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HomeMy WebLinkAboutCSD-15-088 - 2016 Community Grants Staff Report ��c tl R Community Services Department wmkitchene►:ca REPORT TO: Community and Infrastructure Services Committee DATE OF MEETING: December 7, 2015 SUBMITTED BY: Michael May, Deputy CAO, Community Services (519-741-2200, ext. 7079) PREPARED BY: Renate Willms, Supervisor, Administration, Community Services (519-741-2200, ext. 7395); Kathleen Woodcock, Manager, Service Coordination and Improvement (519-741-2200, ext. 7597); Bob Cheyne, Supervisor, Athletics (519-741-2200, ext. 7689) WARD(S) INVOLVED: All DATE OF REPORT: November 25, 2015 REPORT NO.: CSD-15-088 SUBJECT: 2016 COMMUNITY GRANTS RECOMMENDATION: That, subject to final budget approval, the 2016 grants budget be allocated as follows: $1,657,290 Community Grants Tier 1, Community Groups (as outlined in Appendix A of CSD-15-088) $208,280 Community Grants Tier 1, Minor Sports Groups (as outlined in Appendix B of CSD-15-088) $122,509 Community Grants Tier 2 $7,861 In Kind Facility Grants and Travel Assistance Grants That, subject to approval of Community Grants Tier 1 as outlined in Appendix A attached to report CSD-15-088, additional grant funding be allocated in 2016 as follows: $10,473 Increase to Kitchener's Festival of Neighbourhoods Tier 1 grant to support community outreach/promotional activities to grow the number of neighbourhoods that participate in the festival $19,000 Increase to the Festival of Neighbourhoods capital improvement grant on an ongoing basis $2,306 Increase to the Community Grants Tier 2 allocation ***This information is available in accessible formats upon request. *** Please call 519-741-2345 or TTY 1-866-969-9994 for assistance. 7 - 1 BACKGROUND: The community grants budget provides funding for Community Grants Tiers 1 and 2, in kind facility grants and travel assistance grants. Tiers 1 and 2 grant recommendations are brought forward annually for Council's consideration. In kind facility and travel assistance grants are reviewed and processed by staff upon receipt. REPORT: This report provides a summary of the grant processes and makes recommendations with respect to 2016 grant allocations and budgets. Community Grants Tier 1 Community Groups The City of Kitchener provides a variety of grants to a number of organizations providing municipal services in the areas of arts and culture, special events, sports and recreation, and community support and development. The attached Appendix A identifies those organizations and provides details including 2015 grant amounts, 2016 grant requests and recommended grant allocations for 2016. Grant requests were reviewed by staff and the recommended increase is 1% except for specific cases where an additional increase or decrease was deemed as justified and/or uncontrollable. Social Planning Council of Kitchener-Waterloo (SPCKW) Staff is recommending the grant previously provided to the SPCKW for the provision of community information services and development be phased out by December 31, 2016. Earlier in 2015, the Region of Waterloo awarded a tender to the Social Planning Council of Cambridge and North Dumfries for the creation and maintenance of a region-wide community information database. That database will be accessible by municipal staff, social service providers, the province's 211 Ontario Information and Referral Services and individual members of the community at no cost. Previously, the Region provided the SPCKW with a grant to complete this work on their behalf. This change in the Region's service provider prompted City of Kitchener staff to review the City's Tier 1 grant provided to the SPCKW for the provision of community information services. Based on that review staff came to three conclusions: 1. The Corporation of the City of Kitchener (City staff) is able to satisfy our community information needs through a variety of avenues, including the Region's new database which will be available to the City at no additional cost to taxpayers. As a result, there is no corporate need to provide additional funding to SPCKW for 7 - 2 community information services. All of our community information needs can be met through the database already being funded by the Region, or through other sources. 2. Beyond the Corporation of the City of Kitchener, members of the community have a variety of ways they can access community information, including: the City of Kitchener's and Region of Waterloo's corporate contact centres, the province's 211 Ontario Information and Referral Services and free access to the internet at all of the City's community centres and libraries. Many City staff also play a role in providing information to members of our community on a daily basis. In addition, social service agencies across the region will have access to community information funded through the Region's new database and will be able to provide that information to their clients at no cost to their organization or to the individuals. Staff are of the opinion that through a variety of investments made in recent years by both the City and the Region (as identified above), we have dramatically improved the accessibility of information to all members of our community, including those who might be marginalized. 3. It is staff's understanding that the City of Kitchener is the only municipal government in the region that continues to provide funding to the SPCKW for the community information service. The City of Waterloo eliminated their funding for these services in 2012. As a lower-tier municipality within the Region of Waterloo, staff is of the opinion that the City should not take a lead role in funding the community information services from a government perspective. In an effort to help the SPCKW transition to this lower level of Tier 1 funding, it would be appropriate to phase their grant out for these services. Appendix A (staff's recommendation) of this report includes a 50% reduction to the SPCKW's Tier 1 grant for community information services and development. That amount would be eliminated after 2016. It is important to note that this reduction in grant funding for the specific purpose of community information services and development does not preclude the SPCKW from applying for a grant in the future should the organization have a new project or service they would like considered for funding. Kitchener's Festival of Neighbourhoods (FON) Should City Council support staff's recommendation to reduce the SPCKW's Tier 1 grant, $31,799 would be available in 2016 for reallocation to other municipal priorities. Subject to City Council's approval of Appendix A of this report, staff recommends that funding be reallocated as follows: 1. Raise the Kitchener's Festival of Neighbourhoods Tier 1 grant (for operating) by $10,473 so it can continue to increase the number of community groups throughout the city that are running events in their own neighbourhood and participating in the festival; and, 7 - 3 2. Increase the Festival of Neighbourhoods capital grant by $19,000 to allow for the creation of a second capital grant ($20,000 each) to be awarded on an annual basis to fund citizen-led improvements to community gathering spaces in neighbourhoods across the city (placemaking); and, 3. Increase the funding available for Tier 2 grants by $27306. Rationale for increased FON operating grant: Over the last three years, the FON has transformed from a four month event to a year- long program supporting neighbourhood activities across all wards of the city. During the 2014/15 season, 162 community gatherings were registered as a part of the FON from 51 different neighbourhoods. Ninety-two of those activities were organized by a formal Neighbourhood Association and 69 were organized by informal groups of neighbours. In total, approximately 1,300 community members organized these events which attracted over 25,000 participants. Unfortunately, to sustain this high level of activity year-round, FON expended its reserves in 2013. The recommended increase to the FON operating grant would allow them to fund a part-time Festival Coordinator as well as provide additional funding for their summer student position. Additional funding will also go towards increased marketing costs (from $500 to $2,500) to help grow the number of neighbourhoods across the entire city that are organizing their own community events and participating in the festival. Without this additional operating funding, FON will not be able to continue to run the program on a year-round basis. It will also have less capacity to continue community outreach and advertising to promote the festival and increase participation. This reduced level of activity and support would also certainly result in reduced participation in the