Almost a month back, the Guardian had an article titled Classics for a New Climate: how to produce a low-carbon-footprint play? It examines how the Young Vic, over in London, has been trying to cut back on its environmental impact while still producing quality theatre. The comments to the article follow the same pattern that many such articles see; so-and-so attempts to be “greener”, but since they still emit some carbon or produce some waste, they are scolded for not being green enough; as if a “better” solution should be ridiculed because it is not “perfect”. It is impossible to be fully “green”, whatever that means, but it is always possible to take steps to become a little more sustainable and a little less wasteful. Some of the commenters seem to make the claim that just doing theatre is not environmentally friendly, because the people are emitting carbon as they watch the show; do they disappear into a state of complete environmental harmony upon exiting the theatre?
The Green Theatre Choices Toolkit from the Mo’olelo Performing Arts Company remains one of the most valuable tools for making more environmentally-conscious decisions. It looks at broad categories of materials, such as paints, textiles and plastics, and rates the various choices according to their environmental impact.
The Broadway Green Alliance has a list of set-recycling options, including sources in NYC where you can buy reclaimed and re-purposed materials. Down here in North Carolina, we have the Scrap Exchange, which collects industry discards and sells them to artists for extremely low prices. Many towns and cities offer similar services if you look hard enough.
Movie Scope Magazine has a nice interview with Grant Pearmain, the master designer at FB-FX Ltd. They are a UK-based shop making props and costume pieces for some pretty big films. Some recent projects include the upcoming Prometheus and Snow White and the Huntsman. Past films include John Carter, Kick Ass and Prince of Persia. It’s a great article. I wanted to highlight one quote in particular, dealing with why props will still be needed in a world of CGI:
“So we were supplied with CG models that were the same as what will be in the film—and those are milled out by computer, and then those milled models are finished off by sculptors here, who put all the fine details on, all the skin, and put a bit of expression into them. And then they’re moulded and cast out here and painted up to be completely lifelike so that then we have some very lightweight but very convincing aliens that can be picked up and moved around on set under the lighting, and positioned where they need to be for eyelines.”
Drama Biz Magazine has an article by Mike Lawler on “The Eco-Friendly Theatre of the Future“. It is a good summation of some of the pioneers of sustainable theatre practices, as well as where the industry is (or should be) headed.
I have also been hearing about Arboform, which is a biodegradable thermoplastic made from wood by-products and other sustainable natural materials. I put together a Storify about it, called “Liquid Wood.” Today is all about using hip websites, I guess.
What a week, campers! After last weekend’s freak snowstorm (with thunder and lightning!) we’re all set for a sunny and mild two days off here. King Lear opens next Tuesday, Love’s Labor’s Lost closes on Sunday, Titus Andronicus began rehearsals and Mike Daisey’s show continues making audiences think. Let’s see what’s on the internet:
If you are a prop artisan, and you find yourself freelancing (or wishing to freelance), you may wonder how to make money, or more appropriately, how much to charge for your work. In my experience, it has been most helpful to calculate the costs of the project as accurately as possible beforehand, including a set rate you charge for your own labor. My favorite tool for this is the computer spreadsheet, whether it’s through Microsoft Office, OpenOffice, or Google Docs (or whatever Macs use).
The first, and easiest, cost to estimate is the materials you will use. I include every single bit and piece, even if I already have the materials in stock; if I use what I already have, I will still want to replenish my supply. I literally check the website of where I want to order my material, or visit the store, and use those prices to make my calculation. Make sure you include every single piece of material, no matter how minor you think it is. I was recently estimating a chandelier for a Broadway show. I knew I would need electrical cords to run from the light bulbs to the plug, but I figured it would only be a couple of bucks. Luckily, I decided to play it safe and actually estimate it for real. It turned out I would need nearly 700 feet of cord, which came out to $350. That’s not the kind of cost you want to miss in your estimate. Count up all the screws, nuts, bolts and washers. Don’t forget about taxes and delivery charges. The idea here is that you want to present your client with a realistic estimate of what the project will cost. If the project actually comes under budget, that’s great; people love hearing that they will pay less than they thought. If you don’t want to tell them you saved money, that’s great too, because you can pocket the difference. What you want to avoid is a project that costs more than what you are getting paid for. You don’t want to beg the client for another $350 because you forgot to figure in the electrical cord; that is desperate, and the client is in no way obligated to pay you it, because it was part of the original bid and it’s just your own dumb mistake in overlooking it. You can pretty much count on having to eat any costs you neglect to include in your original bid.
If the client changes something about the project, that’s a different story. Feel free to charge extra for changes.
After you add everything up, you want to make sure and add a contingency. Though you may be absolutely sure you have considered every possible material expense, there is sure to be something extra that you need, or the price of something may inexplicably rise between the time you check it out and the time you actually purchase it. For whatever reason, I like to take the total cost of the materials and add 20% to it. This is usually enough to cover the unforeseen costs.
