unique to Murrieta.

The number of facilities and activities for children in Murrieta has not grown with the population of the City. Numerous organizations were contacted regarding attendance at their facilities and demand for programming. Most organizations indicated that their children’s programs fill up very quickly and that they often have to turn children away. A survey of potential customers asked the question: “How would you rate the availability of year round available ‘family friendly’ facilities in Murrieta Valley?” Out of a scale of 5 (with 1 being no facilities for my family and 5 being many family friendly facility options), the average response

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was 2.75. A total of 39% of respondents rated 1 or 2 indicating that there are not enough family-friendly facilities, 48% of respondents rated 3 indicating that there are a good amount of facilities, and 13% rated 4 or 5 indicating that there are many options. A number of respondents left comments related to this question; a few of these comments are provided below:

• Engaging, affordable and educational facilities for young families in Murrieta Valley are limited, especially during the long, hot summer months when outdoor exploration and play are limited.

• Always could use more, the good ones are always busy.

• The CIM is a wonderful facility for our city as a place for people to drop into and play, or meet friends for a get together. I have been a member at other museums and found it worthwhile.

Based on local surveys and other information gathered, there is a real need and desire for a facility such as the CIM in Murrieta.

Competitive Advantage

CIM is a museum that curates experiences, not objects. They are, essentially, indoor programmed play spaces. The science of brain development is providing concrete evidence that there is real power in play. While often dismissed as “just fun,” plays is the vital activity that children use to learn about and interact with their world, and gain the mental, physical and social skills necessary to succeed in their adult lives. Through self-directed play, children can follow their interests, explore the unknown, link outcomes with choices, conquer their fears, and make friends. Play also has important links to developing key skills that serve as a foundation for life-long success, including critical thinking, communication, problem solving, and collaboration. CIM combines learning with play.

Technology

The Children's Imagination Museum plans to utilize a number of technology strategies to enhance customer experience. CIM's programs will encourage voting, competition and prioritize face-to-face interaction between visitors. CIM plans to participate on social event sites like “meetup.com”, where the end result is a real-life, social interaction. CIM also plans to use tools such as real time tagging of artworks from any discipline or mobile device voting systems as a way to create conversation and interaction between visitors.

Another great way to engage visitors in a meaningful way is to encourage them to share their experiences of the organization with their friends and to create their own content. Social networking sites are centered on this idea of sharing experiences online and CIM plans to take advantage of this by encouraging visitors to share photos and stories on the CIM social

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network. Photos and personal experiences are definitely visitor-created content, but current technology can push this idea of participation even further.

New technology and advances in web 2.0 can offer powerful tools to help expand audiences and increase visitor engagement.

Resources and Implementation

The resources needed to implement our services are primarily people. In addition to the paid staff, CIM will rely heavily on volunteers. From the Board members to volunteer staffing, CIM, like many non-profits, need the dedication and commitment from volunteers to operate and grow.

SWOT Analysis

Strengths

The strengths of our organization will include the following:

• Strong leadership

• Programs and hands-on exhibits that encourages fun and lasting learning experiences

• Clear vision of our market and CIM's benefits to children, parents and the community.

• Establishment and maintenance of a strong membership and donor base

• An aggressive and focused marketing campaign with clear goals and strategies

Weaknesses

The potential weaknesses of our organization include the following:

• Reliance on donations for capital and operational funding

• As a new organization, cash flow is unpredictable

• Programs and exhibits popularity needs to be established.

• Marketing program untested.

• Children 12 and under age group niche.

Opportunities

Our organizations opportunities include:

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• Target market growth in the Murrieta and Riverside County area

• First of its kind facility in the area

• Children's museums are a growth industry.

• Active community involvement

• Demand for environments that celebrate play and creativity.

Threats

Our organization's threats may include:

• Weakness in the local economy

• Competing activities (sports, dance, etc.)

• New family friendly facility options

Social Impact

"The future is manifest in our children’s’ imagination and perfected in the games they play." Chris L. Andreas

Research shows that open-ended educational experiences are critical to a child’s development. Children’s museums help children develop essential foundational skills, spark their creativity, foster their curiosity, and give them a love of learning that they will take with them throughout their lives, as they grow into educated, successful, and engaged adults. By supporting families in educating and nurturing children in their formative years, children’s museums benefit their communities for generations to come. Children’s museums are vibrant hubs for the community. They often function as town squares. Families visit often; children never get enough, and beg to visit over and over again. They are places where people of different generations can connect in meaningful ways. They offer informal yet high quality learning experiences, complementing the more traditional structured extra-curricular children’s activities. Children’s museums are welcoming to people from all backgrounds. They are accessible and inviting spaces. Everyone feels comfortable, regardless of socio-economic background. Because of this, children’s museums are well-positioned to reverse stigma.

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Strategic Alliances

Murrieta Valley School District

On the 4th Sunday of each month, the Murrieta Valley School District will sponsor an admission free day. Also, throughout the year the District will provide free passes to other deserving groups.

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Beneficiary StrategyBeneficiary Overview

The primary beneficiaries and target audience for the Children's Imagination Museum are children 12 and under and their parents, caregivers, and teachers. It is expected that the majority of the people that will benefit most from the CIM will be from Murrieta and surrounding communities.

In 2011, the number of census families in Murrieta was 69,985, which represents an increase of 10.7% from 2006. The growth rate for census families in all of California was almost half of Murrieta’s at 5.5% over the same period. In 2011, the population of the Murrieta Census was 260,600, representing a percentage change of 11.4% from 2006. This is almost double the national growth rate of 5.9% and is much higher than the average growth of 7.4%.

Once the Museum has successfully completed its capital campaign, it will have firmly established itself within the community with a strong identity and presence. Its marketing efforts post capital campaign, while not as intensive, will be an important aspect of the Museum’s strategic plan. Marketing efforts will include the publication of annual reports, newsletters, radio and television advertising for its events and programming, and the recruitment of volunteers.

Current Needs

CIM will help children develop essential foundational skills, spark their creativity, foster their curiosity, and give them a love of learning that they will take with them throughout their lives, as they grow into educated, successful, and engaged adults. These learning and support programs strengthens the community by bringing together different community groups looking to inspire young people.

"Play is the highest form of research." - Albert Einstein

Industry Analysis

Children’s museums are a growing industry. According to the Association of Children’s Museum reports, more than 55 million kids and families regularly visit a children's museum somewhere in America. This number was closer to 31 million in 2007. Over the last 8 years the industry has grown in popularity by 56% and that number continues to grow. Beyond this growth, there have been dramatic developments in the focus of exhibits at these museums in the past decade, thanks to the proliferation of technology and interactive play, which has

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grown in popularity and necessity. The following chart shows the current population breakdown in Murrieta.

“Museums offer a dynamic opportunity to expose children to experiences and explore new things in a rich and educational environment. Through interactive exhibits and hands-on play, children have the ability to take ownership of their own learning and develop and explore their own curiosities. This unique exposure provides the foundation for creativity, critical thinking, and connection to the world around them.” —Sara Choi, Education Program Manager, Zimmer Children's Museum

Future Demand

There are approximately 229 children’s museums in the United States and 23 currently operating in California with a permanent space. Children’s museums are popular attractions, drawing in both community members and tourists. Attendance at existing facilities has remained steady or increased over the years; this is one of the reasons cities like San Diego and Los Angeles have chosen to expand their children’s museums in recent years.

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Key Beneficiaries

The key beneficiaries of CIM are children, families, caregivers and the community. A hands-on learning experience for children, ages 12 and under. A place where families and caregivers can visit and watch their children engage in learning. A community hub where families and groups can come together to share and enjoy.

