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Home My WebLink AboutCAO-15-007 - City Mandate for Centre in the Square Staff Report K jT HF,_Ni-, CA0 Office www.kitchener ca REPORT TO: Finance and Corporate Services DATE OF MEETING: March 30, 2015 SUBMITTED BY: Rod Regier, Executive Director, Economic Dev., 519-741-2200 x 7506 PREPARED BY: Silvia DiDonato, Manager, Arts/Culture, 519-741-2200 x 7392 WARD (S) INVOLVED: n/a DATE OF REPORT: March 10, 2015 REPORT NO.: CAO-15-007 SUBJECT: City Mandate for Centre in the Square RECOMMENDATION: THAT mandate option [A or B] as outlined in the Report on Mandate Options prepared by ArtsBuild Ontario (March 30, 2015) be approved for Centre in the Square; AND FURTHER THAT City staff be directed to commence the 12 month action plan as outlined in the above-referenced report. BACKGROUND: In August 2014, Council approved recommendations that "staff be directed to revisit the mission and mandate of CITS," and "to coordinate the selection of a facilitator to lead the mission/mandate discussion." Revisiting the mandate for the building known as Centre in the Square (CITS) was suggested through a comprehensive operational review conducted in 2014 (the Webb report). Aligned with the City's strategy to support investment in cultural amenities, contribute to a healthy community and become recognized as an economic driver, the City mandate for Centre in the Square provides direction for future decisions. On March 9, 2015 a progress update was presented to Council. As a result, Council provided further direction to provide two City mandate options for consideration on March 30, as part of CAO-15-007 City Mandate for Centre in the Square Report and presentation. The City of Kitchener, with assistance of ArtsBuild Ontario and the consulting team it has led, has emphasized stakeholder and public consultation in the development of refreshed City mandate options for the building known as Centre in the Square. This mandate development process is intended to refresh the direction provided by provincial statute establishing the facility more than thirty years ago, when the community itself was instrumental in the realization of a dream for an internationally-renowned performing arts venue, the Centre in the Square. It is now known for its unparalleled acoustics, and is therefore a premier choice for ***This information is available in accessible formats upon request. *** Please call 519-741-2345 or TTY 1-866-969-9994 for assistance. 4 - 1 performance and recording by world renowned orchestras and artists. Centre in the Square is home to the nationally and internationally significant Kitchener-Waterloo Symphony (KWS). The building also contains the Kitchener Waterloo Art Gallery (KWAG), the oldest and largest public gallery in Waterloo Region. The Gallery emphasizes contemporary art, often premiering works by Canadian and international artists and boasts a 4,000-work permanent collection. KWAG plays an educational and cultural role in the community for adults, children and families alike. Designed by Rieder, Hymmen and Lobban, and opened in September 1980, the facility is owned by the City of Kitchener, and governed by a not-for-profit board of directors that direct operations. The City provides an annual operating grant of $1.4M, which represents 20 per cent of the yearly operating costs. Remaining funds are generated through earned revenue and generous donations by individuals and local businesses. The City also contributes approximately $0.5M per year for capital renewal. REPORT: Through review and consultation, this report recommends two balanced mandate options for Council to consider as they select one that best reflects the needs, interests and realities which define the Kitchener community with respect to Centre in the Square; and best aligns with the City's vision and strategies for economic and community development. This City mandate development process aims to answer the question "What does the community want Centre in the Square to do and be?" and therefore what Centre in the Square means to the community today after more than thirty years in existence. This process is also aligned with Webb report recommendations to `improve operations and establish more collaborative relationships among CITS, KWS and the City'. For this project, because transparency and participation were goals, multiple meetings with staff and board members of each organization in advance of the project kick-off were included. Led by ArtsBuild Ontario, the project began with a review of existing strategies and legislation related to Centre in the Square. This was followed by in-depth interviews and meetings with key stakeholders, board members and senior staff at Centre in the Square, and across all organizations and partners related to the use of the building. On November 27, 2014, stakeholders were brought together for a half-day workshop at the Kitchener Public Library meeting spaces, with more than sixty community leaders in attendance. Invitation and representation at the stakeholder workshop included staff leadership, board members and partners of Centre in the Square (CITS), Kitchener Waterloo Symphony (KWS) and Kitchener Waterloo Art Gallery (KWAG). Also in attendance were users of the space, renters, customers, subscribers, ticket-buyers, arts organizations, Kitchener Advisory Committees, as well as Kitchener Mayor and Council. Performing arts leaders, past and present, including Raffi Armenian, also attended the event. The session was facilitated to 4 - 2 establish themes to develop a City mandate for Centre in the Square, and to provide direction for the public consultation. On January 28, the public consultation began with an online survey developed from the themes of the stakeholder consultation and workshop, and was implemented over a three week period. It was supported by a robust media and outreach plan. Volunteers and staff used tablets and paper surveys to connect in person at multiple events and varying locations across the city facilities and community centres. Postcards and print surveys were also employed to ensure maximum availability throughout the survey period. Participation in the survey was unprecedented with approximately 8,000 completed surveys submitted by the closing date of February 18, 2015. The consultation process demonstrated that residents from Kitchener and beyond care passionately about Centre in the Square. Many respondents chose to write further emails and complete open-ended parts of the survey, resulting in more than 6,000 comments to express what Centre in the Square means to them. These results, together with careful expert review with leaders and stakeholders in Centre in the Square, have provided direction towards two balanced mandate options and their implications. Two mandate options are provided for consideration in the attached report, Appendix A. The mandate options share goals to provide cultural experiences within a civic facility with varying emphasis on representation and response to the expressed community desires. Implications of the options and a 12-month action plan are included to assist in Council's review and selection of the option that best aligns with the City's vision and strategies. ALIGNMENT WITH CITY OF KITCHENER STRATEGIC PLAN: Quality of Life: The decisions and consultation for this mandate project supports a "community that invests in...amenities such as...theatres." It also acknowledges that art and culture is an economic driver and central to a healthy community. It also contributes to community vitality by offering superb performing arts facility in the Centre in the Square, internationally recognized for its acoustic excellence and cultural expression in the community. It is a primary cultural asset for the City of Kitchener, a home for the renowned Kitchener Waterloo Art Gallery and the stage for the renowned Kitchener-Waterloo Symphony. Development: Creative people live in creative communities, and the Centre in the Square, as a pillar of the performing arts community with an international reputation, is an important economic contributor and a significant `magnet' for economic and community development. Kitchener Economic Development Strategy: Performing arts inspire, provide meaningful ways to bring people together, contribute to well-being, and help develop an innovative creative economy. The Kitchener Economic Development Strategy also outlines cultural vitality as a significant factor for innovation in a diverse creative local economy. 4 - 3 FINANCIAL IMPLICATIONS: The implications of the two mandate options proposed by ArtsBuild Ontario are outlined in the "Municipal Investment" section found in the Report on Mandate Options (Appendix A). Subsequent to Council approval of a mandate, City staff will work with representatives of Centre in the Square to develop a 2016 budget submission to implement Council's preferred mandate. It is anticipated that Centre in the Square will incur an operating deficit in 2015 as it transitions to a new operating model. Any deficit will be shared on a 50/50 basis between the Centre in the Square and the City of Kitchener in keeping with historic practice. COMMUNITY ENGAGEMENT: INFORM — This report has been posted to the City's website with the agenda in advance of the council / committee meeting. CONSULT — STAKEHOLDERS Throughout September and October staff met with Centre in the Square board and senior staff to discuss the mandate review in detail. In November 2014, with the assistance of ArtsBuild Ontario, a Stakeholder Workshop was held to obtain expert and stakeholder input. All staff, board members, renters and numerous community groups, related to the Centre in the Square were invited, including Kitchener-Waterloo Symphony, and Kitchener Waterloo Art Gallery. CONSULT — PUBLIC From the stakeholder session, themes emerged for consultation with the public. An online survey was created and posted with circulation through social media, mailing lists from Centre in the Square, its users and partners, including the Kitchener Waterloo Art Gallery and the Kitchener-Waterloo Symphony. The survey was promoted with media advisory, resulting in four interviews in print and radio, including a radio call-in program. Online surveys were complemented with print surveys, postcards distributed across the community. Additional interview surveys were conducted at various events including the Kitchener Auditorium events, The Kitchener Market and Centre in the Square locations. ACKNOWLEDGED BY: Dan Chapman, DCAO 4 - 4 , hp �� Vllu'u V(III(l 4(III(l Iplpl VIIIII 4(III pRRI 4(III(l I V(IIIV IIIIIII R IVIIQ U 4(IIIV VIQ'aNN i REPORT ON MANDATE OPTIONS Prepared for the t% City of Kitchener u ��I,i�V Illfu O�P Wq. March 30, 2015 FT "+ONTARIO 4 - 5 ARTS� [JT �� JTl\ F� | �� ] �� m� ��\~/� \| � /�\�\ � \~J Table of Contents Introduction........................................................................................................................................3 TheConsulting Team..........................................................................................................................3 