festival, meaning fewer neighbourhood activities may be planned and fewer neighbourhoods will have an opportunity to access the FON capital grant to make improvements in their area. This reduced level of activity by FON would also have a negative impact on the City's overall efforts to increase its focus on neighbourhoods and promote greater citizen-led placemaking in our neighbourhoods. Rationale for increased FON capital grant: Doubling the number of capital grants handed out through FON on an annual basis will increase the number of projects and improvements being made to community gathering spaces in neighbourhoods right across the city. In the past, this capital grant has been used to fund a variety of projects, such as improvements to several neighbourhood parks and playgrounds, the installation of heritage banners in a heritage district, the construction of a mobile skateboard park, streetscape improvements, the creation of a community garden and accessibility improvements to community trails. In addition, the FON capital grant has leveraged additional investment into our neighbourhoods from other community partners and the private sector for larger projects such as the installation of a pavilion and splash pad. The FON capital grant process itself is designed to provide opportunities for community members to connect further with their neighbours, to determine communal interests and needs, to decide together on a project that will benefit their area and to work with local 7 - 4 government staff to bring their project to fruition. The process itself creates opportunities for leadership and engagement. These neighbourhood improvements are examples of how citizen-led, city staff neighbourhood placemaking can improve community gathering spaces and create more opportunities to bring people together throughout our community. The resulting projects and connections made through the process can have a powerful impact on the quality of life in that neighbourhood. Staff believes the FON capital grant is the best method currently available to encourage citizen-led, City supported improvements to neighbourhood community spaces — something which has been identified in Strategy 3.6 of the City's recently approved strategic plan as a priority: City of Kitchener Strategic Plan: Safe & Thriving Neighbourhoods Strategy 3.6: Provide opportunities and support for citizens to lead the way in creating active and vibrant public places that promote people's health, happiness and well-being by capitalizing on local community assets such as community centres, pools, arenas, libraries, parks, trails and other public spaces. Minor Sports Organizations The City of Kitchener provides grants to minor, non-profit sports organizations who provide instructional, intramural, recreational, inter-city (competitive) programs and/or opportunities to Kitchener residents who are 18 years of age or younger. The attached Appendix B identifies those organizations and provides details including 2015 grant amounts, 2016 grant requests and recommended grant allocations for 2016. Minor sport organizations that receive Tier 1 funding from the City of Kitchener have applied for and met the criteria for affiliation under the City of Kitchener's Minor Sports Affiliation Policy 1-471. Each organization is reviewed annually by staff to ensure that these criteria are being met. Grant requests were reviewed by staff and the recommended increase is 1% for all minor sports organizations. Community Grants Tier 2 Community Grants Tier 2 are intended to provide assistance to not for profit organizations/groups that provide services within the City of Kitchener for the common good of residents. Only organizations/groups providing municipal services in the areas of arts and culture, special events, sports and recreation, and community support and development are considered for funding. Organizations/groups applying for funding to the City of Kitchener for the first time or those who have received a Tier 2 grant in previous years are eligible to apply. Tier 1 organizations are eligible to apply for Tier 2 funding only for one time special projects or events. A Community Grants Tier 2 Peer and Staff Review Committee, comprised of community representatives and staff, reviews applications as per a variety of assessment areas such as community need, organizational capacity, partnership support and financial analysis. This committee allocates resources within budget availability and makes recommendations to Council. 7 - 5 The application deadline for 2016 Tier 2 grants is Friday, December 4, 2015. A public information session was held on November 12, 2015 to provide organizations an opportunity to become familiar with the grant process and procedures. The Peer and Staff Review Committee will review applications and make recommendations for 2016 funding within the approved budget. These recommendations will be brought forward for consideration at the March 7, 2016 Community and Infrastructure Services Committee meeting. Staff note that Council will be considering report CAO-15-038 (Creative Enterprise Initiative 2016 Funding) at the December 7, 2015 Finance and Corporate Services Committee meeting which will include the following recommendation: That $44,000 of the former `Arts Sustainability' funding for emerging small or mid- sized organizations be allocated through the Tier 2 Grant process in 2016. In Kind Facility/Travel Assistance Grants The City offers in kind (non cash) facility grants to groups and organizations providing a specific event to the general public, intended for the common good of Kitchener residents, in the areas of arts and culture, minor sports and recreation, and community support and development. In kind facility grants are not intended for ongoing facility rentals for meetings or programming, but rather for one time special events. The purpose of in kind facility grants is to waive facility rental fees for events held at City of Kitchener facilities, to a maximum of $500. Grants are intended to cover rental and staff costs for a basic set-up. The travel assistance grant applies to residents of the City of Kitchener, 18 years of age or under, involved in non-profit minor sports or cultural activities, who have qualified to compete in sport championships/cultural events. Grants are intended to assist with the cost of travel to and from the event location only, where round trip travel exceeds 500 kilometers. In kind facility and travel assistance grant requests are received by staff and processed upon receipt based on established criteria approved by Council. ALIGNMENT WITH CITY OF KITCHENER STRATEGIC PLAN: Strategic Priority: Safe and Thriving Neighbourhoods Strategy: 3.6 - Provide opportunities and support for citizens to lead the way in creating active and vibrant public places that promote people's health, happiness and well-being by capitalizing on local community assets such as community centres, pools, arenas, libraries, parks, trails and other public spaces. Strategic Action: #64 Community Grants Program 7 - 6 FINANCIAL IMPLICATIONS: The 2016 budget recommended for Community Grants Tiers 1 and 2, in kind facility and travel assistance grants is $2,027,719, representing an overall 1% increase over 2015. This report recommends that the budget be allocated as outlined in the chart below. CL 2 .2 E 2 .2 2 .2 L r 0 d � d � d 0 N Q W N a N Q ,00 vi,o Z Community $1,600,773 $67,275 1 $1,668,048 $1,657,290 -0.6% -$10,758 Refer to Appendix A for Grants Tier 1 details (Community Groups) Community $206,218 $206,218 $208,280 1% $2,062 Refer to Appendix B for Grants Tier 1 details (Minor Sports Organizations) Community $192,868 -$67,275 1 $125,593 $122,509 -2.5% -$3,084 Tier 2 grant allocation Grants Tier 2 varies annually as amount allotted is the balance remaining after other grant sources have been allocated their amounts Note: Council will be considering report CAO-15-038 at the December 7, 2015 FCSC meeting which includes a recommendation to allocate an additional $44,000 from the former arts sustainability fund to 2016 Tier 2 g rants. In Kind Facility/ $7,783 $7,783 $7,861 1% $78 Grants are evaluated Travel and processed by staff Assistance based on established Grants criteria approved by Council Increase to $10,473 *$10,473 Reallocation as outlined Community in this report, in addition Grant Tier 1 — to Tier 1 grant of Kitchener's $11,227 included in Festival of Appendix A Neighbourhoods *Staff recommendation for this additional Transfer to funding is subject to Council's approval $19,000 *$19,000 Reallocation as outlined Festival of of Appendix A attached to this report. in this report Neighbourhoods Capital Grant Additional $2,306 *$2,306 Reallocation as outlined Community in this report Grants Tier 2 Allocation TOTAL $2,007,642 $2,007,642 $2,027,719 1% $20,077 Restatement 1 Includes grants transferred from Tier 2 to Tier 1 process ($57,275)and portion of Tier 1 grant to the House of Friendship's Chandler Mowat Community Program ($10,000)funded through Community Development Infrastructure Program in 2015. Note: This staff report does not include the funding from the former arts sustainability fund, approved by Council on October 26, 2015, for the K-W Symphony Orchestra Association ($40,000), K-W Art Gallery ($40,000) and THEMUSEUM $120,000 . These funds will be transferred to each organization's Tier 1 base grant in 2016. 