"Children need the freedom and time to play. Play is not a luxury. Play is a necessity." - Kay Redfield Jamison, Professor of Psychiatry

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Donor StrategyFundraising Goals

Fundraising Goals

In order to make the Children's Imagination Museum a reality a successful fund raising campaign is necessary. The total estimated cost needed for this project is estimated to be $5 million. This total includes all capital costs as well as the funding needed for start-up costs such as fundraising costs, marketing costs, and wages during the fundraising and renovation period.

It is expected that funds will be raised through a variety of sources including corporate sponsorship and naming rights, individual contributions and public funding. Communications will be had with all levels of government to inform them of the project, its many benefits to the children, parents and the community, in an effort to obtain government funding.

Individuals

Donations of all sizes will help CIM achieve its goal of building a hands-on learning environment for the community's children and parents. An ambitious social-media led campaign will be undertaken to increase the project's public awareness and to seek donation contributions from individuals.

Foundations

A number of foundations actively support community and learning-focused efforts. CIM will embark on an aggressive effort to reach out to various foundations with the goal of securing grants that will help achieve both CIM's and the foundations' objectives.

Sponsorships

Like foundations, many corporations and businesses actively support local projects that are seen as benefiting a wide cross section of the population. CIM's message of providing children and their families with a state-of-the-art educational and cultural hub for hands-on learning and creative exploration should resonate well with a number of corporations. Sponsorship naming rights will be available at many levels.

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Events

The Museum intends to embark on numerous fundraising events hosted by our Director of Fund Development in effort to raise donations for the capital campaign. These efforts will be targeted directly at potential donors.

Milestones

Milestone Due Date

Execute Capital Fundraising Plan May 01, 2016

Build Relationships with Funders June 30, 2016

Develop Building Renovation and Exhibit Designs

September 01, 2016

Launch Media Campaign September 05, 2016

Board of Directors and Committees December 31, 2016

Develop Programs January 31, 2017

Complete Construction of Building and Exhibits

February 28, 2017

Hire Employees February 28, 2017

Grand Opening April 01, 2017

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Fundraising Methods

CIM's ongoing social media and PR will raise awareness of the Museum's fundraising needs and campaign. While events such as fundraising dinners and silent auctions, allow the Museum to address larger groups of potential donors, one-on-one meetings with corporations and other significant donors will be undertaken, led by CIM's Director of Fund Development and the Executive Director. CIM will seek out local community and business leaders to help in drawing attention to the Museum's plans and objectives.

Donor Categories

It is important to recognize the generous contributions from our donors. Donor appreciation events will be held during the year to thank new and previous donators to CIM. Without their support the Museum would not happen. CIM has established donation categories for both individual and corporate donations. Significantly large donations, which are outside the categories listed below, will be recognized separately in consultation with the donor. The names of the donors, listed by category, will be posted in CIM newsletters and other publications.

Case Statement

"Play gives children a chance to practice what they are learning" - Mr. Rodgers

Our children are our future. They thrive when given chances to be creative, to be curious, and to learn about the world around them. Opportunities to do so should be available to all children regardless of socio-economic status.

Children’s Imagination Museum is a non-profit museum that expects to serve over 100,000 visitors each year. Our commitment is to foster creativity, curiosity, and a lifelong love of learning in children 12 and under, through hands-on exhibits, programming, and outreach. The Children’s Imagination Museum fills a unique role: it provides a bridge between the

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intimate home-learning environment and that of the curriculum-directed school by combining play with specific learning objectives in a welcoming, informal, and developmentally appropriate setting.

Marketing and Outreach

Marketing and Outreach

Our potential donor base is wide. Parents, grandparents, small and large businesses, foundations and other. CIM will appeal to donors that see the importance of having a family-oriented community facility that focuses on the children of Murrieta and area.

Our story is newsworthy. Our job is to educate everyone to the potential of the Museum. Through conventional and social media, through PR and informational and fundraising events, the CIM message will be in front of everyone. Our communications must be clear, concise and regular. With the exception of brochures, other materials and some media costs, the majority of our communications will have minimal cost.

Market Strategy

Our early research supports that parents and educators in the Murrieta Valley are dissatisfied with the current offerings for children’s activities and are excited by the opportunities being offered by CIM.

The media schedule for the CIM is scheduled to begin late January 2017. Several factors were taken into consideration when determining the right timing for the media plan including holidays, school schedules, and peak attendance to the museum and preparing for the initial grand opening.

The plan calls for an initial rollout phase of three weeks. This heavy up period begins the last week of January and is carried through the second week of February. This time period was chosen coincide with the back to school schedule post winter break and provide excitement regarding the grand opening. Although there is a lot of noise during the New Year period, our media mix contains powerful vehicles to reach the target audience. In addition, many people are looking for activities as their busy holiday schedule begins to slow down. This is evidenced early research on peak visitation months.

The second heavy up period will take place during the 4 weeks of June. This period was chosen as it is the beginning of summer and many mothers are looking for activities to participate in with their young children who are no longer in daycare or school. The beginning of summer sparks activities and mothers are looking for ways to enjoy more free time with their children. Early research of like Children Museum attendance indicates a rise in visitation during the summer months. Heavy advertising in June will allow for increased awareness among the

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target audience that will lead to increased attendance during the summer months. Emphasis will be placed on all 4 mediums that make up our media mix.

There will be continuous levels of advertising during other periods not listed specifically above.

Exit Strategy

It has been said that nothing lasts forever. An exit strategy is an important element in planning for a business. In the event an exit strategy is needed, specific strategies and plans have been established for the following events.

Change in Leadership - In the event that a leadership change could or would be better equipped to manage CIM; the Board of Directors and staff can be replaced. Board positions will have an annual term where new board members can be dismissed or brought on board through a majority vote of the existing board members. As the City of Murrieta and the Murrieta School System have a vested interest in the success of CIM; representatives from each will have voting rights on leadership changes to the Board of Directors.

Merger - A CIM exit strategy could include the potential for collaborations among two or more non-profit organizations. In today’s economy, mergers and alliances are increasingly seen as an innovative strategy for addressing challenges in the non-profit sector. . The Seattle Children’s Museum has been an active participant in advising the start-up of The Children’s Imagination Museum, making them the first choice for collaboration. The San Diego Children’s Museum would also have an active interest in collaboration based on their proximity and shared demographics.

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Financial PlanRevenue Forecast

Revenue Forecast

2016 2017 2018 2019 2020

Revenue

Admissions $0 $203,300 $225,000 $250,000 $300,000

Memberships $0 $122,000 $130,000 $150,000 $175,000

School Groups $0 $48,750 $50,000 $55,000 $60,000

Private Functions and Rentals

$0 $25,000 $26,300 $27,600 $29,000

Birthday and other Parties $0 $35,000 $36,000 $38,000 $42,750

Summer and other Camps $0 $22,500 $22,500 $48,000 $48,000

Fundraising Events $50,000 $75,000 $100,000 $125,000 $150,000

Sublet Revenue $37,475 $89,950 $89,950 $89,950 $89,950

Individual Giving $100,000 $125,000 $150,000 $175,000 $200,000

Sponsorships and Corporate Donations

$50,000 $250,000 $300,000 $350,000 $400,000

Public and Private Grants $150,000 $300,000 $306,000 $312,100 $318,350

Donor Capital Contributions $3,000,000 $500,000

Corporate Sponsorship Capital Contributions

$1,000,000

Private, Public Grant Capital Contributions

$750,000 $250,000

Total Revenue $4,137,475 $3,046,500 $1,435,750 $1,620,650 $1,813,050

Direct Cost

24


Total Direct Costs $0 $25,000 $50,000 $60,000 $75,000

Total Direct Cost $0 $25,000 $50,000 $60,000 $75,000

Gross Margin $4,137,475 $3,021,500 $1,385,750 $1,560,650 $1,738,050

Gross Margin % 100% 99% 97% 96% 96%

About the Revenue Forecast

For non-profit organizations, operating and capital donations, sponsorships, etc. are reflected as revenues and are recorded in the year they are received. On average, fundraising and operating donors, sponsors and grants represent 59% of the Museums annual revenues. CIM is forecasting moderate annual increases in admission, membership and program revenues.