Purposeof Project..............................................................................................................................4 Methodology......................................................................................................................................S Assumptions ---------------------------------------------S Background---------------------------------------------'6 Recommendations of the Webb Report.............................................................................................6 Mandate -----------------------------------------------6 Definition............................................................................................................................................6 Examplesof Mandates .......................................................................................................................7 TwoMandate Options........................................................................................................................O MANDATE OPTION A..........................................................................................................................9 MANDATE OPTION B ........................................................................................................................1U MandateImplications.......................................................................................................................11 Recommendations for Work to be Completed Over the Next 12 Months ......................................13 A Role for CoKin Facilitating CD3/ KVV3 Discussions Concerning Date Shifts-----------14 1ZMonth Action Plan.......................................................................................................................14 What VVeHeard: Stakeholder Workshop, November Z7, ZU14......................................................17 Purposeof the Workshop.................................................................................................................17 Process..............................................................................................................................................17 Summary of Workshop Themes .......................................................................................................17 Participants' Image of Kitchener and Mandate Options..................................................................1O Themes -----------------------------------------------19 Pride, Confidence......................................................................................................................19 Programming............................................................................................................................19 Marketing.-------------------------------------------ZU Partners--------------------------------------------21 Improve the Audience Experience............................................................................................Z1 Conclusion.........................................................................................................................................ZZ 1 | Page 4 — 6 ARTS� [JT �� JTl\ F� | �� ] �� m� ��\~/� \| � /�\�\ � \~J What VVeHeard: Public Consultation Survey,January ZO'February1O, ZU1S................................Z3 Purpose of the Public Consultation..................................................................................................Z3 Methodology....................................................................................................................................Z3 SurveyPromotion.....................................................................................................................Z3 MediaCoverage........................................................................................................................Z4 Organizational Participation and Distribution..........................................................................Z4 Paper and |n Person Surveys ....................................................................................................Z4 Key Message to Respondents---------------------------------ZS SurveyPlatform ........................................................................................................................Z6 Survey Responses, Completion Rate and Comments...............................................................Z6 Distribution of Responses.........................................................................................................Z6 Demographic profile of respondents--------------------------------ZO AgeBracket............................................................................................................................... O Gender......................................................................................................................................ZO Chi|drenLivingatHome------------------------------------ZO EmploymentStatus................................................................................................................... O Impacton Responses................................................................................................................ O SurveyQuestions..............................................................................................................................Z9 Interpretation ...................................................................................................................................Z9 Reporting to Council and the Community on Data Collected ..........................................................3Z Conclusion.........................................................................................................................................33 APPENDIX A: Project Oversight Team..............................................................................................34 APPENDIX B: Map of Kitchener Survey Responses..........................................................................3S APPENDIX C: Comparison of Kitchener Only Respondents to All Respondents..............................36 APPENDIX D: An Alternative Municipal Funding Approach to Ensure Nonprofit Access to Centre in theSquare.........................................................................................................................................37 Z1Page 4 — 7 AFTONTARIO lintiroductioin ArtsBuild Ontario is the only organization in Ontario dedicated to realizing long-term solutions for building, managing and financing the sustainable arts facilities needed in Ontario communities. ArtsBuild provides tools,training and resources that support the development and sustainable creative spaces such as theatres, galleries, concert halls and museums. ArtsBuild Ontario works with arts organizations, funders and consultants to understand the needs of arts organizations and their facilities. Our knowledge of the sector and these processes allows us to bring creativity and insight to the issues related to municipally owned arts facilities. For this project, ArtsBuild Ontario brought together a consulting team of highly respected practitioners. Our consulting team has demonstrated capabilities in arts consulting, culture programs and policies, and stakeholder and public consultations on many projects. Throughout the project,we were mindful of the overarching objective of supporting improved operations and more collaborative relationships among the City of Kitchener (CoK), the Centre In The Square (CITS), the Kitchener-Waterloo Symphony(KWS) and the Kitchener-Waterloo Art Gallery(KWAG). The project lead has been Adele Dobkowski, Executive Director of ArtsBuild Ontario and the Principal of Philanthropy Solutions Inc. The lead for the development of mandate options has been Richard Mortimer and the lead on the stakeholder and public consultations was Judy Wolfe, Partner with Consulting Matrix. Adele has worked in the fields of culture, health, education, environment and international development. She has particular expertise in strategic planning, financial management, capital projects, partnerships and collaborations, governance and revenue development. Richard's extensive experience includes policy development and analysis, theatre and nonprofit management, public consultation, research, granting and other program development and delivery, systems review/development, issues management, contract negotiation and risk management. Judy is a sought-after advisor who helps executives to identify and overcome the strategic issues inherent in planning and managing corporate change. She has helped leaders to find solutions to financial constraints, accountability challenges and change fatigue to achieve lasting results. 3 1 Pegs 4 - 8 AFTONTARIO uirIpose of Piroject On August 25, 2014 Council directed City of Kitchener staff to: Hire a consultant to review the existing mission and mandate for the CITS and develop revised or refreshed mandate for the CITS building. The City of Kitchener engaged ArtsBuild Ontario to fulfill this directive and to recommend a renewed mandate for the Centre in the Square--its most significant cultural asset--which draws on consultations with stakeholders and the broader community. The need for a clear mandate from the City arises out of the financial pressures faced by CITS and KWS, one of its resident organizations. Both organizations are at the heart of Kitchener's cultural infrastructure and both receive significant operating grants from the city. Over time,the City has increasingly become involved in the operating details of these organizations. One of the goals of this project is to re-establish the City's role as one of oversight and direction setting. CITS is struggling to achieve financial stability within the limits of its funding model and believes that one means to improve the situation is by altering its long-standing business relationship with KWS. Specifically, it seeks to move some KWS performance dates away from weekends and use those dates to present commercial offerings with higher potential to generate net revenues. KWS,which is experiencing equally challenging struggles to achieve financial stability within the limits of its current funding model, believes that moving long-standing dates may have a negative and unsustainable impact on ticket sales, particularly subscription ticket sales. The two parties have not been able to reach a resolution around this long-standing issue and it is believed that the City, as owner of CITS, should clearly indicate its expectations, in the form of a renewed mandate,with respect to the role CITS should play in the life of the community. It is hoped that this mandate would provide the direction needed to resolve this immediate issue as well as provide the guidance necessary to support the long-term evolution of CITS and the broader arts and culture community. In doing so, the City must recognize the potential impacts that may result on the parties and be prepared to address them. To achieve a renewed mandate, the ArtsBuild consultant team was tasked