7 - 7 In mid-November, staff notified all Tier 1 grant recipients of staff's recommendations for Tier 1 grant allocations and advised them of their opportunity to appeal. Staff received appeals from three organizations who will speak to their grant request at the December 7 CISC meeting. Those appeals are as follows: 2016 Grant Amount 2016 Grant Amount Organization Requested Recommended Appeal Amount Kitchener Blues Community $70,011 $40,411 $29,600 I nc. The Multicultural Theatre $32,000 ($20,000 $13,313 $18,687 Space cash; $12,000 in kind) Social Planning Council of $1007000 $427608 $577392 Kitchener-Waterloo Total Value of Appeals $105,679 COMMUNITY ENGAGEMENT: INFORM — This report has been posted to the City's website with the agenda in advance of the council / committee meeting. Tier 1 grant recipients were informed of the department's recommendations for 2016 grant allocations and were given the opportunity to attend the December 7, 2015 Community and Infrastructure Services Committee meeting to speak to their grant requests. The Tier 2 grant process was advertised on the City's website, in the City's Leisure magazine and in Your Kitchener. Previous Tier 2 grant recipients were also sent information regarding the Tier 2 grant process, as were all Tier 1 grant groups. 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Ef} Ef} N Ef} � Ef} Ef} Ef} N Ef} � Ef} Ef} Ef} r Efl Ef} Ef} � Ef} Ef} Ef} Ef} Ef} � O O N O O U O _ T � O_ — U N U a V O "C � U �CU c CU O Q 0 °U ° °Qa O >, N U — O `� O (B cn 1 O a U 0 �' o � o 0 cn Q � o cu o m o v) m U U '� U a) cn L) _a a� U a� o o L- L z cu .� � •� L L N L N U 1 0 0 D N N D L O cu 0 > — 'L) O p U O Q Z U U 2 U — O cn a� ) Y .o p o U cn � �_ o � U U n O m U U ca o Q m � •� a0i a s N U) U = J — O E L O cu L c o § O -C � � -C cnOfOf o 0) L L L L > � .- p > U "J O U) CU 0 0 0 •O U > T — O N >, (B O C7 1 O O fn O — — U Mn N N N m 0 0 U' O Q' U U H > > 0 1 D U N N L Q LM) cu cu NOIIVZINVONO; aUWYYYYYYYYYYYYYYYY � � H 7 - 15 2096 Community Grants Tier 1 Grant Appeal Applicant: Kitchener Blues Community Inc. (Kitchener Blues Festival) 2015 Grant Approved: $40,011 (cash) 2016 Grant Recommendation: $40,411 (cash) % Increase Recommended: 1% $ Increase Recommended: $400 2016 Grant Request: $70,011 (cash) % Increase Requested: 75% $ Increase Requested: $30,000 Appeal Amount: $29,600 Kitchener Blues Community Inc. coordinates and manages the Kitchener Blues Festival . held annually in August in downtown Kitchener. The purpose of the organization is to: • provide an entertaining festival for residents and visitors including music, food and children's activities that is largely free • promote downtown Kitchener and bring people back to the core • promote local talent and musicians and encourage youth to be involved through the Youth Legacy program Grant funds are provided to the organization to assist with general operating costs for the event. The organization is requesting a grant of $70,011 for 2016 to "assist in the sustainability of the free weekend portion of the event especially in the case of poor weather years, stabilize the current physical size of the TD Kitchener Blues Festival through the. retention of the three major stages and offset the costs typically billed back to the Festival by the City of Kitchener. Additional funding will enable the event to stabilize and then regrow over time leading into the 20th anniversary in 2020." Further details are provided in the attached grant application. Staff notes that, during the 2015 Tier 1 grant cycle, the organization appealed their grant allocation to Council and was unsuccessful. 7 - 16 l' C a, E J^ " S I I V A_ _.. October 14, 2015 Kathleen Woodcock, Manager Departmental Planning, Research and Technical Support. Community Services City of Kitchener 200 King Street West Kitchener, ON N2G 4G7 Dear Ms. Woodcock: Re: Letter of Intent Kitchener Blues Community Inc The Board of Directors of Kitchener Blues Community Inc. submits this letter of intent, 2014 audited financial statements and our 2015 budget document as requested. We appreciate the on-going positive support we continue to receive from the City of Kitchener. We are requesting an increase in our base Tier 1 operating grant of $30,000 cash grant above the annual levels outlined in our 2014 funding agreement. This increase in operating funding is intended to assist in the sustainability of the free weekend portion of the event especially in the case of poor weather years, stabilize the current physical size of the TD Kitchener Blues Festival through the retention of the three major stages and offset the costs typically billed back to the Festival by the City of Kitchener. additional funding will enable the event to stabilize and then regrow over time leading into the 2,oth Anniversary in 2020, 2015 Festival Overview The 2015 Fifteen anniversary edition of the Festival was a wonderful artistic, community and regional economic success as measured by feedback organizers received from festival attendees, downtown businesses and sponsors during the event, as well as media reviews of the event itself (see reviews attached), The 2015 TD Kitchener Blues Festival further cemented the Festival's positive reputation on the national and international stages with increased tourism visits. The festival this year featured six stages due to the support of the City of Kitchener and other granting authorities together with our title sponsor TD and all our other community sponsors. (Main Stage in front of Kitchener City Hall, Downtown Kitchener BIA Tent Stage, our new stage, the OLG Clock Tower Stage in Victoria Park, King St, W. Children's Stage and two Workshop Stages at McCabe"'s and the Boathouse. We attracted in excess of 150,000 visits to this signature summer Festival, contributed direct expenditure by the Festival in the region of over $0.5 million, total new spending of over $10 million resulting in $5.1 million of new regional economic impact from tourism spending during the 4 days of this event (see Economic Impact report — Enigma Research Corporation www,kitch!er7erb i,jesfestivaI.cram Kitchener Blues Community Inc. 260 King Street W„ P.O. Box 26039 Mchener ON N2G 0A4 (519),5711-25 7 - 17 E -1C' HIE r° �09, LJ S "T I V /'% L, attached). Our volunteer base has been maintained at almost 400 community volunteers in 2015 (over 7000 volunteer hours contributed over the Festival weekend excluding the 12 member Board and volunteer committee hours throughout the year). The City of Kitchener's support was highly visible and acknowledged throughout the event in the form of brand impressions, stage announcements and VIP appearances. Results from participant surveys indicate high levels of satisfaction as expressed through Atmosphere, Quality and Variety of Entertainment 100% good to excellent and Cleanliness: 99% of respondents indicating good to excellent. We look forward to the future and continued positive partnership with the City of Kitchener. We believe that the positive feeling surrounding the 2015 151x' Anniversary Festival is continuing and that the 2016 Festival will yield positive audience attraction and engagement. We are planning to focus 2106 on high profile blues and roots Canadian artists including regional artists to create a significant "buzz" in the community and in strategic tourism markets. 