Personnel Plan

Personnel Table

2016 2017 2018 2019 2020

Paid Employees (7) $42,000 $400,000 $400,000 $468,000 $495,000

Total $42,000 $400,000 $400,000 $468,000 $495,000

About the Personnel Plan

Paid staff will be supplemented by a group of dedicated volunteers. Like most non-profits, volunteers are the backbone and keep the number of paid employees to a minimum. Key management includes the Executive Director, Director of Communications and Marketing, Director of Fund Development and the Director of Programs and Exhibits.

CIM will be open for operation in 2017. The personnel costs in 2016 reflect only executive hirings. No paid staff will be incurred until early 2017 and will be staged as CIM approaches opening day.

25


Budget

Budget Table

2016 2017 2018 2019 2020

Operating Expenses

Salary $42,000 $400,000 $400,000 $468,000 $495,000

Employee Related Expenses

$8,400 $80,000 $80,000 $93,600 $99,000

Administrative Costs $10,000 $106,000 $108,100 $110,250 $112,450

Advertising and Promotion $15,000 $75,000 $76,500 $78,030 $79,590

Facility Operations $65,000 $156,000 $159,100 $162,300 $165,550

Exhibit Maintenance $0 $25,000 $25,500 $26,010 $26,530

Exhibit Rental $0 $50,000 $51,000 $52,020 $53,060

Program Costs $0 $89,738 $87,395 $92,959 $95,663

Total Operating Expenses $140,400 $981,738 $987,595 $1,083,169 $1,126,843

About the Budget

Payroll is by far the largest expense the company incurs. Staff will need to be managed and hours regulated so that hours worked correlate to budget. An aggressive volunteer acquisition plan will help maintain and control payroll numbers.

Start-up Costs

Our start-up expenses are based on the costs involved with the build-out improvements of the planned space, construction of exhibits and for the marketing and operational expenses needed to get up and running for the first number of months until we get on our feet financially through donations and operational income.

26


Fundraising

Sources of Funds

Fundraising is key to CIM's funding plans. We rely heavily on the generosity of donors for the building and completion of the Museum. Capital fundraising must be well underway prior to the start of construction. Our fundraising table summarizes our planned fundraising inflow.

Use of Funds

Monies raised through our fundraising efforts will be directed primarily to the renovation of the premises and the construction of the permanent exhibits (approximately 72% of CIM's capital fundraising target). The balance of the capital fundraising proceeds will go towards start-up costs and working capital expenses incurred prior to the start of operations and revenue generation.

27


Key Metrics for Success

As a start up non-profit, it is important for CIM to monitor and maintain expenses. Revenues must also be a strong focus as admissions and memberships is a function of effective marketing. Fundraising goals and objectives are crucial both for capital improvements and construction but also operationally as a revenue source.

28


How You Can HelpWe Need You

We need you to help us reach our capital funding budget. With your help Children’s Imagination Museum will have its Grand Opening in Murrieta early spring of 2017. Children’s Imagination Museum is raising $5 million for the design and development of exhibits and necessary location upgrades and start-up costs for our location on Murrieta Hot Springs Road, in central Murrieta.

Children’s Imagination Museum is a non-profit museum that expects to serve over 100,000 visitors each year. Our commitment is to foster creativity, curiosity, and a lifelong love of learning in children 12 and under, through hands-on exhibits, programming, and outreach. The Children’s Imagination Museum fills a unique role: it provides a bridge between the intimate home-learning environment and that of the curriculum-directed school by combining play with specific learning objectives in a welcoming, informal, and developmentally appropriate setting. In addition, through the Access Program, the Museum ensures that financial barriers do not limit access to quality educational opportunities. The Museum exists to serve its constituents; children.

• Children’s museums are the youngest and fastest growing museums in the country and world.

• The number of children’s museums has more than doubled since 1978.

• More than 70 Association of Children's Museum (ACM) members are currently undergoing building or expansion projects.

• More than 30 million individuals around the world visit children’s museums annually.

• Child Magazine lists children’s museums as “the hottest spots for learning and fun.”

• Children’s museums serve as “town squares” and build social capital.

• Programs that benefit children motivate community involvement.

• When children play in a children’s museum, objective and quantifiable learning takes place.

• Children’s museums are in a unique position to help reverse feelings of stigma and discrimination.

• 65% of children’s museums are located in urban areas.

• Children’s museums deliberately and thoughtfully welcome community participation in the museum experience.

• Children’s museums complement and supplement traditional educational resources.

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• Children’s museums light a creative spark for discovery and lifelong learning.

• Children’s museums exhibits complement state educational curriculum standards.

• Children’s museums contribute to local economies.

• Non-profit arts institutions and museums are a cornerstone of tourism.

• More than 30% of children’s museums are part of a downtown revitalization project.

Many city planners regard children’s museums as an anchor for nearby attractions, restaurants and local businesses.

Children’s museums are a community-wide investment in children and families. These institutions serve as a place of early discovery and the development of life-long learning. Exhibits and programs compliment school curricula and reinforce skills needed for academic success. As cultural attractions, kids’ museums have a positive impact on the local economy by bringing visitors into downtown areas. Children’s museums strengthen entire communities by developing partnerships that involve schools, colleges, youth organizations, corporate partners and community leaders.

To begin this journey, we need your help. As a non-profit institution, The Children’s Imagination Museum of Murrieta depends on the generosity of people like you to provide extraordinary, one-of-a-kind experiences that will spark a lifetime of curiosity, bring dreams to life, and inspire greatness. We are seeking your assistance through donation to help us reach our $5 million dollar goal and be able to offer our community a better place to raise and teach our children in a cultural and creative environment.

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AppendixSurplus and Deficit Statement

Surplus and Deficit Statement

2016 2017 2018 2019 2020

Revenue $4,137,475 $3,046,500 $1,435,750 $1,620,650 $1,813,050

Direct Costs $0 $25,000 $50,000 $60,000 $75,000

Gross Margin $4,137,475 $3,021,500 $1,385,750 $1,560,650 $1,738,050

Gross Margin % 100% 99% 97% 96% 96%

Operating Expenses

Salary $42,000 $400,000 $400,000 $468,000 $495,000

Employee Related Expenses $8,400 $80,000 $80,000 $93,600 $99,000





Exhibit Rental $0 $50,000 $51,000 $52,020 $53,060

Program Costs $0 $89,738 $87,395 $92,959 $95,663


Operating Income $3,997,075 $2,039,762 $398,155 $477,481 $611,207

31


Interest Incurred

Depreciation and Amortization $55,334 $388,134 $424,799 $424,800 $424,801

Income Taxes $0 $0 $0 $0 $0

Total Expenses $195,734 $1,394,872 $1,462,394 $1,567,969 $1,626,644

Net Profit $3,941,741 $1,651,628 ($26,644) $52,681 $186,406

Net Profit / Sales 95% 54% (2%) 3% 10%

Financial Highlights (Year one)

32


About the Surplus and Deficit Statement

As a NPO, fundraising proceeds, including for capital purposes, are treated as revenue and are reflected in the 2016 and 2017 revenue numbers. There are no capital fundraising proceeds received in 2018 and is the reason for the drop in revenue. Revenue Depreciation and amortization are non-cash expenses that even for NPO's and charitable entities, is reported, for accounting purposes, on the income statement for the current accounting period. Being non-taxable, Operating Income and not Net Income reflects the financial performance of CIM.