to: • Identify and review strategic alignments among CITS, CoK, KWS and KWAG • Design and implement a process to provide insight into stakeholder and public opinions about CITS • Develop CoK mandate options, and prepare a report for Council's consideration The project commenced on October 23, 2014. The consultants established and maintained clear and regular lines of communication with the CoK and met regularly with the Project Oversight Team, whose membership is described in Appendix A. 41 Page 4 - 9 AFTONTARIO We would like to take this opportunity to thank all who participated. Most importantly,we thank the CoK Oversight Team members, and staff and leadership from CITS, KWS and KWAG for all of the guidance and information they have provided to inform this project. Methodology The project unfolded in these four phases: • Background research and meetings to understand strategic alignments among CITS, CoK, KWS and KWAG • Stakeholder Workshop and Public Consultation • Development of CoK Mandate Options • Submission of Final Report In undertaking this assignment, the consultants used a variety of research techniques to gather quantitative and qualitative information, including consultations, surveys and interviews. The consultants applied rigorous analytical techniques to the data to ensure reliable results. In this report,we provide two options with analysis and high-level implications for each. We also present a 12-month action plan to achieve progress among CoK, CITS, KWS and KWAG on their most pressing issues. Following this, we provide detailed descriptions of the stakeholder and public consultations that we conducted. In Appendix D,we have included a thought piece for future consideration on a different approach to municipal funding in relation to helping arts organizations better afford needed venues. Assumptions In undertaking their analysis, the consultants have assumed that: • Culture remains a key component in the City's economic development and tourism strategies • There will be continued municipal investment in major cultural organizations • Centre in the Square remains a key component of municipal infrastructure • Kitchener-Waterloo Art Gallery remains in the Centre 5 1 Pegs 4 - 10 AFTONTARIO Background Webb Management Services Incorporated was retained by the CoK in 2014 to review the operations of CITS and KWS, as well as the relationship between the two organizations and with the CoK, and then to advise the CoK, CITS and KWS on strategies for improved operations and more collaborative relationships. The Webb Report was presented to Council on August 25, 2014. It describes the history, context and recent challenges faced by the organizations. For those wishing to be reminded of this background,the consultants recommend reviewing the Webb report, along with the Management Response summarizing reaction to the report from CITS, KWS and the City. This project flows directly from the recommendations of the Webb report,which identified the issues and challenges that resulted from a founding mandate that is too broad to provide meaningful directional guidance to CITS. The consultants did not undertake any independent research or analysis with respect to background. Recoiir niir neiir ida"tioiir is of the Webb IIP ur.t The Webb report presented general recommendations relating to all of the involved organizations and specific recommendations for CITS and KWS. CITS, KWS and CoK each prepared a management response to the recommendations. The summary of these responses prepared by CoK staff for Council stated that: 'All three organizations agree that there are three top priority recommendations which must be addressed first before the others are even considered.This is because the outcomes of these three recommendations may end up changing or impacting the others.They include: • Revisiting the mission and mandate for the CITS • Facilitated discussions between all three organizations • Identification and planning of physical improvements to CITS' indat 6iii i iii°viii iir In the case of the City of Kitchener as owner of CITS, a mandate is best understood to mean an instruction, directive or charge given to the Board of the Centre with respect to the role the Centre shall play in the life of the community. It is a foundational document upon which all other planning and operational activities may be based. It provides high-level guidance, rather than specific direction, with respect to operational issues and decision-making, ensuring that the arm's-length relationship between the city and CITS is maintained. 61 P a g 4 - 11 AFTONTARIO A mandate should: • Reflect the City's long-term vision and strategies for economic and community development • Provide sufficient direction so that CITS management can undertake all subsequent strategic and operational planning • Not be prescriptive with respect to operational matters • Allow CITS management the freedom necessary to interpret the mandate for its business purposes while holding it accountable for achieving the intent of the mandate 0 a iin IP e s of Maindates There are few similar examples of such Mandate statements. When they occur,they are often associated with the creation of a facility. They are typically brief and very high-level. • National Arts Centre founding mandate was 'to operate and maintain the Centre, to develop the performing arts in the National Capital region, and to assist the Canada Council in the development of the performing arts elsewhere in Canada'. • Sony Centre for the Performing Arts, owned by the City of Toronto describes 'the promotion, production or presentation of the performing arts'. • Centre for the Arts, Brock University mandate is 'to present, promote and nurture new and emerging artists in addition to presenting world class established artists in all genres'. More frequently,the 'intent' behind a civic performing arts centre is expressed by a mission or vision typically developed by the board of the facility itself. • Rose Theatre in Brampton 'is dedicated to presenting quality entertainment to the city's diverse audience, providing the local performing arts community with a venue for excellence in the performing arts, and preserving a Brampton heritage of live performance that dates back to 1922 and includes four active theatres. The Rose will allow local arts organizations like the Brampton Symphony to perform in a venue that will also house exclusive Canadian and international talent'. • Centre in the Square maintains a Vision Statement ('A Centre in The Square experience for all')and a Mission Statement('Creating memorable experiences')that were first adopted in 2001. As well, it identified an Overall Strategic Plan Goal ('to be recognized as one of Canada's great performing arts centres') as part of their Strategic Plan 2013-16. However, the reference document that comes closest to a Mandate statement deriving from government is probably the founding provincial statute for CITS dating from 1981. It authorizes the creation of an organization 'to provide theatrical facilities and services of every kind within the City of Kitchener for amusement, entertainment and exhibitions; receptions, meetings, and displays; education and cultural activities; and the performing arts, including dramatic, theatrical, musical and artistic works' as well as to promote these activities and publish related materials. 7 1 Pegs 4 - 12 AFTONTARIO Such statute language is, of necessity,very broadly inclusive and provides no real direction with respect to narrowing the focus of a Mandate. Two Ciindate Qptioiiis A range of options has been considered, based on a continuum balancing between commercial activity with a profit focus and nonprofit activity with a community-benefit focus. The task is to find the most appropriate balance between commercial and community benefit which best reflects the needs, interests and realities which define the Kitchener community and aligns with the City's vision and strategies for economic and community development. The most 'commercial' end of the continuum describes a Centre which is driven by the 'bottom line'—priority given to rentals and partnerships with commercial presenters,with nonprofit community-based users expected to pay commercial rental rates or offered dates which remain after commercial usage is maximized. This model suggests the potential for a municipal investment that remains static, although the potential for financial variance can remain high when at-risk programming decisions may fail to generate sufficient box office revenue. The most 'community benefit' end of the continuum imagines a community cultural hub where priority is given to community-originated cultural expressions of all kinds—a heavily used facility which hosts and actively programs a wide range of nonprofit activities. Commercial entertainment offerings may be considered secondary. This model suggests the potential for a municipal investment that is greater than the status quo, although with reduced risk of financial variance due to at-risk programming. After initial analysis and extensive consultations, options at those extreme ends of the continuum were eliminated as being too exclusively focused on one category of performance (commercial entertainment vs. nonprofit culture)and lacking broad public appeal. Two options remained which fall in the mid-range of the continuum. Both options describe a Centre that may present performances originating from both the commercial entertainment world and the regional nonprofit arts and culture community. However, one is balanced in favour of commercial entertainment with an aim of maximizing profit and one is balanced in favour of community development with an aim of maximizing the Centre's involvement in the local arts and culture community. Both assume the continued presence of the Kitchener-Waterloo Art Gallery within the facility. Both allow for continued occupancy by the Kitchener-Waterloo Symphony Orchestra, although the terms of that occupancy may be more challenging for the Symphony in the commercial option. Both require CITS to operate in a fiscally responsible manner. 