2616 Tier One Base Funding Request As you can appreciate, this year's Festival concluded only three months ago. We are in the process of completing our financial audit of the 2015 Festival, The 2016 budget reflects the Board's intent to maintain the current physical size of the Festival and stabilize and improve operational processes over the next year. Following the special 15"' Anniversary edition we will be returning artistic and marketing budgets to more traditional levels with a continued commitment to excellence in programming and targeted promotion to increase the audience size and tourism reach to drive revenues and enhance the financial sustainability of our internationally recognized signature summer event, With costs increasing from suppliers and artists coupled with an unfavorable exchange rate, it is becoming increasingly challenging to maintain our model of a free weekend event, especially if bad weather or the threat of bad weather reduces direct revenues as occurred in 2012. Weather impacted revenue declines in 2012 were in the order of $60,000. Revenues in 2013 in ideal conditions helped to offset part, but not all, of this 2012 decline. Attendance based revenues in 2014 were below our targets and the 2015 Festival hit and surpassed sponsorship and grant targets but fell short of weekend revenues especially for the ticketed concerts. The new 2015 Friday concert that ran concurrently with free Festival programming, did' not meet expectations and will not be repeated We will return to a model of free admission programming all weekend long — Friday to Sunday. Further, the scale and scope of the event is placing an increasingly heavy and non-sustainable burden on our volunteer Board. KBCI now has a part time Executive Director to support the work of the Volunteer Board and sub-committees. We will require additional funding from granting bodies, sponsors and direct revenue generating activities to sustain the largely free model and the volunteer Board on a go forward basis, In 2016 we will retain the ticketed Thursday concert concept at the Victoria Park Clock Tower Stage as a means of generating additional revenue to keep the weekend portion of the Festival free to the community. That said, the level of effort to yield surpluses is significant.. In order to ww✓w.kitchenerbluesf stiva1.com Kitchener Blues Community Inc. 250 Wing Street w., P.O. Box 26039 Kitchener ON N'2G OM (519)57'1-2555 7 - 18 Id , t , u S I I V "dYi - accommodate a large enough audience comfortably seated under the tent, it was necessary to significantly enlarge the tent, raise the stage, improve the lighting and interior sound reinforcement and add video screens, improved fencing, increased chair and table rentals, additional porta-potties and increased security, These improvements increased 2,013 production cost by over $50,000 over 2010 levels when this stage was first introduced. We will continue to apply for grants and raise new sponsorship to support the Victoria Park Clock Tower Stage. The reception for this large concert-hall like stage from our Festival audience, downtown merchants, the BIA, city representatives, media, artists, and our 400+ volunteers remains universally enthusiastic, As an example, the operational funding required to support the costs of the Clock Tower Stage are significant - in the order of $170,000 excluding artist costs (See Table: Clock Tower Stage costs), For the life of our past 3 year Tier 1 agreement that expired December 31, 2012, and the first two years of the current agreement, the Festival's City Tier 1 grant has been entirely in cash. This has helped greatly since cash is required early in the year to pay artist deposits to secure major touring acts. However, in each of these years we have been billed amounts by the City for that effectively reduce the grant by approximately 45% (see Table 1 below). Table 1 City of Kitchener Effective funding: 2010 -2015 2010 _...._ 2011mm m 2012 2013 _.. 2014 2015 _. _. City cash $37,142 $37,885 $38,643 $39,029 $39,517 a $40,m011 rant. City billing _ $12 156 $18,510 $19680 $17,500 $16,200 $18,000_ Effective $24,986 $19,375 m$18,963 _ $21519 $23,317 $22,011 grant t amoun w t _ estimate Our gram Increase request is for $30,000 in additional cash investment. This represents recovery of the billed amounts and further investment to stabilize the physical scale of the Kitchener Blues Festival. To put it into the context of the Festival budget, this increase represents only 2.5% of the operating revenue of the entire Festival, and would move the total 2016 contribution made by the City to the Festival operations to 5.8% or proportional to the level of investment to Festival revenue received in 2009 (see Table 2 below). This $30,000 cash increase when considered within the context of expenditure just to activate the clock tower stage represents less than 18% of this Festival expenditure before any artist costs at this stage are factored in. The Festival's operating grant from the City has been in the $35-40,000 range (cash and in-kind) for the past nine years. Over this time we have added 2 major new tented stages (BIA stage at King and Frederick - added in 2008 and the clock tower stage at Victoria Park - added in 2010). We have virtually tripled our audience from just over 55,000 visits to over 150,000 visits in 2015 and have generated' total new spending/economic www.kit hef)erb)Liesfostiva1'.coni Kitchener Flues Community Inc. 250 King Street w., P.0, Box 26039 Kitchener CAN N2G OM (519) 571-2555 7 - 19 T C11, ww, �imvrmm CIAO, f i benefit of over $10 million in 2015 including over $0,5m direct expenditure in the region by the Festival itself. Table 2 Total City of Kitchener Grant as a proportion of Festival revenue 2409...., 2092._..... 2413 2414 ....,_... 201 _. __. _ TcerlGrant"* 3,400 895444 1,144,444 1100004 1,344,404 1322,000 1,3J21g2 m 124$879m FestivaP Revenue 654 414 37,142** 37,885 38„543m 39,029 39,597 44,091 44,411°*` City Grant as% 5.6% 4.2% 3.3% 3.5% 3.4% 3.4% 2.9% 3.3% of Festival Revenue _...._ _ _._ __­...... _ .._._._ __- _..._...... _._. i "Cash and in-kind ** The Festival also received a one-time Tier 2 grant in 2010 of$4000. This amount was not included in the analysis since it was not on-going operating funding. *** The 2015 figure is used since 2016 City budgets have not been determined. The increase in Tier 1 funding in 2016 by $30,000 cash will bring the City's total grant up from 3.3% of revenue to 5.8% of Festival revenue. Our request merely brings the proportional support by the City of Kitchener up to earlier historic levels. In relation to the $5.1 million in regional economic impact from tourism spending in 2015, $0.5 million in direct local Festival spending in addition to $3.5 million in local spending as well as the positive image and media generated for Downtown Kitchener, this request represents real value in terms of return on investment. Our request for increased funding is intended' to stabilize the operation of the event and all our major stages. Failure to increase base operating support will place the Board in a position of considering dropping a major stage and reducing the scope of the event which will in turn reduce the attendant economic and reputational benefits to the City of Kitchener. Our plan is to stabilize the Festival in the short term and to conservatively regrow the event over the next five years leading to the 201x'Anniversary in 2020. The absence of any of the major stages would diminish the scale and scope of the Festival, damage the reputation of the Festival as a major international event, hamper revenue generation, reduce weather protection for large audience numbers and reduce the pedestrian flow and related economic activity throughout downtown Kitchener during the event. The economic impact of tourism spending at the 2015 Festival was $5.1 million (see Enigma Research Corporation report attached). The direct impact of Festival spending was $0.5m and local spending was estimated at$3.5m. Approval of our request will enhance the community by supporting a signature event of international stature in the global festival event calendar that promotes tourism, positive economic impact, broad community participation and pride, opportunities for volunteerism, learning and personal growth, The benefits will be broadly distributed to the local and regional economy, the reputation of the community as a tourist destination, local artists who will share the stage and learn from national and international artists, volunteers who will benefit from opportunities in a variety of areas requiring a broad range of skills, and the audience who will www.kitcheaiertaluesfestival.coni Kitchener glues Community Inc. 250 King,Street W., P,O7, Box 26039 Kitchener ON N2G()M (519) 571-2555 7 - 20 .i. " mm j benefit from accessing top flight talent in a local setting. Our funding request returns the Festival to earlier historic proportional levels for City funding, yet represents significant return on Investment In terms of tourism, economic activity and positive reputation. As costs from our suppliers and artists continue to increase coupled with unfavorable exchange rates„ we continue to aggressively pursue additional sponsorship and grant funding sources to continue to support our largely free to customer event. 