Cash Flow by Year

33


Cash Flow Statement

Cash Flow Statement

2016 2017 2018 2019 2020

Net Cash Flow from Operations

Net Profit $3,941,741 $1,651,628 ($26,644) $52,681 $186,406


Change in Accounts Receivable $0 $0 $0 $0 $0

Change in Inventory $0 $0 $0 $0 $0

Change in Accounts Payable $0 $0 $0 $0 $0

Change in Income Tax Payable $0 $0 $0 $0 $0

Change in Sales Tax Payable $0 $0 $0 $0 $0

Change in Prepaid Revenue

Net Cash Flow from Operations $3,997,075 $2,039,762 $398,155 $477,481 $611,207

Investing & Financing

Assets Purchased or Sold ($3,424,000) ($800,000)

Investments Received

Change in Long-Term Debt

34


Change in Short-Term Debt

Dividends & Distributions

Net Cash Flow from Investing & Financing ($3,424,000) ($800,000)

Cash at Beginning of Period $0 $573,075 $1,812,837 $2,210,992 $2,688,473

Net Change in Cash $573,075 $1,239,762 $398,155 $477,481 $611,207

Cash at End of Period $573,075 $1,812,837 $2,210,992 $2,688,473 $3,299,680

Cash Flow by Year

35


About the Cash Flow Statement

For accounting purposes, depreciation and amortization are shown. As a non-profit, charitable status organization, CIM is not taxable. These non-cash items would be added back to reflect the actual cash flow of CIM.

36


Balance Sheet

Balance Sheet

As of Period's End Starting Balances 2016 2017 2018 2019 2020

Cash $0 $573,075 $1,812,837 $2,210,992 $2,688,473 $3,299,680

Accounts Receivable $0 $0 $0 $0 $0 $0

Inventory $0 $0 $0 $0 $0 $0

Other Current Assets $0 $0 $0 $0 $0 $0

Total Current Assets $0 $573,075 $1,812,837 $2,210,992 $2,688,473 $3,299,680

Long-Term Assets $0 $3,424,000 $4,224,000 $4,224,000 $4,224,000 $4,224,000

Accumulated Depreciation $0 ($55,334) ($443,468) ($868,267) ($1,293,067) ($1,717,868)

Total Long-Term Assets $0 $3,368,666 $3,780,532 $3,355,733 $2,930,933 $2,506,132

Total Assets $0 $3,941,741 $5,593,369 $5,566,725 $5,619,406 $5,805,812

Accounts Payable $0 $0 $0 $0 $0 $0

Income Taxes Payable $0 $0 $0 $0 $0 $0

Sales Taxes Payable $0 $0 $0 $0 $0 $0

Short-Term Debt

Prepaid Revenue

Total Current Liabilities $0 $0 $0 $0 $0 $0

Long-Term Debt

37


Total Liabilities $0 $0 $0 $0 $0 $0

Paid-in Capital $0 $0 $0 $0 $0 $0

Retained Earnings $0 $0 $3,941,741 $5,593,369 $5,566,725 $5,619,406

Earnings $3,941,741 $1,651,628 ($26,644) $52,681 $186,406

Total Owner's Equity $0 $3,941,741 $5,593,369 $5,566,725 $5,619,406 $5,805,812

Total Liabilities & Equity $0 $3,941,741 $5,593,369 $5,566,725 $5,619,406 $5,805,812

About the Balance Sheet

CIM is not assuming issuing or taking on debt. Since capital donations and sponsorships, etc. are reflected in Revenue, there is no Paid-in Capital on the balance sheet.

38


Revenue Forecast

Revenue Forecast Table (With Monthly Detail)

2016 Jan '16 Feb '16 Mar '16 Apr '16 May '16 Jun '16 Jul '16 Aug '16 Sep '16 Oct '16 Nov '16 Dec '16

Revenue

Admissions $0

Memberships $0

School Groups $0

Private Functions and Rentals

$0

Birthday and other Parties $0

Summer and other Camps $0

Fundraising Events $10,000 $15,000 $10,000 $15,000

Sublet Revenue $7,495 $7,495 $7,495 $7,495 $7,495

Individual Giving $15,000 $15,000 $15,000 $20,000 $20,000 $15,000

Sponsorships and Corporate Donations

$5,000 $5,000 $10,000 $10,000 $10,000 $10,000

Public and Private Grants $25,000 $25,000 $25,000 $25,000 $25,000 $25,000

Donor Capital Contributions $250,000 $250,000 $500,000 $1,000,000 $1,000,000

Corporate Sponsorship Capital Contributions

Private, Public Grant Capital Contributions

$250,000 $250,000 $250,000

Total Revenue $45,000 $302,495 $317,495 $827,495 $1,322,495 $1,322,495

39


Direct Cost

Total Direct Costs $0

Total Direct Cost $0

Gross Margin $45,000 $302,495 $317,495 $827,495 $1,322,495 $1,322,495

Gross Margin % 100% 100% 100% 100% 100% 100%

40


2016 2017 2018 2019 2020

Revenue

Admissions $0 $203,300 $225,000 $250,000 $300,000

Memberships $0 $122,000 $130,000 $150,000 $175,000

School Groups $0 $48,750 $50,000 $55,000 $60,000

Private Functions and Rentals $0 $25,000 $26,300 $27,600 $29,000

Birthday and other Parties $0 $35,000 $36,000 $38,000 $42,750

Summer and other Camps $0 $22,500 $22,500 $48,000 $48,000

Fundraising Events $50,000 $75,000 $100,000 $125,000 $150,000

Sublet Revenue $37,475 $89,950 $89,950 $89,950 $89,950

Individual Giving $100,000 $125,000 $150,000 $175,000 $200,000

Sponsorships and Corporate Donations $50,000 $250,000 $300,000 $350,000 $400,000

Public and Private Grants $150,000 $300,000 $306,000 $312,100 $318,350

Donor Capital Contributions $3,000,000 $500,000

Corporate Sponsorship Capital Contributions $1,000,000

Private, Public Grant Capital Contributions $750,000 $250,000

Total Revenue $4,137,475 $3,046,500 $1,435,750 $1,620,650 $1,813,050

Direct Cost

Total Direct Costs $0 $25,000 $50,000 $60,000 $75,000

Total Direct Cost $0 $25,000 $50,000 $60,000 $75,000

Gross Margin $4,137,475 $3,021,500 $1,385,750 $1,560,650 $1,738,050

Gross Margin % 100% 99% 97% 96% 96%

41


Expenses by Month

Expenses by Month

Breakeven Revenues

Breakeven Revenues

The following table compares forecast operating revenues versus break-even revenues. The percentage declines in operating revenue to meet the break-even revenues in 2017 is 22%, 2018 is 28%, 2019 is 29% and in 2020, 34%.

42


Personnel Plan

Personnel Table (With Monthly Detail)


Paid Employees (7) $3,500 $3,500 $7,000 $7,000 $10,500 $10,500

Total $3,500 $3,500 $7,000 $7,000 $10,500 $10,500

43


2016 2017 2018 2019 2020

Paid Employees (7) $42,000 $400,000 $400,000 $468,000 $495,000

Total $42,000 $400,000 $400,000 $468,000 $495,000

Competitive Strength Chart

Competitive Strength Chart

Weighted Competitive Strength Assessment

44


45


Budget

Budget Table (With Monthly Detail)


Operating Expenses

Salary $3,500 $3,500 $7,000 $7,000 $10,500 $10,500


$700 $700 $1,400 $1,400 $2,100 $2,100

Administrative Costs $0 $0 $0 $0 $0 $0 $0 $2,000 $2,000 $2,000 $2,000 $2,000

Advertising and Promotion

$0 $0 $0 $0 $0 $0 $0 $0 $0 $5,000 $5,000 $5,000

Facility Operations $0 $0 $13,000 $13,000 $13,000 $13,000 $13,000

Exhibit Maintenance $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0

Exhibit Rental $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0

Program Costs $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0

Total Operating Expenses

$0 $0 $0 $0 $0 $0 $4,200 $19,200 $23,400 $28,400 $32,600 $32,600

46


2016 2017 2018 2019 2020

Operating Expenses

Salary $42,000 $400,000 $400,000 $468,000 $495,000






Exhibit Rental $0 $50,000 $51,000 $52,020 $53,060

Program Costs $0 $89,738 $87,395 $92,959 $95,663


47


Capital Fund Raising Table

Sources

48


49


Surplus & Deficit Statement

Profit and Loss Statement (With Monthly Detail)