In the commercial world, especially when it is a business rather than a single person making a prop, it is common to also charge a mark-up on materials. If the prop you are building includes a light bulb, you don’t just charge for the cost of the light bulb, you charge them for the light bulb plus a bit of profit. In other words, it is like you are a store that is making money by reselling the light bulb. This is not to be confused with the contingency cost, which should always be factored in. Adding a markup to your materials is entirely up to you; as for myself, if I am doing a job for a non-profit theatre, or a friend, or any sort of client that I already have a relationship with, I do not add a markup. I’m telling you about it just so you are aware that such a thing exists and is utilized by prop-making companies.
The second half of your equation is figuring out how much time you need to work on the project. This can be very difficult to estimate, as most of us are very bad at predicting how long a task will take. Again, your biggest ally is breaking down the tasks as much as possible to their most basic components and estimating the time those will take. While estimating the time it takes to “build a fake dead goat” can lead to wildly inaccurate guesses, predicting how long it will take to “tighten four bolts” is far simpler.
Just like materials, you want to add a contingency to your labor. It is much more likely you will be off in your predictions with labor than materials, as the cost of materials can be researched online or by calling stores. I always err on the side of pessimism when it comes to how long a task will take. Though I am not necessarily thinking about absolute worst-case scenarios (if all the power goes out and my tools break, and my car breaks down on the way to the store, and a volcano starts erupting while my wife goes into labor), you do want to consider that not everything goes according to plan. Think back to the last project you undertook, and remember how it took you twenty minutes just to get your workbench cleaned off before you can begin.
When you finally figure out how many labor hours it will take you to finish your project, that doesn’t mean you know how long it will take. If you calculate it will take 23 hours to work on the job, that does not mean it will be done tomorrow. First, you have to figure that you do not have every single hour of the day to dedicate to the task. Maybe you have a full-time job, or family obligations. Even if you are single and otherwise unemployed, you still need to leave time for meal breaks and sleep. Further, you need to calculate the time it will take for paint and glue to dry, or other chemicals to cure. If you need to order parts or materials, you need to factor in the time it will take to ship them.
When a project becomes particularly complex, or if you still don’t know how to calculate the time it will take to complete a prop, you may wish to learn about Gantt Charts.
I’ve never used them for single-person projects, but you may find them handy. Essentially, you break a project into every possible task. If you are building a table, you want to list buying the wood, drawing the table, developing the cut list, measuring the pieces out, cutting all the pieces, gluing the top together, gluing the apron together, attaching the apron to the top, attaching the legs to the table, sanding the table, staining the wood, and sealing the table. Obviously this is a highly-simplified example, but the point is that you need to break apart your project into various tasks and subtasks until it cannot be broken apart any more.
With a Gantt chart, you then put the tasks into order. Some tasks need to wait for other tasks to be completed before they are begun. Others can be started in the middle of other tasks. The Gantt chart sets up the overall timeline of the project, showing which tasks are dependent on others as well as which tasks can be completed independently.
Single-person projects tend to be much more linear, and simpler projects rarely need such analytical breakdown, but the important lesson to take from this is that you want to do as much planning and thought beforehand to ensure you are not promising a complete prop without adequate time to pull it off.
Charging for your labor
I did not mean to get ahead of myself talking about the time it takes to complete a project, but I want to make sure I touch on how much to charge for your labor. Generally, you charge for the time you actually work on a project, as opposed to the time you are waiting for materials to be shipped or for paint to dry. First, let me say something very important:
Your labor as a skilled artisan is very valuable and you should never ever ever ever feel guilty charging for it.
In my experience, labor is well over half the cost of any project. In many cases, it can be the largest cost on a project. This makes sense. If you could get a custom prop that perfectly fulfills all the needs of a client from Wal Mart, than they would have gone to Wal Mart. If, however, they want someone’s face carved into a chair that fits within a specific area of a stage, and is strong enough to support a tap dancer, you should charge them accordingly.
At this point, it seems simple. You’ve already figured out how much time you need to work on the project. You just need to take your hourly rate, multiply it by however many hours you need to work, and that’s the cost of the labor.
But what do you charge for your labor? That’s the rub.
Unfortunately, I can’t even give you an answer. It varies widely with where you are, how skilled you are, what the project is, and even who you are. Obviously you can charge more to a Broadway show in New York City than you can to a children’s theatre in North Carolina. It is incumbent upon yourself to research your circumstances as much as possible. Ask other artisans how much they charge. Find companies in your area that offer similar services and find out how much they pay their artisans. As a freelancer, I’ve worked at a number of theatres, operas, and display companies across the company, so that gives me a baseline idea of what I can make as an artisan.
Mike Lawler conducted a survey of technical theatre earnings in 2006. It’s very informal and fairly incomplete, but it’s the most inclusive survey we have in this area. If we are to assume full-time employment for props people (40 hours a week for 50 weeks a year), the median hourly rate is $10-17.50. Obviously, a freelancer can never hope to work full-time, so these numbers serve more as a “you should never charge less than this, ever.” Unfortunately, the best way to determine how much to charge for your work is to see how much work you get each year for several years, figure out how much your living expenses are each year, then charge enough to keep up with your expenses. Obviously, you cannot set your rates based on hindsight; you pretty much have to wing it. Again, I’d like to reiterate that your best bet is to find out how much similar artisans in your area are charging. Your second option is to throw a price out and see if it sticks; if not, you can always lower it if you can afford it.