'U'V'e have provided a level of artistic excellence virtually unmatched for a free Festival featuring several Grammy and Juno award winners each year. We are also an outdoor festival and face significant revenue uncertainty in the face of poor weather. The additional City funding will enhance the sustainability of the free to the community festival, especially in the event of, or threat of poor weather conditions. It must be remembered that the requested increase will be partially offset by the typical billing we receive from the City following the event each year. Our Board intends to make application for all available grants and pursue an aggressive sponsorship strategy to generate additional revenues. As indicated above, we are requesting a $30,000 cash increase to the Tier 1 grant and we appreciate the on-going positive support we continue to receive from the City of Kitchener. If you have any questions or require further information, please do not hesitate to contact me at 519-897-4141, or It7(q kit ;[,ierierbluesfesAtival, o"n and pr coal."Yours Truly, s m e Rc,15 a*shire, President Kitchener Blues Community Inc. EncL 2014 Audited Financial Statements 2016 KBCI Budget Economic Impact Report-2015 Clock Tower Stage cost structure Media Reviews of 2015 Festival 2015 KBCI Board of Directors www.kitcli enerblues Festival com Kitchener flues Community Inc. 250 King Street w., P.O. Box 25030 Kitchener ON N2G OA4 (519) 571-2555 7 - 21 KITCHENER BLUES COMMUNITY INC. 2016 KBCI Budget 2055 2015 2014 Budget Outlooks Actual Revenue Grants 150000 255135 215129 Sponsorships Cash 310000 312236 259451 In kind 308879 313423 335566 Concert ticket sales 100000 170270 113145 Beverage operations 265000 261288 258636 Other fund raising activities 75000 79750 86408 Total 1208879 1392102 1268335 Expense Artistic Artist contracts Cash 268000 435301 291051 Travel and accomodation Cash 36000 45869 35630 Other net of 12 Bar fees Cash -3000 3078 -1000 In kind 34316 34316 28530 Stage operations Cash 103200 94686.1 96766 In kind 29520 29520.39 34071 Site operations Cash 149800 159928 153574 In kind 42000 42000 33000 Insurance Cash 32500 33215 32832 Marketing &advertising Cash 67500 74637 75945 In kind 170020 163320 196225 Beverage operations Cash 100000 99624 101496 In kind 20324 20364 24835 Other fund raising activities Cash 23000 27905 26667 In kind 1999 1999 4860 Sponsorship Cash 38500 40130 39723 In kind 8700 8700 6000 Volunteer Cash 12000 12521 11764 In kind 0 0 0 Community events Cash 0 10736 1280 In kind 0 5204 3545 Gen &admin Staffing Cash 45000 62996 77833 Other Cash 27500 38338 43220 In kind 2000 8000 4500 Total 1208879 1452387 1322347 Revenue over(under) expenses 0 -60285.5 -54012 Reserves 70211 130496 7 - 22 Kitchener dues Community Inc. Financial Statements Septomber 30, 2014 7 - 23 Independent Auditors' Report T*the Dhectoo of:KftuAen*rBuen Community|nc' We have audited 1he accompanying financial statFrnonls of Kitchener BlLj(,-,Cotntffunib/Ific ,which compfise the,statement of fmanotai position uoatoeptwmbproO. 2p14. and the statements ofope,at�*nu. o.hmn8esin net msaets. and mrh flows,for the yea/ihunond+d and mnummaynfmiguihoant accounting o0cieyand o9herexp|anntory|nhvrmu1ion A47enw0rnen/'s Rooponuibiffly for the Fioanck-d sbr(emeno Management ioreupunsib|e for-th*»nopa,ai|ooand fair presentation ufthaau5namuia/stabment�,)n accordance with Canadian acmunVn9Standards f:rnot-for-prohtnrQmnizmdona. and k.,00c/rin1ome| control e-,management deLcrminra/mn:cosaarymuneh|e, ihop,vnm,mhon o,hnnnviM stmt^monto that are fro* from matmr|a| miastxte�en�.whether dvet*f.wvl nre"or 4ujdm ~Reu»o)7xIb8Yty Ou/Wepnn5fhi|itymtnaxproommn opinion of)these, m*tameot-,basednn Out-audit.VVernnduowd Our audit(n accordance w|1h Canadian genetally accoj)N-A-4trditing standaids. These standard- requite thatwe compiy with e[hical re qu Ire 17-le tits and plan and | pvdurm the audit wu obtain reasonable assurance about whotherthe. fiomnoim| state ments,o,*free from mutoria| miostatement / An audit involves uedormingpmoe6o/euovNm|mauditev|dm"ce about thenmounm and msdosures\nUhufinancial The plocedurcs"selocted depend on ffi�auditors'judgment, inClUding the assessment of the risks of t-nateriall nifsstatompnt of the finaricial watementS. Wheth°,du*&fraud of-o,m, |o making dhummhokamsoaomcnts.the aoditu/umo,;de/s|n$ema|conoW^w|*vmn/mthe onfity's preparation and fair prosentation of the financfal staterne jrj�in oidet to design aLfdit procedures tfiat are appropriate in the 6p:umsan«no. hutnotforthepunpuaoofaxpremmingwnupiniunonthooffedivenesuufthamn(ity'ointemo|cunvuiAnaudito|ao indudos °vo|uw|ioV the oppmpriot*norc.nfncCv*ndng policies unod and the reaannehlnnessofoccoumMnQmsdmnkcemedmhy management, mnw*/|ao evaluating the overall prcycntm8ownf the financial stmtomootc, VVe thntthm audit ovidon:rwe have *btainmd|u sufficient and apprup'|atexop^u�deabaSin/n,our audito�)ininn BaMS fO/'Q,*1ifi6(l09��n |n uonomuo vd*`many aimi|arongonizabons. KitchenerB|uwwCwmmunity |m.; di-/ive*ruvonuc from cash donations.the completeness nf wh|ohi�(lot svnCxpdb|emsehsfactmy audit verification. Accordingly, our verification of revenue from this source was limited tuthe amvuvtsrroordedmthe/eooniovfthe organizat|on and Nve were not able to determine whether any adjustmWnS might be necessary to raxenve excose(du§oiaooN,f revenue over uupooacs. assets and net assets. 0owffftm(l0pinion In our q.iinixi, except foi the effects of the matter descraDed in the Basis for Qualified Opinion paragraph, the finmnoeLmtatomynts present�|dy, if) a/ ma|erio|vQoi:i*um`the ffna^6a|Position oY Kitchener 0umoCommunily Inc. maotSeptembar3O. 2014 and i(oresults ormpemationa. ohmo9aa|nnetyssetS. ond*»*hAowofortheyoa/th*n*ndedinouoo/dmnoowi|hCanodimna*countinQniondondoh/rnot- for-profit organiZa'ionmr MAI� YVat*d*u` On/,,34o Chartered pmfeoe�ona|Am:nuntanta Do�cmber22. 2o14 Licensed Public AcouonbaoLu D5,K ���� � ��u� 1�QM��TMM�LWD�|�EN���T ��QFi¢0R VV�TE�LU0 ONN�! 'M0 * w �*X '^ ����� �ump/mymr^ ' ' ' - ^ PRN � ` '"c"""^" 1 8�O484Q74QP� 5 1972577OO F �00/2O77Q8 50���UM�R, , ._ 7 - 24 h(Rch-unny B- lums Fillancial A 3 at September 3Q,. 2014 2014 2013 Gimreni Cash 126,363 174,361 Aumijnts and other recaivahleo 63,941 100,776 179,299 275,137 Liabilities eurforli Accounis payable and ac.cxuals(Noin 5) 01,803 90,630 Not Asisebq Internally restricted 110,0(10 1110,000 Unrestdo ed 20,480 -m�.60- 184,507 179,n,q 275,137 App,cued on behalf of the Dv<wd lf Tfre 71 sccampanying notes are of?Inleqral pag of these Poarclif stetvinants 7 - 25 Kitchener Blues Community Inc. Statement of Operations For tine wear ended September 30, 2014 2094 2013 Revenue Festival 482,771 185,283 Government grants (Note 3) 215,129 294.511 Sponsorships and contributions (Nate 4) 595,017 539,019 1,292,917 1,318,819 Expenses Advertising and promotion 272,170 262,893 Artists 374,980 345,244 Sad debts(recovery) - (412) General acid administration 107,184 x5,351 Insurance 32,832 32.238 Operations 414,426 404,631 Production staging 130,836 1 14.1 1 1 Professional fees 14,500 16,800 1,346,928 1,280,856 Excess(deficiency) of revenue over expenses (54,011) 37,963 The accompaoying notes a;e an integral part of these financial staternetds 2 7 - 26 Kitchener Blues Community Inc. Statement of Changes in Net Assets or the year ended September 30, 2014 ;ilternaily Unrestricted 2014 2013 Restricted Net assets. beginning of year 110,000 74,507 184,507 146,544 Excess (defi(iency)of revenue over expenses - (54,011) (54,011) 37,063 Net assets,end of year 110,000 20,496 130,496 184.50% The accompanying rotes are an integral part of these financial statements 3 27 Kitchener Blues Community Inc. Statement of Gash Mows For the year ended September 30, 2014 2044 2013 Cash provided by(used for)the following activities Operating Excess(deficiency)of revenue over expenses (54.011) 37,963 Changes in working capital accounts Accounts and other receivables 46,835 (38,297) Accounts payable and accruals (41,827) 9,503 Deferred revenue e - (15,000) Decrease in cash resources (49,003) f5,831} Cash resources, beginning of year 174,361 180,192 Cash resources,end of year 125,358 174,361 Ths accompanying nofes are art rnfegraf part of these frnancta7 statements µ 28 Kitchener Blue Community Inc. Notes to the Financial Statements For the year ended September 30, 20'14 1. Organization Kitchener Blues Community Inc. is incorporated,W[01out share capital, under the laws of Ontario for the purpose of advancing the pubfic's knowledge, understanding, and appreciation of blues music, and promoting the training of artists through their participation in music festivals and related workshops The main activity of the Organization is the staging of the Kitchener Blues Festival each summer Kitchener Blues Community Inc. is a not-for-profit organization and is exempt from incorne taxes. 