Revenue $45,000 $302,495 $317,495 $827,495 $1,322,495 $1,322,495

Direct Costs $0

Gross Margin $45,000 $302,495 $317,495 $827,495 $1,322,495 $1,322,495

Gross Margin % 100% 100% 100% 100% 100% 100%

Operating Expenses

Salary $3,500 $3,500 $7,000 $7,000 $10,500 $10,500


$700 $700 $1,400 $1,400 $2,100 $2,100

Administrative Costs $0 $0 $0 $0 $0 $0 $0 $2,000 $2,000 $2,000 $2,000 $2,000

Advertising and Promotion

$0 $0 $0 $0 $0 $0 $0 $0 $0 $5,000 $5,000 $5,000

Facility Operations $0 $0 $13,000 $13,000 $13,000 $13,000 $13,000

Exhibit Maintenance $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0

Exhibit Rental $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0

Program Costs $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0

Total Operating Expenses

$0 $0 $0 $0 $0 $0 $4,200 $19,200 $23,400 $28,400 $32,600 $32,600

Operating Income $0 $0 $0 $0 $0 $0 $40,800 $283,295 $294,095 $799,095 $1,289,895 $1,289,895

Interest Incurred

50


Depreciation and Amortization

$0 $0 $0 $0 $0 $0 $0 $400 $400 $8,733 $17,067 $28,734

Income Taxes $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0

Total Expenses $0 $0 $0 $0 $0 $0 $4,200 $19,600 $23,800 $37,133 $49,667 $61,334

Net Profit $0 $0 $0 $0 $0 $0 $40,800 $282,895 $293,695 $790,362 $1,272,828 $1,261,161

Net Profit / Sales 91% 94% 93% 96% 96% 95%

51


2016 2017 2018 2019 2020

Revenue $4,137,475 $3,046,500 $1,435,750 $1,620,650 $1,813,050

Direct Costs $0 $25,000 $50,000 $60,000 $75,000

Gross Margin $4,137,475 $3,021,500 $1,385,750 $1,560,650 $1,738,050

Gross Margin % 100% 99% 97% 96% 96%

Operating Expenses

Salary $42,000 $400,000 $400,000 $468,000 $495,000






Exhibit Rental $0 $50,000 $51,000 $52,020 $53,060

Program Costs $0 $89,738 $87,395 $92,959 $95,663


Operating Income $3,997,075 $2,039,762 $398,155 $477,481 $611,207

Interest Incurred


Income Taxes $0 $0 $0 $0 $0

Total Expenses $195,734 $1,394,872 $1,462,394 $1,567,969 $1,626,644

Net Profit $3,941,741 $1,651,628 ($26,644) $52,681 $186,406

Net Profit / Sales 95% 54% (2%) 3% 10%

52


Balance Sheet

Balance Sheet (With Monthly Detail)

As of Period's End

Starting Balances Jan '16 Feb '16 Mar '16 Apr '16 May '16 Jun '16 Jul '16 Aug '16 Sep '16 Oct '16 Nov '16 Dec '16

Cash $0 $0 $0 $0 $0 $0 $0 $40,800 $300,095 $594,190 $393,285 $683,180 $573,075

Accounts Receivable $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0

Inventory $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0

Other Current Assets $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0

Total Current Assets

$0 $0 $0 $0 $0 $0 $0 $40,800 $300,095 $594,190 $393,285 $683,180 $573,075

Long-Term Assets $0 $0 $0 $0 $0 $0 $0 $0 $24,000 $24,000 $1,024,000 $2,024,000 $3,424,000

Accumulated Depreciation $0 $0 $0 $0 $0 $0 $0 $0 ($400) ($800) ($9,533) ($26,600) ($55,334)

Total Long-Term Assets

$0 $0 $0 $0 $0 $0 $0 $0 $23,600 $23,200 $1,014,467 $1,997,400 $3,368,666

Total Assets $0 $0 $0 $0 $0 $0 $0 $40,800 $323,695 $617,390 $1,407,752 $2,680,580 $3,941,741

Accounts Payable $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0

Income Taxes Payable $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0

Sales Taxes Payable $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0

Short-Term Debt

Prepaid Revenue

53


Total Current Liabilities

$0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0

Long-Term Debt

Total Liabilities $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0

Paid-in Capital $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0

Retained Earnings $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0

Earnings $0 $0 $0 $0 $0 $0 $40,800 $323,695 $617,390 $1,407,752 $2,680,580 $3,941,741

Total Owner's Equity

$0 $0 $0 $0 $0 $0 $0 $40,800 $323,695 $617,390 $1,407,752 $2,680,580 $3,941,741

Total Liabilities & Equity

$0 $0 $0 $0 $0 $0 $0 $40,800 $323,695 $617,390 $1,407,752 $2,680,580 $3,941,741

54


As of Period's End Starting Balances 2016 2017 2018 2019 2020

Cash $0 $573,075 $1,812,837 $2,210,992 $2,688,473 $3,299,680

Accounts Receivable $0 $0 $0 $0 $0 $0

Inventory $0 $0 $0 $0 $0 $0

Other Current Assets $0 $0 $0 $0 $0 $0

Total Current Assets $0 $573,075 $1,812,837 $2,210,992 $2,688,473 $3,299,680

Long-Term Assets $0 $3,424,000 $4,224,000 $4,224,000 $4,224,000 $4,224,000

Accumulated Depreciation $0 ($55,334) ($443,468) ($868,267) ($1,293,067) ($1,717,868)

Total Long-Term Assets $0 $3,368,666 $3,780,532 $3,355,733 $2,930,933 $2,506,132

Total Assets $0 $3,941,741 $5,593,369 $5,566,725 $5,619,406 $5,805,812

Accounts Payable $0 $0 $0 $0 $0 $0

Income Taxes Payable $0 $0 $0 $0 $0 $0

Sales Taxes Payable $0 $0 $0 $0 $0 $0

Short-Term Debt

Prepaid Revenue

Total Current Liabilities $0 $0 $0 $0 $0 $0

Long-Term Debt

Total Liabilities $0 $0 $0 $0 $0 $0

Paid-in Capital $0 $0 $0 $0 $0 $0

Retained Earnings $0 $0 $3,941,741 $5,593,369 $5,566,725 $5,619,406

Earnings $3,941,741 $1,651,628 ($26,644) $52,681 $186,406

Total Owner's Equity $0 $3,941,741 $5,593,369 $5,566,725 $5,619,406 $5,805,812

Total Liabilities & Equity $0 $3,941,741 $5,593,369 $5,566,725 $5,619,406 $5,805,812

55


Cash Flow Statement

Cash Flow Statement (With Monthly Detail)



Net Profit $0 $0 $0 $0 $0 $0 $40,800 $282,895 $293,695 $790,362 $1,272,828 $1,261,161

Depreciation and Amortization

$0 $0 $0 $0 $0 $0 $0 $400 $400 $8,733 $17,067 $28,734

Change in Accounts Receivable

$0 $0 $0 $0 $0 $0 $0

Change in Inventory $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0

Change in Accounts Payable

$0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0

Change in Income Tax Payable

$0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0

Change in Sales Tax Payable

$0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0



$0 $0 $0 $0 $0 $0 $40,800 $283,295 $294,095 $799,095 $1,289,895 $1,289,895


Assets Purchased or Sold

($24,000) ($1,000,000) ($1,000,000) ($1,400,000)