81 P a g 4 - 13 AFTONTARIO The principal difference lies in the extent to which CITS serves as a home for artists and culture organizations resident in the community and the degree to which it partners with other community organizations in developing new programming. III III I III I�I� i phi III I� 9 Page 4 - 14 AFTONTARIO III of iii f . � III ill 10 P 4 - 15 AFTONTARIO Maindate limplicatioins III III III � VIII III Governance and Opportunity for better defined Opportunity for better defined Board membership Board terms of reference describing Board terms of reference describing membership criteria/ roles/ membership criteria/ roles/ responsibilities for council responsibilities for council representatives, inclusive of Mayor representatives, inclusive of Mayor and Council and Council Opportunity to develop new terms Opportunity to develop new terms of reference for other Board of reference for other Board positions positions Opportunity to review legitimacy Opportunity to review legitimacy and purpose of KWS/ KWAG cross- and purpose of KWS/ KWAG cross- appointments to CITS Board appointments to CITS Board Potential to increase community representation on Board ............... ............................................................................................................................................................................................................................................. Management model Four options from Webb report Third-party commercial operator could be viable: management by option likely less viable independent nonprofit, by third party commercial operator, by the City, or an improved status quo Relationships ..................................................................................................................................................................................................................................................... with the City of Mandate provides greater clarity Mandate provides greater clarity Kitchener with respect to City's expectations with respect to City's expectations and reduced likelihood of and reduced likelihood of involvement in operational issues involvement in operational issues ............... ............................................................................................................................................................................................................................................. with KWS Landlord/tenant relationship Founding partners/resident organization Some potential for conflict with CoK Reduced potential for conflict with being called upon to moderate CoK being called upon to moderate disputes disputes Greater number of negotiated date Moderate number of negotiated shifts and rate changes facilitated by date shifts and rate changes CoK—danger of financial harm facilitated by CoK— reduced danger (unless risk is mitigated by CoK of financial harm (unless risk is and/or CITS) mitigated by CoK and/or CITS) 11 Page 4 - 16 AFTONTARIO ............... ............................................................................................................................................................................................................................................. Joint programming Mutually supportive promotion/ marketing/education ............... ............................................................................................................................................................................................................................................. with KWAG Landlord/tenant relationship Founding Partners/resident organization Occupancy terms set by CITS require Mutually determined occupancy less negotiation terms require more negotiation Some potential for conflict with CoK Reduced potential for conflict with being called upon to moderate CoK being called upon to moderate disputes disputes Some potential for financial or other Reduced potential for financial or harm to KWAG from unilateral other harm to KWAG change in terms/conditions Joint programming Mutually supportive promotion/ marketing/education with other community Potential for alienation is greater Potential for joint programming/ organizations marketing/ promotion is enhanced Proactive outreach with other Opportunity to explore joint Opportunity to explore joint municipalities marketing/tourism initiatives marketing/tourism initiatives Potential to explore new funding relationships as community outreach and partnerships grow CITS Operations Human resource Close to status quo Need to refocus some human requirements resources on community outreach/ joint programming/marketing/ audience development Self-generated Net earned revenues remain static Net earned revenues remain static revenues with some potential to increase with some potential to decline Potential opportunities to increase Potential opportunities to increase sponsorships donations/sponsorships 121 Page 4 - 17 AFTONTARIO Municipal investment ............... ............................................................................................................................................................................................................................................. Operating Potential to increase, estimated by Potential to increase, estimated by CoK in consultation with CITS in the CoK in consultation with CITS in the range of$300K to$400K range of$400K to$600K Some risk of unanticipated losses Some risk of unanticipated losses due to 'risky' programming due to 'risky' programming ............... ............................................................................................................................................................................................................................................. Capital New agreement on shared New agreement on shared responsibilities with CoK responsibilities with CoK Potential venue modifications to Potential venue modifications to enhance commercial viability enhance commercial viability and community use Backlog of capital works estimated Backlog of capital works estimated by CITS at$7 M with additional by CITS at$7 M with additional funding required in the future for funding required in the future for upgrades and facilities renewal upgrades and facilities renewal Potential to defray costs through Potential to defray costs through grant funding grant funding Ftecormirneindatioins for Work to be m 111 Over the Next 12 Moinths Once Council determines its renewed mandate for Centre In The Square, we recommend a set of deliverables and their associated timelines be confirmed by all parties in order to make significant progress on the most pressing issues. We recommend an iterative approach be used, where the learning from each previous step is applied to update the subsequent steps, so that learning and growth through the process is captured. Once these issues are resolved, creative energy can be applied by all to work towards the shared goal of a vibrant performing arts centre that promotes the civic goals articulated by the City of Kitchener in terms of the quality of life of its residents and the community and economic development needed to maintain Kitchener at the forefront of Canadian communities. The key issues to be addressed: • Resolve resource issues among key organizations • Confirm operating and capital investment by City • Confirm CITS' reporting/advising/communication relationships with CoK • Determine best board structure • Confirm respective roles and responsibilities of Board and staff leadership • Assess management options for CITS and make recommendation to Council 131 Page 4 - 18 AFTONTARIO Our proposed approach envisions an active role for CoK staff in the coming year's work. The City may choose to retain consultant assistance in the process, but we do not see the need for the senior-level facilitator recommended in the Webb report. We foir CdK iiiii i F ii it athii T S / KWS Q i1 S u ss i1 unS Coinceiriiiiing Date Shifts CITS contends that access to some of the weekend dates currently held by KWS would allow them to book successful commercial presentations, significantly improving the Centre's financial performance. KWS believes that shifting any weekend performances to other dates would negatively impact their financial performance and alienate subscribers. The City, as owner/funder of CITS and major supporter of KWS with a vested interest in the health of both organizations, could consider a role as impartial broker in achieving an agreement. Solutions could include a date shift 'trial period'to test viability with limited transition or bridging support offered by the City as a means to contain any potential financial damage to KWS. Convene Steering Committee Terms of Reference and meeting schedule Within one month to implement the action plan completed. Membership to include the senior staff of CITS, KWS and KWAG, and designated CoK staff ............... ........................................................................................................................................................................................................................................ Confirm the resources required to deliver One month the action plan, including a skilled consultant to assist as facilitator ............... ........................................................................................................................................................................................................................................ Resolve resource issues Agree on the programming calendar for Immediate concern, among key organizations KWS at CITS for 2016/17, confirming to be resolved specific dates to be shifted and confirm within one month how CoK, CITS and KWS will support associated transition costs ............... ........................................................................................................................................................................................................................................ Develop the transition plan and pro-forma Three to six months business plans and budgets for 2016/17, including detail of costs associated with the calendar shifts 141 Page 4 - 19 AFTONTARIO ............... ........................................................................................................................................................................................................................................ Develop a rental fee schedule and multi- Three to six months year plan to implement it beyond 2016/17 that addresses the financial needs of both CITS and KWS ............... ........................................................................................................................................................................................................................................ Prepare budget submission for 2016/17 Six months that reflects the transition plan agreed upon by CITS, KWS and CoK ......................................................................................................................................................................................................................................................................................................................................................................................................................................................................................... Develop a new Memorandum of Six months Understanding (MOU) between CITS and KWS to fully describe the relationship, including agreed-upon terms and mutual responsibilities for annual calendar, rental rates, ticketing and other matters ......................................................................................................................................................................................................................................................................................................................................................................................................................................................................................... Develop