2. Significant accounting policies The financial statements have been prepared in accordance with Canadian accounting standards for not-for-profit organizations as issued by the Accounting Standards Board in Canada and include the follovnng significant accounting policies Revenue recognition riliost of the Organizatron's revenue consists of beverage and merchandise sales,vendor fees, government grants. sponsorships and contributions, and ticket sales for tvio of the concerts, all related to the Kitchener Blues Festival held each summer, Revenue to be received is recognized and recorded when the amount can be reasonably estimated and collection is reasonably assured 1 he Organization follows the deferral method of accounting for contributions. Restricted contributions are recognized as revenue in the year in vrhfch the related expenses are incurred. Unrestricted contributions are recognized as revenue when received or receivable Inventory The Oigani ation maintains a small amount of inventory consisting of merchandise related to the Kitchener Blues Festival, with a total cost estimated by managernent of$5.000 as at September 30,2014 (2013 -$4,000). The future vafue of this inventory is not known so it has been expensed in these financial statements. Internally restricted net assets i he t3oar-d of Directors has designated a portion of net assets, in the amount of 5110,000 (2013-$110,€}00), as restricted for working capital purposes and for use in the event that the Organization experiences a revenue shortfall in a future fiscal period for any reason, including poor weather conditions during the annual Kitchener Blues Festival, Contributed materials and services Contributions of materials and services are recognized both as revenue and expenses in the statement of operations when a fair value can be reasonably estimated, the materials and services are used in the normal course of the Organization's operations, and they would otherwise have been purchased. Foreign currency translation These financial staterents have been presented in Canadian dollars, the principal currency of the Organization's operations. Transaction amounts denominated in foreign currencies are translated into their Canadian dollar equivalents at exchange rates prevailing at the transaction dates. Carrying values of monetary assets and monetary liabilities reflect the exchange rates at the statement of financial position date. Gains and losses on translation or settlement are included in the determination of deficiency of revencre over expenses for the current period 5 7 - 29 Kitchener Blues Community Inc. Notes to the Financial Statements For the year ended September 30, 2014 2, Significant accounting policies (Continued from previous page) Financial instruments The Organization recognizes its financial instruments when it becomes party to the contractual provisions of the financial instrument All financial instruments are initially recorded at their fair value, including financial assets and liabilities originated and issued in a related party transaction with management. Financial assets and liabilities originated and issued in all other related party transactions are initially measured at their carrying or exchange amount in accordance With CPA Canada Handbook Section 3040 Related Party Transactions. At initial recognition,the Organization may irrevocably elect to subsequently measure any financial insirurriertt at fair value. The Organization has not made such an election during the year. All financial assets and liabilities are subsequently measured at amortized cost. Transaction costs and financing fees directly attributable to the origination, acquisition, issuance or assumption of financial instruments subsequently measured at fair value are immediately recognized in the operating results for t'ne current year. Conversely, transaction costs and financing fees are added to the carrying amount for those financial instruments subsequently measured at amortized cost Or cost. Financial asset impairment The Organization assesses impairment of all of its financial assets measured at cost er amortized cost The Organization groups assets for impairment testing when availahle information is not sufficient to permit identification of each individualfy impaired financial asset in the group;there are numerous assets af fected by the same factors;or no asset is individually significant. Managoment considers whether the issuer is having significant financial difficulty and whether there has been a breach in contract, such as a default or delinquenry in interest or principal payments, in determining whether objective evidence of impairment exists When there is an indication of impairment,the Organization determines whether it has resulted itr a significant adverse change in the expected timing or amount of future cash Rows during the year If so,the Or nanizafion reduciss the carrying amount of any impaired financial assets to the highest of:the present value of cash flows expected to be generated by holding the assets: the amount that could be realized by selPng the assets, and the arnount expected to be realized by exercising any rights to coflateial held against those assets.Any impairment, which is not considered temporary, is recorded in current year operations. The Organization reverses impairment losses on financial assets when there is a decrease in impairment and the decrease can be objectively related to an event occurring after the impairment lass was recognized. The amount of the reversal is recognized in the operations for the year the reversal occurs Use of estimates The preparation of financial statements in conformity with Canadian accounting standards for not-for-profit or requires management to make estimates and assumptions that affect the reported amounts of assets and liabilities and disclosure of contingent assets and liabilities at the date of the financiaf statements, and the reported amounts of revenue and expenses during the reporting period Accounts receivable are stated after evaluation as to their collectability and an appropriate allowance for doubtful aCCOLlnts is provided where considered necessary. Accruals are estimated based on invoices received and payments trade subsequent to year end. Theso estimates and assumptions are reviev�ed periodically and, as adjustments become necosseil they are reported in operations in the periods in which they become known. 6 7 - 30 Kitchener Blues Community Inc. Notes to the Financial Statements For the year ended September 30, 2014 3. Government grants During the reporting period, the Organization received government grants as foliows' 2014 2013 6 Canadian Heritage Duiiding Cornmunities through Arts and Heritage 38,000 56.900 Regional Municipality of 01aterino-Arts Fund 7,500 - City of Kitchener 39,517 39,029 Kitchener and Waterloo Community Foundation 12.925 Ontario Arts Council 13,700 15,000 Ontario Cultural Attractions Fund - 36.000 Ontario Ministry of Tourism, Culture and Sport-Celebrate Ontario 58,862 74999 Ontario Tourism Marketing Partnership Corporation 14,400 10 01L Ontario Trillium Foundation 40,000 45,00Cr TD Friends of the Environment Foundation 3,150 4.660 215,128 294,517 4. Contributions in kind Contributions in kind received during the year have been recognized as revenue and expenses on the statement of operations as follows: 2014 2013 Revenue Contributions in kind 335,566 333,971 Expenses Advertising and promotion 205,770 213,645 Artists 28,530 22.710 General and administration 3,000 7,200 Operations 62,695 60,394 Production staging 34,071 25,522 Professional fees 1,500 1,500 335,566 333,971 5. Accounts payable aria accruals Included in accounts payable and accruals are government remittances payable of$nil (2013-$265). 6. Financial instruments The Organization, as part of its operations,carries a nunibar of financial instruments. It is management's opinion that the Organization is not exposed to significant interest,foreign currency,credit,liquidity or other price risks arising from these financial instruments except as otherwise disclosed. Foreign currency risk Foreign currency risk is the risk that the fair value of or future cash flows from a financial instrument will fluctuate because of changes in foreign exchange rates. The Organization enters into transactions denominated in US dollars, and as at September 30, 2014 cash denominated in US dollars amounted to HS$22,757(2013-US$74,850). 7 7 - 31 Kitchener Blues Comrrtl rft Inc. Notes to the Financial Statements For the year ended Seprember 30, 2094 Financial Instruments (Continued from previous page) Liquidity risk I` The operations of the Organization necessitate the management of liquidity risk. Liquidity risk is the risk of being unable to maet anticipated daily financial obligations and fund future operational requirements. Tire Organization's objective is to ensure that it faces limited risk exposure in this area through requirements placed on the types and amount.