56





Net Cash Flow from Investing & Financing

($24,000) ($1,000,000) ($1,000,000) ($1,400,000)

Cash at Beginning of Period

$0 $0 $0 $0 $0 $0 $0 $40,800 $300,095 $594,190 $393,285 $683,180

Net Change in Cash $0 $0 $0 $0 $0 $0 $40,800 $259,295 $294,095 ($200,905) $289,895 ($110,105)

Cash at End of Period $0 $0 $0 $0 $0 $0 $40,800 $300,095 $594,190 $393,285 $683,180 $573,075

57


2016 2017 2018 2019 2020


Net Profit $3,941,741 $1,651,628 ($26,644) $52,681 $186,406


Change in Accounts Receivable $0 $0 $0 $0 $0

Change in Inventory $0 $0 $0 $0 $0

Change in Accounts Payable $0 $0 $0 $0 $0

Change in Income Tax Payable $0 $0 $0 $0 $0

Change in Sales Tax Payable $0 $0 $0 $0 $0


Net Cash Flow from Operations $3,997,075 $2,039,762 $398,155 $477,481 $611,207


Assets Purchased or Sold ($3,424,000) ($800,000)





Net Cash Flow from Investing & Financing ($3,424,000) ($800,000)

Cash at Beginning of Period $0 $573,075 $1,812,837 $2,210,992 $2,688,473

Net Change in Cash $573,075 $1,239,762 $398,155 $477,481 $611,207

Cash at End of Period $573,075 $1,812,837 $2,210,992 $2,688,473 $3,299,680

58


Location Map

Location Map

59


Research

Starting Balances

Starting Balances Table

Assets

Cash $0

Accounts Receivable $0

Inventory $0

Long-Term Assets $0

Accumulated Depreciation $0

Liabilities

Accounts Payable $0

Corporate Taxes Payable $0

Sales Taxes Payable $0

Short-Term Debt

Long-Term Debt

Capital

Paid-In Capital $0

Retained Earnings $0

Museum Facts

Museum Facts We’ve compiled statistics below demonstrating how museums are educational, trusted, beloved and economic assets to communities everywhere.

Museums Are Popular

There are approximately 850 million visits each year to American museums, more than the attendance for all major league sporting events and theme parks combined (483 million in 2011). By 2006, museums already received an additional 524 million online visits a year just from adults, a number that continues to grow.1

Americans from all ranges of income and education visit museums, and museum volunteers contribute a million hours of service every week.2

Museums Serve the Public

Many museums offer programs tailored to veterans and military families. In 2014, more than 2,200 museums participated in the Blue Star Museums initiative, offering free admission to all active-duty and reserve personnel and their families.3 This effort served over 700,000 people, while many other museums offer military discounts or free admission throughout the year. Some museums invite veterans to tell first-hand accounts of events in our nation’s history or work with veterans to address post-traumatic stress disorder.

Museums also provide many social services, including programs for children on the autism spectrum, English as a Second Language classes and programs for older adults with Alzheimer’s or other cognitive impairments.4 Some museums also facilitate job training programs, provide vegetable gardens for low- income communities and serve as locations for supervised visits through the family court system.

Museums preserve and protect more than a billion objects5 and help communities better understand and appreciate cultural diversity.

Museums tell important stories by collecting, preserving, researching and interpreting objects, living specimens and historical records.

Museums Are Community Anchors

In determining America’s Best Cities, Businessweek.com placed the greatest weight on “leisure amenities [including density of museums], followed by educational metrics and economic metrics…then crime and air quality.”6

Museums Partner with Schools

Museum Facts

Museums spend more than $2 billion a year on education activities; the typical museum devotes three-quarters of its education budget to K-12 students.7

Museums help teach the state, local or core curriculum, tailoring their programs in math, science, art, literacy, language arts, history, civics and government, economics and financial literacy, geography and social studies.

Museums receive approximately 55 million visits each year from students in school groups.8

Students who attend a field trip to an art museum experience an increase in critical thinking skills, historical empathy and tolerance. For students from rural or high-poverty regions, the increase was even more significant.9

Teachers, students and researchers benefit from access to trustworthy information through online collections and exhibits, although many museums need more help enhancing online access and developing their digital collections.

Museum websites serve a diverse online community, including teachers, parents, students (including those who are home-schooled) and the general public.

Children who visited a museum during kindergarten had higher achievement scores in reading, mathematics and science in third grade than children who did not. This benefit is also seen in the subgroup of children who are most at risk for deficits and delays in achievement.10

Museums Are Economic Engines

Museums employ more than 400,000 Americans and directly contribute $21 billion to the U.S. economy each year11 and billions more through indirect spending by their visitors.

Seventy-eight percent of all U.S. leisure travelers participate in cultural or heritage activities such as visiting museums. These travelers spend 63 percent more on average than other leisure travelers.12

Arts and cultural production constitute 4.32% of the entire U.S. economy, a $698 billion industry, more than construction ($586.7 billion) or transportation and warehousing ($464 billion).13 And 4.7 million workers are employed in the production of arts and cultural goods, receiving $334.9 billion in compensation.14

Governments that support the arts find that for every $1 invested in museums and other cultural organization, $7 is returned in tax revenues.15

The nonprofit arts and culture industry annually generates over $135 billion in economic activity, supports more than 4.1 million full-time jobs and returns over $22 billion in local, state and federal tax revenues.16

Arts and cultural spending has a ripple effect on the overall economy, boosting both commodities and jobs. For example, for every 100 jobs created from new demand for the arts, 62 additional jobs are also created.17

Despite growth in the economy overall, more than two-thirds of museums reported economic stress at their institutions in 2012, and only a small (and shrinking) percentage of America’s museums receive federal funding of any kind.18

Museums Serve Every Community

Museums are committed to ensuring that Americans of all backgrounds have access to high-quality museum experiences, regardless of an individual's ability to pay or to traditionally access a museum. In 2012, 37% of museums were free at all times or had suggested admission fees only; nearly all the rest offered discounts or free admission days.19

Museum Facts

About 26% of museums are located in rural areas20; other museums reach these communities with traveling vans, portable exhibits and robust online resources.

Museums Are Trustworthy

Americans view museums as one of the most important resources for educating our children and as one of the most trustworthy sources of objective information.21

Museums are considered a more reliable source of historical information than books, teachers or even personal accounts by relatives.22

Museums Save Species

Museums support more than 2,600 field conservation and research projects with $160 million annually in more than 130 countries.23

Museums are involved with conservation breeding, habitat preservation, public education, field conservation and supportive research to ensure survival for many of the planet's threatened or endangered species. Museums also conduct or facilitate research to advance the scientific knowledge of the animals in human care and to enhance the conservation of wild populations.

[1] Institute of Museums and Library Services study [2] American Alliance of Museums ‘Museum Financial Information Survey’ (2009) [3] National Endowment for the Arts [4] American Alliance of Museums ‘Museums On Call’ report (2013) [5] Heritage Health Index (2004) [6] businessweek.com/slideshows/2012-09-26/americas-50-best-cities [7] American Alliance of Museums ‘Museum Financial Information Survey’ (2009) [8] Ibid. [9] Education Next ‘The Educational Value of Field Trips’ (2014) [10] Swan, D.W. ‘The Effect of Informal Learning Environments on Academic Achievement during Elementary School’ paper presented to the American Educational Research Association. (2014) [11] AAM Financial Information Survey [12] U.S. Travel Association [13] U.S. Department of Commerce Bureau of Economic Analysis, Arts and Cultural Production Satellite Account [14] Ibid. [15] Americans for the Arts ‘Arts and Economic Prosperity IV’ (2012) [16] Ibid. [17] National Endowment for the Arts [18] American Alliance of Museums ‘Annual Condition of Museums and the Economy’ study (2013) [19] American Alliance of Museums ‘Annual Condition of Museums and the Economy’ study (2013) [20] Institute of Museum and Library Services 'Museum Universe Data File' (2014) [21] Lake, Snell, Perry public opinion survey commissioned by the American Alliance of Museums (2001) [22] Indiana University study [23] Association of Zoos and Aquariums

Association of Children’s Museums

Children’s museums are places where children learn through play and exploration in environments designed just for them. Reflecting their diverse communities, children’s museums create playful, interactive learning experiences. In an increasingly complex world, children’s museums provide a place where all kids can learn through play with the caring adults in their lives.