At this point, I want to mention that you do not need the same rate for every project. I have one rate I charge for “friends”, one for non-profit theatres whose work I find exciting or who have projects I really want to do, and one for commercial people. It’s not for purely selfish reasons; there are actual differences between working for someone you already have a relationship with versus working for someone new where there is a learning curve in the communications.
How much is too much? I’ve seen people who can charge up to $45 an hour for non-union theater work. You have to imagine that film and corporate work can command even higher prices. In my experience, whenever you feel you are charging too much, there is someone out there charging even more.
Putting it Together
At this point, you have your materials cost and your labor cost, as well as contingencies for each one. In addition, you have the turnaround time for how long it will take you to complete your project. If you added a markup to your materials, be sure to include that as well.
If you wish to operate as a business, rather than just as a person making props, you should think about adding a profit margin. In other words, take the total cost of your materials (with markup) and labor (both with contingencies), and multiply it by some profit margin. You may wish to get one and a half times what it costs to complete the project, though it is not unheard of to charge four times what it will actually cost.
Now that you’ve come this far, do not forget to include the cost of moving the prop from your shop to the theatre (or wherever it is going). It would really suck to come up with a sudden $85 charge for UPS to deliver your prop.
As an example, I was recently bidding out a project. I added up the price of all the materials. I used the best materials in order to minimize my own labor time, so it was fairly pricey. I included a contingency for all my materials. I calculated how long it would take me to complete all the tasks. I made sure I was being very pessimistic. I factored in my contingency. I added a markup to all my materials. I decided I would add a profit margin to the whole project. They asked how much more it would cost to get it completed by an earlier time. I called the various vendors to see if I could rush ship the materials and how much more that would cost. I recalculated my labor to include “overtime” and “over night” labor in order to get the project done. In short, it ended up sounding like an extremely expensive endeavor on their part.
At the end of the day, they went with a professional scene shop. Not because they were cheaper; in fact, I was cheaper. But my price was close enough to theirs, and they were already building the rest of the scenery, so the producers decided to pay a higher price with the assumption there would be greater consistency in the final product.
In other words, even when I felt I was being my most expensive, the client still went with a shop that was even more expensive.
Keep that in mind when you think you’re skilled labor isn’t worth that much.
Careers in Technical Theater, by Mike Lawler, occupies a somewhat unique position in a bookshelf filled with theatre books. Rather than describe how to do the various jobs one can have backstage, it describes what those jobs are. Perhaps more importantly, it illustrates how one pursues those jobs and what one can expect with those jobs, both in terms of duty and in terms of lifestyle and compensation.
Before I focus on the chapter in props, I’d like to point out the value of the rest of the book. It is very helpful to know what all the other people in the theatre are doing, as you’ll likely deal with most of them at least once in your career. If you don’t know the difference between a stage manager and a production manager, you’ll likely waste your time asking questions of the wrong person. Likewise, for those just starting out in their careers, it can be useful to be introduced to the range of jobs that are possible backstage. Perhaps you’re more suited to be a scenic artist than a props person, but if your school didn’t have a good scenic arts program, you may have been unaware that they are a regular position in many theaters.
The chapter on props spends the bulk of its time in an interview with Jim Guy, props director of the Milwaukee Rep (and currently the President of S*P*A*M). In a way, Guy runs the idealized prop shop, and other theatres will have an adapted or stripped-down version of that shop. In that respect, it’s a good example of what one can expect in a career in props, if one is looking for full-time employment. It doesn’t touch much on a freelance career in props. This type of working career is probably more common in larger urban areas which can support several theatres, though it all depends on how far one is willing to travel. A certain number of artisans have a ” journeyman” type of career, where they travel the country spending a few months or a whole season at various companies. This happens because a lot of theatres close down over the summer, while another large group only operates during the summer. Neither can afford a full-time staff for the full year, but an artisan can make a full-time salary by always moving where the work is until a full-time position opens up somewhere.
This book was published in 2007, making it one of the more up-to-date guides to careers in technical theater. Though we had a slight case of the “major-global-economic-meltdown”s, we’ve recovered a bit since then. Theatre careers are somewhat recession-proof, in that jobs are scarce and pay is meager even in the best of times.
The information on pay is compelling, but woefully incomplete; it’s not the fault of Mr. Lawler, rather it’s that only 35 props people responded to his survey. Adding just Broadway and off-Broadway people, who are not represented here, can quickly double the entire survey. We also have no information from opera, touring shows, or the academic world, all of which are major employers of props people. Finally, we have no indication of whether any of the respondents are in unions or not. I would also like to mention that props people, particularly artisans, have an easier time freelancing and doing side gigs in other fields besides theatre. Building props for film, television, events, or retail displays uses nearly the same skills as building props for theatre, and many props artisans take advantage of this.
That being said, the information that Lawler does provide is highly useful, giving at least an indication of what an average salary for a props person is in the United States. Overall, the book does a good job of what it sets out to do, which is providing a realistic, utilitarian and concise introduction to actually working in technical theatre.
Making and finding props for theatre, film, and hobbies