- of hgrfid assets that are required to he maintained in nrder to meet its current and future ebligntions. The Organization achieves this objective through the preparation and rnonitorinr}of annual operational budgets to assess current and future fun(rnc; requirements As tell, the Organization holds its funds with a reputable financial institution. There has been no change in this risk exposure or the ahovc objcctive, and policies and procedures used to manage this exposure during the year. Credit risk The operations of the Organization necessitate the management of credit risk- Credit risk is the potential for Eoss due to the failure to collect revenue due to the Organization. The maximum exposure to this risk is encompassed in the accounts and other feceivables balance on the statement of financial position. 7. 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Zoo to W to a L Ln rr � , L of / I C» N cz m C) CD 04 N Elltl�y i� p f M C? %{" u r CO) c N dry Ln Cat Lin Ica LU i �1J r f � ip 6 rr/; r/r/r ca Aar L9 foul R� /r 1'/////////""""r, /r / O. y irrrfr qC Sri 7 - 44 2016 Community Grants Tier 1 Grant Appeal Applicant: The Multicultural Theatre (MT) Space f 2015 Grant Approved: $13,181 (cash) f 2016 Grant Recommendation: $13,313 (cash) % Increase Recommended: 1% $ Increase Recommended: $132 2016 Grant Request: $32,000 ($20,000 cash; $12,000 in kind) % Increase Requested: 143% $ Increase Requested: $18,819 Appeal Amount: $18,687 The MT Space is an arts organization dedicated to creating, presenting and producing contemporary theatre. The City provides a Tier 1 grant to The MT Space to assist with general operating expenses as well as costs related to their biennial IMPACT festival. The MT Space is requesting a grant of $32,000 ($20,000 cash; $12,000 in kind) for 2016 to "continue to create, produce and present relevant theatre and ensure the stability of MT Space" as they move forward. Further details are provided in the attached grant application. Staff notes that, during the 2013 Tier 1 grant cycle, The MT Space appealed their Tier 1 grant allocation. At that time, Council approved an additional allocation of $7,143 (on a one-time only basis) from the arts and culture sustainability fund. 7 - 45 space MT Space Renate Willms The Courtyard{n)Bonnie Stuart Supervisor of Administration 141 Whitney Place Department of Community Services Kitchener ON/N2G 2X8 City Hall, P.0 Box 1118 1).519,585.77631 f.519.744.9342 200 King Street West, 7° Floor e.info,Lpmtspace.ca Kitchener, ON N2G 4G7 Artistic Director Majdi Bou-Matar October 22, 2015 e.majdiC��mtspace.ca Goneral Manager Ashley Judd-Rifkin Dear Renate, e.ashley@mtspace.ca Please accept this letter as our application for the 2016 Tier 1 Community Grant. July 1,2014-June 30,2015 Report 2014/15 was our 11,^season.This was a transitional year for the MT Space. As Artistic Director Majdi Bou-Matar moved with his family to Duluth, Minnesota,Artistic Associate Pam Patel took on the role of Associate Artistic Director and Majdi acted as a mentor. We launched our 14/15 presenting season in July with El Refugio de Freidel/ The Refuge of Freidel, a Freidel Collective production in association with Aluna Theatre. Our season continued with Heather Majaury/Kaleidoscope Collective's This Is My Drum in February 2015; Sheldon Elt&'s Metis Mutt in April 2015;and, Waawaate Fobister's Agokwe in June 2015. We were very excited to have presented a collection of Indigenous work for the 2015 portion of our season.All shows were performed at The Registry Theatre here in Kitchener. We also helped support the work of two of our Artistic Associates—Nada Humsi and Pam Patel. Nada wrote and directed My Name is Dahkel 1=araj, a workshop production presented by the newly-farmed KW Arab Canadian Theatre (KW-ACT), in association with MT Space.This show was more recently performed at our IMPACT 15 theatre festival in September, where it received enthusiastic responses. Pam worked together with Majdi as director to create The Art of Getting Married, in association with MT Space. itspa,41%kacte . ca k 1 7 - 46 space MT Space In November 2014, MT Space continued its work on Paradise, the co- The Courtyard(o Bonnie Stuart production with Gwaandak Theatre, in a 3-week development workshop 141 Whitney Place that culminated in a public presentation.This collaboration continued in Kitchener ON/N2G 2X8 February-March 2015, with the MT Space heading over to Whitehorse to p.519'585.77631 f.519.744.9342 finalize the co-production and present the premiere of the new show at e.info :3mtspace,ca the Yukon Arts Centre. It was performed again at the IMPACT festival and had a week-long extended run at the Conrad Centre for the Performing Arts. Artistic Diwctor Majdi Bou-Matar P.rr)ajcli(«Pmtspace.ca MT Space toured their latest completed production, Body 13, in the Gene0Manager Ashley Judd-Rifkin summer and fall to the Prismatic Festival in Halifax, the Burlington e.ashley@mtspacet.ca Performing Arts Centre, University of Guelph, and the Debajehmujig Creation Centre on Manitoulin Island.This helped to not only bring our work to new audiences but also to continue to develop our relationship with national presenters and producers, building on a network of theatre dedicated to presenting voices from culturally diverse and indigenous perspectives. In May, MT Space had the great honour of hosting internationally recognized Butoh master, Natsu Nakajima from Tokyo,Japan, in a one week workshop held in partnership with the University of Waterloo, and a presentation of Nakajima's one woman work, Like Smoke, Like Ash. This was a one time performance for an intimate sold out audience who were able to witness the work of one of the pioneers of Butoh dance! This year, MT Space was commissioned by the Institute for Christian Studies and the Christian Reformed Church of Canada in partnership with the Centre for Community Based Research to create an original piece about faith and justice.This piece was performed for a gathering of church congregations and religious studies academics in Toronto,followed by a very engaging discussion about the topic.The piece, called Just Faith?, performed again at the Community-University Expo in Ottawa in May. July 1, 2015--June 30,2016 Request Year As part of Neruda Arts' Kultrun Festival, MT Space presented Remembering the Farewells, a one woman dance piece from Colombia. The piece was presented on July 12th in a tent in Victoria Park to a fairly large audience of over 250!This was an incredible outreach opportunity for MT Space to collaborate with a local like-minded organization and provide a free outdoor event in downtown Kitchener. f 2 t s a c e c 7 - 47 V space MT Space a The Courtyard 0',Ronnie Stuart From September 22nd to 27th 2015, MT Space hosted our 4th biennial 141 Whitney Place international festival, IMPACT.This included programming of 1Kitchener,519 ON 1 1 f. 2X8 international, national, and local work as wel l as a national conference l�'519. mtsp63,f'519.744.934.2 entitled "SmartStage:Technology, Social Media, and Revolution". In e.infot<�Emtspace.ca addition,we had an enhancement to our festival called the Stage &Story Market:a "mini-festival" in collaboration with the local Farmer's Market and Word on the Street which enabled artists and guests of the festival to Artistic Director Majdi Bou-Matar share their craft, artwork and stories in a market-like setting. This year's e.majdi3)rmspace.ca IMPACT also involved a larger component of Indigenous programming General rol inag r Ashley Judd-Rifkin with invited companies like Kaha:wi Dance (Toronto), Raven Spirit Dance e.ashleyCc,?,mtspace.ca (Vancouver),and Copper Promises:HINEMIHI HAKA, a Maori dance theatre piece from Australia. On October 1st, MT Space had the opportunity to remount one of their milestone pieces, The Last 15 Seconds. This was a piece created in 2009 based on the Jordanian bombings which killed Hollywood-Syrian filmmaker, Moustapha Akkad, and his daughter, Rima. The Last 15 Seconds premiered at IMPACT 09 and went on to tour across Canada and internationally to Jordan,Syria, and Lebanon, where it garnered rave reviews. On October 1st, The Last 15 Seconds, was remounted for a one time performance at the Aga Khan Museum in Toronto as part of a special lecture series about global events shaping the world. In October, the MT Space Young Company will have an opportunity to collaborate with the Suubi Performance Troupe from Cambridge Secondary School in Kyngera, Uganda.Students from both our Young Company and the Suubi Performance Troupe will gather in Kitchener- Waterloo for the Dream for Uganda Project in which a collective creation will be performed by the students to the public and their peers in a high school tour. in March,we will be bringing Sal Capone,a piece by Vancouver's Urban Ink Productions, to Kitchener-Waterloo. Urban Ink has received support to tour the piece as part of a national tour, and we are looking forward to