a new MOU between CITS and Six months KWAG to fully describe the relationship, including agreed-upon terms of occupancy, including respective responsibilities for maintenance and upkeep ......................................................................................................................................................................................................................................................................................................................................................................................................................................................................................... Confirm capital investment by Confirm capital needs to bring CITS and Five months-work City KWAG to a state of good repair is already underway ......................................................................................................................................................................................................................................................................................................................................................................................................................................................................................... Develop a formal agreement to clarify and Six months govern the responsibilities of CoK, CITS and KWAG for capital projects ......................................................................................................................................................................................................................................................................................................................................................................................................................................................................................... Confirm investment by CoK in Six months immediately-needed capital repairs for CITS and KWAG ......................................................................................................................................................................................................................................................................................................................................................................................................................................................................................... Confirm investment by CITS and KWAG in Six months immediately-needed capital repairs ......................................................................................................................................................................................................................................................................................................................................................................................................................................................................................... Develop mutually agreed upon annual Eight months plan for completing and tracking capital projects 151 Page 4 - 20 AFTONTARIO ............... ........................................................................................................................................................................................................................................ Develop a plan for a shared approach to 12 months renewing CITS, including the visioning process for the renewed facility ......................................................................................................................................................................................................................................................................................................................................................................................................................................................................................... Confirm CITS' reporting/ CoK and CITS agree on a revised Six months advising/communication/ reporting/advising/communication/ liaison relationships with CoK liaison format and schedule that involves the Divisions of Economic Development, Arts and Culture, Enterprise, Facilities and Financial Planning Develop clear terms to govern the annual Six months grant process for CITS ......................................................................................................................................................................................................................................................................................................................................................................................................................................................................................... Determine best board Determine Council representation on the Three months or structure for CITS CITS Board less ......................................................................................................................................................................................................................................................................................................................................................................................................................................................................................... Develop Terms of Reference for role of Six months Mayor and Councillors on CITS board, clarifying that their role is governance and not operations ......................................................................................................................................................................................................................................................................................................................................................................................................................................................................................... Clarify status and role of KWS/KWAG Six months cross-appointments and develop Terms of Reference and Board Recruitment Matrix for all other Board positions ......................................................................................................................................................................................................................................................................................................................................................................................................................................................................................... Confirm respective roles and Develop description of Board and staff Three months responsibilities of Board and responsibilities for communication with staff leadership CoK and key partners/users ......................................................................................................................................................................................................................................................................................................................................................................................................................................................................................... Assess management options CoK and CITS to work cooperatively to 12 months for CITS assess the governance/ management models identified by Webb, as well as others, keeping in mind potential impact on KWS and KWAG, in order to make a recommendation to Council 161 Page 4 - 21 AFTONTARIO What hear w Stakeholder Workshollp, Novembeir 27, 2014 Puir�pose of the Woirkshqp • To understand how CITS contributes to Kitchener's brand and aspirations • To consider and expand the range of options for a mandate for CITS • To provide stakeholder input into the development of Kitchener's mandate for CITS • To conduct the process in a transparent manner that builds trust III" ss • Worked with CoK and the three organizations to develop a comprehensive invitation list • CoK issued invitations to 219 individual leaders in the arts, business, academic and community domains in Kitchener ■ 69 participants accepted the invitation,with 51 attending • Observer invitations were sent to 30 staff and elected officials from the cities of Kitchener and Waterloo and the Region ■ Approximately 10 attended as observers for all or part of the workshop • CoK staff acted as table leaders and facilitated and documented each conversation • The agenda followed the general line of: • what participants appreciate about Centre in the Square • what kind of City participants want Kitchener to be • how a revitalized CITS would contribute to Kitchener • Two presentations were provided to participants: the first on three of Kitchener's 'cultural jewels'—KWS, KWAG and CITS;the second on ways of thinking about the mandate that the City will give to CITS • The consultants presented a range of mandate options, described as 'examples only' and encouraged participants to think beyond those examples. Participants regrouped in tables focussed on the option they preferred or at a table focussed on a discussion of alternate approaches to those provided by the examples • Since CITS leadership was not able to attend, a special session was held with the CITS Executive Committee on December 5, 2014 The conversations were rich, engaged and on the whole positive and forward-looking. Even those that seemed to be divergent were often interested in the same things, though coming at them from distinct perspectives. For example, at first blush the 'business' and 'artistic' perspectives were different. However,thematically they were often quite aligned. 171 Page 4 - 22 AFTONTARIO The following are the key themes we heard articulated. 