Many children's museums are located in major travel and tourism destinations. More and more families visit children’s museums each year for unique, face-to-face fun, enlightenment and shared experiences not found in traditional museums or other popular destinations.

Children’s Museum Facts:

There are 341 ACM museum members, representing a total of 22 countries. Approximately 23 percent of these children’s museums are in the start-up phase.

Including children’s museums, businesses, individuals and museums with programs for children, ACM has more than 515 members.

According to 2007 data, more than 55 million children and families annually visited children’s museums.

Since 2007, children’s museums have grown in popularity by 56% and that number continues to grow with the emphasis on early education in America.

Sixty-five percent of children’s museums are located in urban areas. Twenty-three percent of children’s museums are located in suburban areas. Twelve percent of children’s museums are located in rural areas. Thirty-five percent of children’s museums are flagships in downtown revitalization

projects. Sixty-two ACM member children’s museums are undergoing a capital campaign in

order to build a new facility or expand an existing facility. Four percent of children’s museums are accredited by the American Association of

Museums. Eighteen children’s museums are green buildings; 24 museums are in the process of

building a green facility. Therefore, 12 percent of ACM member institutions have committed themselves to be green children’s museums.

Association of Children’s Museums

In 1975 there were approximately 38 children’s museums in the United States. Eighty new children’s museums opened between 1976 and 1990. Since 1990, an additional 125 have opened. There are about 70 children’s museums in the planning phase.

Outreach programs in ACM member museums extended to nearly 4 million people in 2007.

Eighty-one percent of ACM museums have a dedicated early childhood exhibit space specifically designed for infants and toddlers.

Thirty-five percent of ACM museums have an outdoor exhibit and/or garden. Forty-nine percent run after school programs. Sixty percent develop curriculum materials. Seventy percent provide school outreach. The largest children’s museum is The Children’s Museum of Indianapolis (Indiana),

which has a total of 433,000 square feet. The oldest children’s museum is the Brooklyn Children’s Museum (New York), which

opened in 1899.

Murrieta Demographics

Demographics:

Murrieta: The Future of Southern California

Murrieta is a young, on‐the‐go affluent community. With a population of just over 217,000, a median

age of 33, an average family income of over $110,000 and recently recognized again as one of the safest

cities in the nation, Murrieta is the future of Southern California!

Young, Affluent Community

• Population of over 217,000 ‐ one of the largest cities in Riverside County

• Median Age of 33

• $110,000 average family income in Murrieta

Source: ESRI (2015)

Location, Location, Location

• Proximity to San Diego, Los Angeles and Orange County

• Center of Southern California market; Proximity to over 21 million people

• Path of Southern California’s Growth

Education & Workforce

• Murrieta’s high‐quality schools consistently exceed State’s exemplary mark

• More than 34% of Murrieta’s residents have a BA or advanced degree; 63% have attended college

• Proximity to 22 colleges/universities

Murrieta Demographics Safety

• Top 10 safest cities in the U.S. for population of 100,000 or more

• Lowest crime rate in Riverside and San Diego Counties

Location Murrieta Temecula Wildomar Fallbrook Hemet Lake Elsinore Menifee United States

Population

Population estimates, July 1, 2015, (V2015) NA NA NA X NA NA NA 321418820

Population estimates, July 1, 2014, (V2014) 217796 109428 35377 X 83032 60029 85182 318857056

Population estimates base, April 1, 2010, (V2015) NA NA NA X NA NA NA 308758105

Population estimates base, April 1, 2010, (V2014) 203585 100156 32220 X 78658 52861 77519 308758105

Population, percent change - April 1, 2010 (estimates base) to July 1, 2015, (V2015) NA NA NA X NA NA NA 4.1

Population, percent change - April 1, 2010 (estimates base) to July 1, 2014, (V2014) 14.1 9.3 9.8 X 5.6 13.6 9.9 3.3

Population, Census, April 1, 2010 203563 100097 32176 30534 78657 51821 77519 308745538

Age and Sex

Persons under 5 years, percent, July 1, 2014, (V2014) X X X X X X X 6.2

Persons under 5 years, percent, April 1, 2010 14 7.0 7.1 7.4 7.2 9.2 6.9 6.5

Persons under 18 years, percent, July 1, 2014, (V2014) X X X X X X X 23.1

Persons under 18 years, percent, April 1, 2010 61.1 30.7 27.9 26.3 25.9 32.8 25.9 24.0

Persons 65 years and over, percent, July 1, 2014, (V2014) X X X X X X X 14.5

Persons 65 years and over, percent, April 1, 2010 17.9 7.8 10.6 13.9 22.1 5.7 18.9 13.0

Female persons, percent, July 1, 2014, (V2014) X X X X X X X 50.8

Female persons, percent, April 1, 2010 102.2 51.0 50.6 50.1 52.9 49.9 51.9 50.8

Race and Hispanic Origin

White alone, percent, July 1, 2014, (V2014) (a) X X X X X X X 77.4

White alone, percent, April 1, 2010 (a) 140.5 70.8 69.5 67.0 67.7 60.0 71.5 72.4

Black or African American alone, percent, July 1, 2014, (V2014) (a) X X X X X X X 13.2

Black or African American alone, percent, April 1, 2010 (a) 9.5 4.1 3.3 1.6 6.4 5.3 5.0 12.6

American Indian and Alaska Native alone, percent, July 1, 2014, (V2014) (a) X X X X X X X 1.2

American Indian and Alaska Native alone, percent, April 1, 2010 (a) 1.8 1.1 1.2 0.8 1.6 0.9 0.8 0.9

Asian alone, percent, July 1, 2014, (V2014) (a) X X X X X X X 5.4

Asian alone, percent, April 1, 2010 (a) 19 9.8 4.5 1.9 3.0 5.8 4.9 4.8

Native Hawaiian and Other Pacific Islander alone, percent, July 1, 2014, (V2014) (a) X X X X X X X 0.2

Native Hawaiian and Other Pacific Islander alone, percent, April 1, 2010 (a) 0.8 0.4 0.2 0.2 0.4 0.3 0.4 0.2

Two or More Races, percent, July 1, 2014, (V2014) X X X X X X X 2.5

Two or More Races, percent, April 1, 2010 12 5.9 5.3 4.3 5.2 6.2 4.9 2.9

Hispanic or Latino, percent, July 1, 2014, (V2014) (b) X X X X X X X 17.4

Hispanic or Latino, percent, April 1, 2010 (b) 50.6 24.7 35.3 45.2 35.8 48.4 33.0 16.3

White alone, not Hispanic or Latino, percent, July 1, 2014, (V2014) X X X X X X X 62.1

White alone, not Hispanic or Latino, percent, April 1, 2010 112.9 57.2 53.6 49.1 51.8 37.8 54.2 63.7

Population Characteristics

Veterans, 2010-2014 14935 7444 2256 2584 7445 2774 7520 20700711

Foreign born persons, percent, 2010-2014 28.7 15.3 19.0 23.5 15.1 21.9 13.9 13.1

Housing

Housing units, July 1, 2014, (V2014) X X X X X X X 133957180

Housing units, April 1, 2010 69298 34004 10806 10855 35305 16253 30269 131704730

Owner-occupied housing unit rate, 2010-2014 133.6 65.7 71.3 56.6 58.2 65.2 75.1 64.4

Median value of owner-occupied housing units, 2010-2014 598800 311100 226900 384100 117000 218200 198800 175700

Median selected monthly owner costs -with a mortgage, 2010-2014 4482 2233 1839 2347 1267 1921 1674 1522

Median selected monthly owner costs -without a mortgage, 2010-2014 1022 552 410 560 392 549 392 457

Median gross rent, 2010-2014 3063 1522 1454 1046 937 1237 1352 920

Building permits, 2014 X X X X X X X 1046363

Families and Living Arrangements

Households, 2010-2014 69985 32233 9814 10386 30585 14846 26955 116211092

Persons per household, 2010-2014 6.5 3.25 3.42 3.01 2.63 3.78 3.02 2.63

Living in same house 1 year ago, percent of persons age 1 year+, 2010-2014 161.5 82.2 84.5 85.1 77.7 82.3 83.0 85.0

Language other than English spoken at home, percent of persons age 5 years+, 2010-2014 43.3 20.7 28.7 39.2 28.1 38.4 21.5 20.9

Education 0

High school graduate or higher, percent of persons age 25 years+, 2010-2014 184.1 92.0 83.6 77.0 79.6 77.7 85.5 86.3

Bachelor's degree or higher, percent of persons age 25 years+, 2010-2014 59.7 30.9 15.6 22.2 12.1 16.1 17.3 29.3

Health

With a disability, under age 65 years, percent, 2010-2014 10.8 5.9 8.1 7.3 13.1 6.7 7.8 8.5

Persons without health insurance, under age 65 years, percent 28.2 14.2 20.8 23.3 23.2 19.7 16.9 12.0

Economy

In civilian labor force, total, percent of population age 16 years+, 2010-2014 129.6 64.8 65.2 54.7 48.4 66.8 57.1 63.5

In civilian labor force, female, percent of population age 16 years+, 2010-2014 118.1 59.6 56.8 47.6 42.9 56.7 50.2 58.7

Total accommodation and food services sales, 2012 ($1,000) 1101423 965564 22251 44978 112102 77752 75414 708138598

Total health care and social assistance receipts/revenue, 2012 ($1,000) 789617 250102 161746 125959 433322 38559 131702 2040441203

Total manufacturers shipments, 2012 ($1,000) 3590922 3482059 D D 169018 113340 61775 5696729632

Total merchant wholesaler sales, 2012 ($1,000) 2499929 2074368 5822 99727 69061 79442 39760 5208023478

Total retail sales, 2012 ($1,000) 3624658 2541917 110489 175141 845512 784878 417316 4219821871

Total retail sales per capita, 2012 34298 24161 3329 NA 10432 14196 5122 13443

Transportation

Mean travel time to work (minutes), workers age 16 years+, 2010-2014 68.7 33.8 36.3 27.4 32.4 42.3 38.2 25.7

Income and Poverty

Median household income (in 2014 dollars), 2010-2014 152936 78535 60816 51765 33932 63303 56671 53482

Per capita income in past 12 months (in 2014 dollars), 2010-2014 57349 28630 22380 25565 18284 21016 23165 28555

Persons in poverty, percent 16.1 8.2 13.7 18.3 24.0 14.5 11.3 14.8

Businesses Murrieta city, CaliforniaTemecula city, CaliforniaWildomar city, CaliforniaFallbrook CDP, CaliforniaHemet city, CaliforniaLake Elsinore city, CaliforniaMenifee city, California UNITED STATES

Total employer establishments, 2013 X X X X X X X 7488353

Total employment, 2013 X X X X X X X 118266253

Total annual payroll, 2013 X X X X X X X 5621697325

Total employment, percent change, 2012-2013 X X X X X X X 2.0

Total nonemployer establishments, 2013 X X X X X X X 23005620

All firms, 2012 19081 10358 2462 2734 5580 3997 5235 27626360

Men-owned firms, 2012 9544 5223 1278 1254 2673 1942 2496 14844597

Women-owned firms, 2012 6747 3589 884 912 2205 1555 2028 9878397

Minority-owned firms, 2012 5637 2790 880 836 2578 1854 1790 7952386

Nonminority-owned firms, 2012 12473 6990 1529 1771 2715 1890 3329 18987918

Veteran-owned firms, 2012 1741 900 237 220 317 325 524 2521682

Nonveteran-owned firms, 2012 16456 8876 2174 2284 4959 3426 4413 24070685

Geography Murrieta city, CaliforniaTemecula city, CaliforniaWildomar city, CaliforniaFallbrook CDP, CaliforniaHemet city, CaliforniaLake Elsinore city, CaliforniaMenifee city, California UNITED STATES

Population per square mile, 2010 6401.4 3319.9 1358.3 1742.0 2824.6 1431.2 1668.3 87.4

Land area in square miles, 2010 63.73 30.15 23.69 17.53 27.85 36.21 46.47 3531905.43

FIPS Code "0650076" "0678120" "0685446" "0623462" "0633182" "0639486" "0646842" "00"

Potential Customer Survey

SURVEY

POTENTIAL CUSTOMERS OF CIM

A survey of 26 potential customers was performed in the early stage of pre‐plan development to determine the interest and viability of the Children’s Imagination Museum as a viable and sustainable business in the perception of our intended target market. Applicable results are shown below:

Question:

After hearing the description of the proposed children’s museum, how would you rank your opinion of the facility as a viable and sustainable business in Murrieta? Please circle a number on the scale below with 1 being extremely negative, and 10 being extremely positive.

1 2 3 4 5 6 7 8 9 10

Extremely Negative No Opinion Extremely Positive

Result:

12 ranked as 10

6 ranked as 9

7 ranked as 8

1 ranked as 6

97% surveyed ranked 8 or higher as positive (25 out of 26)

Question:

What is the likelihood that you will visit the children’s museum once open? Please circle a number on the scale below with 1 being definitely not, and 10 being definitely yes.

1 2 3 4 5 6 7 8 9 10

Definitely Not Unsure Definitely Yes

Result:

9 ranked as 10

13 ranked as 9

2 ranked as 8

3 ranked as 6

87% surveyed ranked 8 or higher as would definitely visit (23 out of 26)

Question:

What is the likelihood that you will bring out‐of‐town guests to visit the children’s museum once open? Please circle a number on the scale below with 1 being definitely not, and 10 being definitely yes.

1 2 3 4 5 6 7 8 9 10


Potential Customer Survey

Result:

7 ranked as 10

6 ranked as 9

5 ranked as 8

4 ranked as 6

4 ranked as 5

70% surveyed ranked 8 or higher as would definitely visit with out‐of‐town guests (18 out of 26)

Question:

What is the likelihood that you will visit the children’s museum once open on a weekly basis? Please circle a number on the scale below with 1 being definitely not, and 10 being definitely yes.

1 2 3 4 5 6 7 8 9 10


Result:

1 ranked as 10

1 ranked as 9

0 ranked as 8

12 ranked as 6

8 ranked as 5

4 ranked as 4

5% surveyed ranked 8 or higher as would definitely visit weekly (2 out of 26)

Question:

What is the likelihood that you will visit the children’s museum once open on a monthly basis? Please circle a number on the scale below with 1 being definitely not, and 10 being definitely yes.

1 2 3 4 5 6 7 8 9 10


Result:

6 ranked as 10

4 ranked as 9

1 ranked as 8

9 ranked as 6

6 ranked as 5

41% surveyed ranked 8 or higher as would definitely visit monthly (11 out of 26)

Documents

Tayna LaPierre_Capstone _Business Plan CIM