1. Pride in being/establishing something special, that has a competitive advantage, and the business and marketing plans to make it happen 2. Importance of the Civic District and the density it will provide 3. Need for artistic leadership and vision for CITS 4. Need for an overall and integrated Regional cultural vision and plan 5. Importance of audience development, especially youth-based 6. Serving the community throughout the day and week, offering before and after performance activities 1:)a iiirfiiii d III a hints' Iiinriiage of III iit hC iii C iiir aind Maindate Qptioiils The conversation at every table and for every topic was lively. During the first topic of conversation—describe an exceptional experience at Centre in the Square—we heard many superlatives about the hall, about the programming, about the experience.We did not document these; the purpose was to get the participants talking about CITS in a positive manner.This objective was achieved. During the second conversation,we asked participants to find ten words that describe Kitchener as they would like it to be. (Some included words that describe Kitchener as they believe it to be now.)The seven most popular words used to describe Kitchener(by number of tables where they appeared as part of the consensus) are shown in the chart below. As with every discussion Lively cultural scene 7 during the workshop, though, there was a very broad range ...................................................................................................................................................... of opinion. Another 40 words were selected once or twice Community 5 among the eight groups. We note that Community and Innovation 5 Affordable ranked very highly. In response to the five example mandate options Affordable 5 presented, four tables discussed the community-focused Diversity 4 end of the spectrum, while only one person addressed either of the two options at the commercial end. A full 40% Opportunity 3 chose not to stick with the five options offered and instead Dynamic 3 focused on a variety of other issues, including the need for- -and opportunities presented by--a strong artistic vision. The most in-depth discussions occurred around the question of mandate options for CITS.The reports from the tables provided very interesting input, although they rarely covered the full diversity of opinions expressed. Some of the facilitation notes were explicit about the passion that was expressed that participants did not want to see recorded or reported. The next section summarizes the themes of the overall conversation. 181 Page 4 - 23 AFTONTARIO heiii s iC)ridc, Confidence There was broad agreement that CITS needs a bold vision, a strong brand identity and must become a destination. . mm III � � � � �. � m . . � •: � • � � � � . � � m m III � � • � � III .„ � � � � � � � . . mm � . . . I.., rograrrc rrc 'iorsg We asked participants to visualize what would be happening at CITS in their ideal scenario. VIII III . The different groups had different VIII perspectives on what the programming should be, but there IIIIII IIII were three distinct themes: IIIIII • deliver real-time experiences IIII • offer diverse program . „m • strive for highest quality 19 Pagc 4 - 24 AFTONTARIO Deliver Reel-Tivie Experiences Participants want to enrich their experience with an understanding of how the magic of a performance is created. They are attracted III to spaces that give a sense of creative energy and activity. Illlilliilllll .mm II IIIIIII . I • � �°� �""''tllllllllllllllll Illii� dl i�il .illluu VIII . . . . . . m III m Offer Diverse Prograniniing III Ipll uuiiiiiiiiiii uuuuuuuiiiiiipii (IIIIIII IIIIIIIIIIII�IIII p uu iiiiUII�IIIUIIII�I!li There was broad agreement that plllf ��IIII III uuuili iu��i��uuuuu fu�iuuuuBuu uuililuidilui uuuuiuuuuuuuuuuuuuuuuuuui s IIII sustainability can only be achieved by offering a variety of programming. Quality IIIIIII III III (IIII III Whatever the programming is, IIIIIII it has to be high quality. III m aoimlll<ct'iorg III II . There were several calls for more research on the audience to determine who the III III III audience is and understand III m what they want to see in order m to better match the m 11 � . „ � „„ • „„ � m � „ �. „„ � IIIIIII programming and the price IIII III m . with the target audiences. III III oil There was a variety of III suggestions about who the target audience should be.We 20 1 P a g e 4 - 25 AFTONTARIO heard as well that participants are concerned that young people leave Kitchener on the weekend rather than finding enough to do at home. i)artor"mers As expected, there was a wide divergence of opinion about the role to be played in CITS by existing users and other partners. E-M- i i *Encourage arts and *Support existing *Provide tiered rental *Foster innovative culture to be market- users costs based on collaboration focused and •KWS must remain group's ability to pay *Find a model for profitable priority#1 to improve financial 'transformative *Bring in local •KWS—guaranteed accessibility. collaboration' entrepreneurs and dates/availability— invite them to find community solutions culture/weekly *Encourage other performances venues to step in *Showcase cultural where/if CITS assets in our reduces its community availability to the nonprofit arts community lois°wllcr000 the Audience I,I"Xperi Ienco iosf New RevenueSources Many people offered suggestions for expanding the kinds of activities at CITS III � III III III . . III III � � � III. m � • - � � � � � � III � � .„ . III• � � � � � � � � � 21 Page 4 - 26 AFTONTARIO Expand the Civic District Many also made suggestions to intensify the audience experience in the immediate vicinity as the Civic District is developed. Participants also see the Civic District as a catalyst for further creative development. 0111'1du sIllttlll't The community, as represented by the participants in the Workshop, feel a strong attachment to CITS.They are concerned by a perceived lack of vision, strong management, and support from other jurisdictions that yield disappointing financial results, however, they believe that with strong leadership, clear vision and adequate support, CITS will continue to contribute to the cultural and social vitality of Kitchener and beyond. 22 1 P a g e 4 - 27 AFTONTARIO What I,,,,l it w Public Coinsulltatioin Survey, J in u it 8-F:, Il iiru Ir "m„ e 2015 PuirIpose of°the b iii oiinsu[tatiii iir Before committing to a new mandate for CITS, the City of Kitchener wants to ensure that the public has been widely consulted. As described in the previous section,the ArtsBuild Ontario consulting team conducted a Stakeholder Workshop,with a total of 61 people involved as participants or observers on November 27, 2014,to learn about stakeholders' opinions and key issues. The Stakeholder Workshop themes informed the development of a survey that was made available to Kitchener residents as well as those identified through the three stakeholder organizations' mailing lists. To assist in the development of a CoK mandate for CITS, the survey was designed to be widely distributed and to obtain high level input to these questions about how the community experiences CITS: • Why people do/do not go to CITS • What they would like to see there • Who they think should be the target audience for CITS • What would make their visit better Methoddogy Survey Ii)rorrwt'ion • A link was placed on www.Kitchener.ca for the duration of the survey • 5,000 promotional post cards were created and distributed within cities of Kitchener and Waterloo at the following locations: • Kitchener Community Centres and arenas • Conrad Centre • KWAG • CITS • Kitchener BIA • The Aud—during Rangers Game and Harlem Globetrotters performance • Waterloo Libraries, Arenas and Community Centres • Button Factory (Waterloo) • Canadian Clay and Glass Gallery (Waterloo) • Perimeter Institute (Waterloo) • University of Waterloo • Social media was used to boost distribution. o Tweets promoting the survey were sent out from the City of Kitchener on the following dates: 23hPage 4 - 28 AFTONTARIO • Jan 29, 31, Feb 4, 6, 8, 12, 14, 16, 18 • CITS, KWS and KWAG e-mailed the survey link to their followers • The survey link was also publicized at the public events described on pp. 22-3 • Paper copies of the survey were made available at Kitchener community centres Media Coverage Media was very active in picking up on the survey and we received coverage through several interviews. A media release sent on January 28 resulted in the following media coverage: • CBC Radio and 570 News Radio interviews • 570 News call-in talk show • The Record rganizat'ioor4ll IIC)art'ic'ill at'ion and III')istoim'illbut'ion Centre In The Square supported the survey as follows: • CITS provided 3 staff to conduct in-person surveys on the nights of Feb 5/6/7—reaching almost 100 attendees • CITS kept the promotional postcards on site • CITS sent out eBlasts on the following dates: • January 28: 39,687 emailed, 4,311 people clicked thru to the survey • February 16: 35,263 emailed, 1,876 people clicked thru to the survey • February 3 (e-news): 8,127 emailed, 27 people clicked thru • The survey was tagged on CITS Twitter(9,041 followers and Facebook(6,161 likes) Kitchener-Waterloo Art Gallery supported the survey as follows: • KWAG sent an eBlast to their membership of 208 twice • KWAG kept the promotional postcards on site Kitchener-Waterloo Symphony supported the roll out and promotion of the survey in the following ways: • KWS sent an eBlast on January 29 to 5,494; 1,578 unique opens and 569 unique clicks • KWS tweeted about the survey on Feb 11 to 5,200 followers • KWS posted about the survey on Facebook on Feb 16 to 2,941 followers i)all er and Ihi III')erson Surveys Feb 5 (Jim Jefferies), Feb 6 (Shaping Sound), Feb 7 (Foreigner)—CITS: • Two to three tablets used by CITS staff, averaged 6-8 surveys per tablet per night 0 75 online surveys completed o 12 paper surveys were completed. 241 Page 4 - 29 AFTONTARIO Feb 12/13 -The Aud (Harlem Globetrotters and Rangers games) • One tablet used by three volunteers (including City staff); postcards were distributed • Attendees surveyed prior to the game o Approximately 33 online surveys completed 0 20 paper surveys completed Feb 14—The Market • Three tablets used by three volunteers (including City staff); postcards were distributed o Unsure of the number of online surveys entered—they were there for about 4 hours in the morning. If they averaged 10 per hour for 4 hours with 3 tablets) 120 online surveys completed 0 53 paper surveys were completed. Kitchener Community Centres • Paper surveys distributed to all Kitchener community centres Key I ossago to Respondents The key message given to all recipients of the survey was: The City of Kitchener would like your opinion on the future development of the Centre In The Square, an important community resource that is celebrating its 35`"anniversary this year. People in our community often tell us that they believe that arts and culture are important for Kitchener to remain a well-rounded, innovative, creative community, able to attract the people and investments that are key to our successful future. The introduction to the survey reiterated the message: The Centre In The Square is an internationally-renowned performing arts venue recognized for unparalleled acoustics. It has attracted performances, artists and orchestras from all over the world, and is home to the Kitchener-Waterloo Symphony and Kitchener-Waterloo Art Gallery. More than 30 years ago, our community was instrumental in the creation of the Centre In The Square. Today, we are asking you to share with us what the Centre means to you and what you want to see there in the future. Your input today will help inform the future vision for the Centre In The Square. 251 Page 4 - 30 AFTONTARIO Survey Il)Iatfoorr SurveyMonkey, a commonly used online survey platform,was used to deliver the survey.The number of questions was limited to facilitate completion. Respondents were given multiple opportunities to comment or expand on the options provided in the questions. Survey I Responses, Coil °g3il lotion Illfato and Coon°rii °milts The three stakeholder organizations—CITS, KWS and KWAG—e-mailed the survey link to their followers.The survey link was also publicized on the CoK website and distributed via postcards and in-person at public events. 11% CITS 39,687 4,311 10.9% ................................ Reminder email 1 sent to 35,263 1,876 4.7% ................................ Reminder email 2 sent to 8,127* 27 0.3% ................................ Total CITS 39,687 6,214 15.9% ................................ KWS 5,494 569 10.4% ................................ KWAG 208 n/a n/a TOTAL 88,779 *This group is a mix of those that were included in the original mail out to 39,687 and those that were not Number who started the survey: 8,399 Number who completed the survey(i.e. answered the final question) 7,755 Completion rate =92.3% Total number of additional comments to questions that asked for respondent comments: 6,184 This is a very high response rate for a voluntary survey, and a very high completion rate. II: 'istiim'illbut'ioil of Illfosil oilsos Based on the first three digits of the respondents' postal codes, we have been able to largely determine their home municipality. In very few cases outside of the three municipalities, the three digits are not sufficient to determine exact locations and these were counted as outside the region. 3,402 (43.87%)were from Kitchener. Appendix B contains a map showing the survey distribution in Kitchener. This shows participation and interest in CITS is almost evenly distributed across Kitchener wards. 261 Page 4 - 31 AFTONTARIO An additional 453 (5.84%)were from an area that could be in Kitchener or Waterloo. 1,070 (13.80%)were from Waterloo and 466(6.01%)were from Cambridge. The remainder was from the various townships and areas outside of the Region. Only 122 provided invalid postal codes. OUTSIDE REGION 1,06I��4 13.72% REGION 0 Cambridge 466 6.01/ 0 Kitchener 3,402 43.87/ 0 Kitchener/Waterloo 453 5.84/ 0 Waterloo 1,070 13.80/ 0 North Dumphries 119 1.53/ 0 Waterloo/Woolwich 352 4.54/ 0 Wellesley 27 0.35/ 0 Wilmot 181 2.33/ 0 Wilmot, Wellesley, Woolwich & North Dumfries 390 5.03/ 0 Woolwich 109 1.41/ 0 TOTAL WITHIN THE REGION 6.569 84.71/ 0 NON-VALID POSTAL CODES 122 1.57/ 0 GRAND TOTAL 7,755 100.00/ The survey responses were very consistent across respondent locations. Appendix C shows the range of variations+/-3% between Kitchener Only Respondents and All Respondents The following chart provides a context for the distribution of survey responses in relation to that of CITS audiences El I Kitchener 33% ............... ........................................................................................................................................................................................................... Waterloo 18% ............... ........................................................................................................................................................................................................... Cambridge 9% ............... ........................................................................................................................................................................................................... Guelph 6% ............... ........................................................................................................................................................................................................... GTA 9 Other(Kincardine, Owen Sound, etc.) 25% 271 Page 4 - 32 AFTONTARIO Deiinogira phic IIP iiiro ffl of ures poiiideiiits Age III3raclll<ot About 80%of respondents were of working age: 13%were 25-34, 28%were 35—49 and 39% were 50-64. Of the remainder, most were older(16%were over 65). Gender Women 63% Men 37% About 30 individuals answered 'other' As women are about 51%of the general population,they are over-represented among respondents to the survey, and men are under-represented. CIIh llldoi en IIIi iv'ing at III°°iorrw Over 60%of respondents do not have children living at home. of °ilclllo oic°oort Status (numbers do not add up to 100%due to rounding) Employed full-time 63% Employed part-time 12% Student 4% Retired 23% The profile is close to that of the City of Kitchener: the participation rate—those employed and looking for work—is 70%; employment is 66% (From Fast Facts about Kitchener). Retired people are over-represented in the survey, as only about 12% of the population is estimated to be of retirement age. (Wikipedia) Over 400 people chose to add a comment in response to this question.They identified as business owners, unemployed, self-employed, homemakers, or on disability support.There are also many comments about the survey in general in this category. lloirg3act on IlC Responses Survey responses did not vary significantly by demographics except in Question 6(types of programming you would like to see). Women were more likely than men to prefer programmes that are affordable to a wide audience, and touring programs featuring well-known artists. 281 Page 4 - 33 AFTONTARIO IIIIIIIIIIII VIII VIII VIII VIII III II � III III � '` � ' III III IIIIIIII IIIIIIII II�II When was the last time you attended a performance at Centre In 8,381 18 The Square? ............... ................................................................................................................................................................................................................ We are interested in knowing why you haven't been to Centre In 71 8,328 The Square. (Note:This was offered only to people who said they had never been to CITS) ............... ................................................................................................................................................................................................................ Why do you attend performances at the Centre In The Square? 8,085 314 ............... ................................................................................................................................................................................................................ Which of the following would you like to see at Centre In The 8,125 274 Square? ............... ................................................................................................................................................................................................................ Who should Centre In The Square target with its programming? 7,586 813 ............... ................................................................................................................................................................................................................ There are many types of programming offered at Centre In The 7,952 447 Square. For each category, please rate its priority to you ............... ................................................................................................................................................................................................................ Is there anything else that you would like to see presented at 6,496 Centre In The Square? ............... ................................................................................................................................................................................................................ Is the diversity of Kitchener-Waterloo well represented at Centre In 7,815 544 The Square? ............... ................................................................................................................................................................................................................ First three digits of your postal code 7,753 646 ............... ................................................................................................................................................................................................................ Your age bracket 7,931 468 ...................................................................................................................................................................................................................................... Yourgender 7,882 517 ............... ................................................................................................................................................................................................................ Do you have children living at home? 7,884 515 Your Employment Status 7,596 803 Q. When was the last time you attended a performance at Centre In The Square? The respondents were, in large part, people who are regular users of Centre in the Square. Altogether, 85% reported that they had visited Centre in the Square within the last year: 22% in the last month and nearly half(47%) in the last six months. Q. We asked the few respondents who had not visited Centre in the Square why they had not. A few people had not heard of the Centre (because they were new to the City); a few said it was too expensive and a few more said there was nothing on of interest to them.The total number of 291 Page 4 - 34 AFTONTARIO respondents to this question is very low. (We can assume that most people who have not been to anything at CITS did not respond to the survey.) Q. Why do you attend performances at the Centre In The Square? III II � III III IIII II�II 111111 IIIIIIII IIIIIIII 111111 IIIIIIIIVIII II 1111111 ��IIIIII III III gill 111111 III�IIIIIIII III�III I II II�II IIIIIIIII � �II �II IIIIIIIIIIIII Programmes that I am interested in attending 6,715 83.06% Special night out 4,488 55.51% ............... .................................................................................................................................................................................................................................. Close to my home and don't need to travel out of town 4,231 52.33% ............... .................................................................................................................................................................................................................................. The special shared experience live performances provide 3,487 43.13% ............... .................................................................................................................................................................................................................................. Good value 2,462 30.45% ........................................................................................................................................................................................................................................................... Opportunity to build special memories 2,087 25.81% Regular subscriber to performances at Centre In The Square 1,368 16.92% There were few discernible differences between men and women or among people of different ages in their answers to this and other questions. We note that people who have not visited CITS in the last year are (of course) less likely to be subscribers, and less likely to have selected 'Good Value' as a reason to attend. Q. Which of the following would you like to see at Centre In The Square? II�II 'ii�llil Artists and productions from our Region such as the Kitchener- 609 7.50% Waterloo Symphony .................................................................................................................................................................................................................................................................................................................................................................................................................................................................................... Artists and productions from outside our Region 780 9.60% .................................................................................................................................................................................................................................................................................................................................................................................................................................................................................... About half and half(from the Region and from the rest of the world) 2,508 30.87% Don't care where they're from as long as they're good 4,228 52.04% A clear majority of respondents either want a mix of programming from inside and outside the Region, or do not care where the artists are from as long as the programming is good.These responses are not mutually exclusive 301 Page 4 - 35 AFTONTARIO Q. Who should Centre In The Square target with its programming?(Multiple selections possible; listed in order from most to fewest selections) 1004 80% 60% 40% 04 IIIIIIIIIIIIIIIIIIIIIIIIIIIIIuuu __ oil IIIIIIIII ProgFanisthat NogFaininiing Innovative Tom ing afire a3ffoicla ble which f eattu es programming that InOgFa ms to a Wide Fegionail arts lets nee eXl)l0Fe featuring well audience Organizations... and discover... known artists... 1 l 2 3 IIV 4 JE5 o 0 u 0 Adults aged 25-45 6,313 83.22/ ............... ................................................................................................................................................................................................................................. Adults ages 46-65 6,235 82.19% Families 5,496 72.45% Teenagers and young adults 4,212 55.52% ............... ................................................................................................................................................................................................................................. Older Adults 4,039 53.24% School children 3,448 45.45% Adults and families are the preferred target audiences for CITS. Q. There are many types of programming offered at Centre In The Square. For each category, please rate its priority to you. The following bar graph tells us that most people selected 'Touring programs featuring well known artists' as a top priority. More than 40%also made affordability a top priority. Women favoured both slightly more than did men. 311 Page 4 - 36 AFTONTARIO Q. Is there anything else that you would like to see presented at Centre In The Square? Over 1,300 people provided comments about what else they would like to see—some specific, some general.These comments will be analyzed in more detail at a later time. Q. Is the diversity of Kitchener-Waterloo well represented at Centre In The Square? We specifically did not provide context for this question, leaving it to the respondent to determine what kind of diversity they thought should be represented at a performing arts centre. Unsurprisingly, the most popular responses were 'Somewhat' and 'Not Sure', and 315 people added comments. The final substantive question asked was: Q. What would enhance your experience at Centre In The Square? The responses indicate a wide diversity of opinion, although a cafe stands out as the most popular improvement. IIIIII II�IIII A cafe for lunch,dinner or post-performance within Centre In The 2,413 55.61% Square Pre-and post-show activities such as opportunities to have 1,989 45.84% conversations with performers or other audience members about the performances at Centre In The Square ............... ................................................................................................................................................................................................................................. More vibrant district with options for hospitality,shopping and other 1,992 45.91% activities in the surrounding neighbourhood Modernized lobby area with upgraded bar and concession amenities 1,416 32.63% Two companion reports showing all data collected in the survey are available: • A report on all responses • A report on responses from Kitchener only residents An analysis of the Kitchener only responses does not indicate any appreciable variance greater than 3%from the larger sample. The analysis of the over 6,000 comments received through the public consultation is beyond the scope of this project. We understand that CoK is launching the consultation for its Economic Development Strategy, including the updated Cultural Plan, in May 2015. The comments will be 321 Page 4 - 37 AFTONTARIO made available for use in this process. As well, a preliminary coding of the comments into three categories will be completed. Illidu VIII III' People in Kitchener and in the surrounding communities care about CITS.They see it as an important place for viewing great entertainment.There is a sense that it should offer affordable, high quality performances for working age adults so that they can have a great experience without having to leave the community. Small improvements would be appreciated.The number of respondents, and especially the number of additional comments, speaks to the importance that Kitchener residents attach to CITS. 331 Page 4 - 38 AFTONTARIO APPENDIX A: Project0versightTearn III II �� IIIIIII IIIIIII II III IIIIII III IIIIIIII IIII IIIIII IIIIIIII III II Silvia Di Donato Manager, Arts &Culture, Economic Development and Project Lead Joyce Evans Deputy Treasurer& Director, Revenue Cynthia Fletcher Director, Facilities Management Kim Kugler Director of Enterprise Jana Miller Executive Director, Office of CAO Colleen Collins Interim Director, Corporate Communications and Marketing Rod Regier Executive Director, Economic Development Dan Chapman Deputy Chief Administrative Officer 341 Page 4 - 39 AFTONTARIO APPENDIX w Mallp of Kitcheineir Survey Ftespoinses Postal Code -Respondents 401 Kitchener Postal Codes N2B_ 06 by Survey Respandents Imo_11110 360 -297 6T7 N2 I2-453 N2M 4 II'W`III'Wd-"MYY.Wa' 2P—2&4 N2R 8B w, H N13kV wN�Y tl� � uW u7 S124 r q� N ` i r WE IMP wig i�p��w*ivxen a p Ylnma i . 35 P 4 - 40 AFTONTARIO APPENEYN iii 111 aidsa III ii lwl nei it G iinll Reslpandei H1 Res pan dei III�IIIIII IIIIIIIIII�IIII�IIII 111111 II�III 111111 II III III � III � " � � 111111 111111„ � III Kitchener All Only Respondents Q•1 N/A Q.2 Hadn't heard of CITS 5% 22% Too expensive 46% 33% Nothing for me 32% 45% Q.3 Close to home and don't need to travel out 64.49% 52.33% of town ............... .............................................................................................................................................................................................................................. Q•4 N/A ............... .............................................................................................................................................................................................................................. Q•5 N/A ............... .............................................................................................................................................................................................................................. Q.6 #1 Ranking- Programs that are affordable 37.77% 41.69% to a wide audience ............... .............................................................................................................................................................................................................................. #2 Ranking- Programs that are affordable to 27.15% 23.77% a wide audience ............... .............................................................................................................................................................................................................................. Q.8 Somewhat 37% 34% ............... .............................................................................................................................................................................................................................. Q.9 Pre-post show activities... 57% 45.80% ............... .............................................................................................................................................................................................................................. More vibrant district 46% 43% ............... .............................................................................................................................................................................................................................. Q.11 Age 25-34 16.40% 13.28 ............... .............................................................................................................................................................................................................................. Q.12 N/A Q.13 N/A 361 Page 4 - 41 AFTONTARIO APPENEYN D iii Nteirnaflve Vlwiici1paIII Fundh pIII,xroadI i Ensure hire inll,xr cress to Ceint�re hi III Square The current financial relationships among the City of Kitchener,the Centre in the Square and the Kitchener-Waterloo Symphony Orchestra (and potentially other nonprofit performing arts organizations from the community) assume that CITS will provide preferential rental rates to those nonprofits. In the case of KWS, this reflects historic precedent and the fact that the Centre was built with the intent that it would serve as the home of the Symphony. The operating grant provided to CITS by the city acknowledges this. As CITS struggles to meet its financial objectives, it increasingly identifies this rent disparity as a barrier. An alternate model may be considered whereby all users of CITS are charged 'market' rent. Nonprofits, including KWS, which wish to rent the facility, would apply to a municipal fund which awards theatre-rental grants. These grants would fund the gap between what the organizations are capable of paying and the 'market' rents charged by CITS. This approach addresses CITS' conflict between profit objectives and community-benefit objectives and places the onus on municipal governments to ensure/facilitate the presence of community cultural organizations in this municipally-owned facility. As well, it may be considered a more transparent financial relationship among all parties. It would also allow for the potential sharing of this funding responsibility. 371 Page 4 - 42