being the first stop. We see this as an opportunity to support the touring of this powerful play as well as a potential to reach out to the local at risk youth and universities. We are also excited about bringing a piece by two emerging artists called Ralph+Lira,which tells the story of a young Italian couple who meet, 3 ff % *-4ce . ca 7 - 48 SP ce MT Space experience war, and immigrate to Canada.The piece is very skillfully done The Courtyard rz=Ronnie Stuart and leaves an audience feeling hopeful and elated. We feel this will be a 141 fflhitney Place good piece to balance out our season and are looking to present this in Kitchener ON/N2G 2X8 April. p.519.585.7763 1 f.519349.9342 e.infa,,,�mtspace.ca To round out our presenting season, MT Space will host a run of the completed version of The Art of Getting Married, an independent piece written and performed by Artistic Associate Pam Patel.The piece is Artistic t},rector Majdi Bou-Matar directed by AD Majdi Bou-Matar.As MT Space helped to nurture the piece e.mrajcli{.lmtspace.ca by providing support with in-kind resources, it would be great to present G2nE:ral Man£.ger Ashley Judd-Rifkin the completed work as part of our season.Also, Pam had the opportunity e,ashley@,rntspace.ci to showcase the work-in-progress at the inaugural South Asian International Performing Arts Festival in New York,and won Best Solo Production! MT Space has been growing their operations to include establishing a season of theatre that presents national work bringing stories and perspectives from culturally diverse and Indigenous perspectives. We see this as integral to the growth of arts and culture in this community, especially with the development of a tech sector which brings employees from different corners of the world to live in downtown Kitchener. Presenting this annual season in addition to creating and producing our own original work and presenting IMPACT rounds out three pillars of activity that define MT Space. We are requesting an annual support of $20,000 to ensure that we can continue to create,produce and present relevant theatre and ensure the stability of MT Space as we move forward. Please find enclosed: 1. A copy of our most recent financial statement, compared to a detailed budget for the request year of 2015-2016, 2. Our last completed audited financial statement for the year ending June 2014; 3. The most recent statistical information;and, 4. A copy of our current certificate of insurance. If you require any further details, or if you have any questions please do not hesitate to contact me. E . € 4 mt:) pace , Ca 7 - 49 space MT Space Sincerely, Tire Cburtyard e)Bonnie Stuart 141 Whitney Place , Kitchener ON/N2G 7X8 P.519.585.77631 f.519.744.9342 r e.infa,,�i�mtspace.ca Amanda Lowry General Manager Artistic Director Majdi Bou-Matar e.majoi c;`!ftltspilco'c'a CcEneial Mam)ger Ashley Judd-Rifkin e.ashley@'mtspace.ca 5 W0%.0% t S &0% 'Ofteca pdC E _ 7 - 50 }- g g �! go zi i g n o0 ° $ $ - 'o 00 A O S oo ° ao n uY $'O$ S O vu tq A VT O � V ). '7 6ko q 1-4 ri W. W N N m- ? H N Vf V! tr? -V 11 LV} h VH V? N �N S 41 to F' .eO i } YN' «i N N N Oi:vt V�?-h ✓ n 0�$b, ,j -0 C? S g g g g b r 0 0 4 M 0.p N O: O rj O p O N ry p p 8 O V O 4 0 u mV i o 4 ma Ln,m 0 O ^ h ui Oo rr V H Vt Vf I^e O yr N i 'a V). VT V}. V} V? 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N N Y ik F � c a � y y m` v o T y e v O J m y . ] � 0 N _ O d C m # Y 4 n u c rl-l-r -n .+ v # p v a v t � i 0 C C C C � •y C i A ? 2 c F F d U Y Y Y Y C r C F t N T u r u m u u u u c m L 3 L v •b Y Y Y Y iq n �t 0 " «- ` N F A 4- ti opp t°9 m m Wp 0 0 4 4 4 4 Fes- s 4 Q n NSS Y Vy I G P N Z D O ri N.o-0 i N W p } Q Q i0 � N N N yy 7 - 7 ' w [fa N n h N OI V N r 7 - 55 John M rids ;PRO SSIONAL CORPORATION THE MULTICULTURAL THEATRE SPACE (THE MT SPACE) INC. FINANCIAL STATEMENTS FOR TIIE YEAR ENDED JUNE 30,2014 22€3 Frederick Street,Kitchener,ON N2H 2M8 Tel: (519)246-4401 Fax: (519) 883-1023 Email:jol-u-t@ixullerancicoin.pany.cn 3 - 56 F i THE MULTICULTURAL THEATRE SPACE (THE MT SPACE) INC. FINANCIAL STATEMENTS FOR THE YEAR ENDED JUNE 30,2014 INDEX Page Independent Auditor's Report 1 Financial Statements Statement of Fixzancial Position 3 Statement of Operations and Surplus 1 Statement of Cash Flows 5 Notes to Financial Statements 6-10 Supplemental Financial Information Schedule of Revenues 11 Scheduler of Production acid iklarketing Operations 12-13 k a L i 0t1 M) 1 I'M Sa PROFESSIONAL CORPORATION 1,artercJ Acroifntnmt 2?8 FREDERICK ST.,KITCHENER,ON N2H 2NIS TEL:: t,3tfi)74644 i F:1t: (579)R83102:3 INDEPENDENT AUDITOR'S REPORT To the Members of The 1lrlulticult-uraI Theatre Space (The MT Space) Inc. We have audited the accompanying financial statements of The Nlulticultural Theatre Space (The MT Space) Inc.,which comprise the statement of financial position as at June 30,2014, the statements of operations and surplus, and cash flows for the year then ended and a surnrnary of significant accounting policies and other explwiatory information. Management's Responsibility for the financial Statements Management is responsible for the preparation and fair presentation of these financial staterneuts in accordance with Canadian generally accepted accounting principles for not-for- profit enterprises, and for such internal control as .manageiiient determines is necessary to enable the preparation of financial statements that are free from material misstatement, whether duct to fraud or error. Auditor's Responsibility Our responsibility is to express an opinion on these financial statements based on our audit. We conducted our audit in accordance with Canadian generally accepted auditing standards. Those standards required that we comply with ethical requirements and plan and perform the audit to obtain reasonable assurance about whether the financial :statements are free from material misstatement. An audit involves performing procedures to obtain audit evidence about the amounts and disclosures in the financial statements. The procedures selected depend on the auditor's judgment, including the assessment of the risks of material misstatement of the financial statements, whether due to .fraud or error. In making those risk assessments, the auditor considers internal control relevant to the entity's preparation and fair presentation of the financial statements in order to design audit procedures that are appropriate in the circumstances, but not for the purpose of expressing an opinion on the effectiveness of the entity's internal control. An audit also includes evaluating the appropriateness of accounting policies used and the reasonableness of accounting estimates made by.nianagement,as well as evaluating the overall presentation of the financial statena.ents. We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our qualified audit opinion. John IM Lindsay Professional Corporation,authorized to practice,public accounting by The Institute of Chartered Accomiteants of Ontario S to Basis of Qualified Opinion In corrualo��with many non-profit organizations, the organization derives revenue from single ticket sales, fundraising and other services, the completeness of which is nat susceptible to satisfactory audit verification.Accordingly,my verification of these revenues was limited to the arnounts recorded in the records of the organization. I was not able to deterrrune whether any adjustments might be necessary to revenues, excess of revenues over• expenditures, assets and surplus. Qualified Opinion In my opinion.,except for the effect of adjustments,if tiny,which I Haight have determined to be necessary had I been able to satisfy myself concerning the completeness of the revenues referred to in the preceding paragraph, these financial statements present fairly,in all material respects, the financial position of the organization as at June.30, 2014 and June 30,2013 and the results of its operations and its cash flows for the year then ended in accordance with Canadian generally accepted.accounting principles for not-for-profit enterprises. 1 Kitchener,Ontario J 11d Lindsay C A,CA March 26,2015 Licensed Public Accountant E THE MULTICULTURAL THE SPACE THE MT SPACE INC. STATEMENT OF UN ANCIAL POSITION As at 30 June 2014 2013 ASSETS Current Cash 20,966 168,513 Accounts receivable. 69,336 9,714 Prepaid expenscs 1,846 26,479 E TOTAL ASSETS 92.148 194,700 LIABILITIES Current Accounts payable anti accrued charges 697 14,640 Deferred revenue (Note 7) 88.,352_ 172,34"1 TOTAL LIABILITIES 89.049 X86,98:1 Commitments and contingencies -Nona Accumulated Surplus 3,099 7,725 3.099 7,725 TOTAL LIABILITIES AND SURPLUS 92148 � 'Im 94 7�06 The accompanying Motes are an integral earl of the financial statements Oil Viflialf of t,4e O.rga Iization Director Director' Fa t 1 Z l THE MULTICULTURAL THEATRE SPACE (TIDE MT SPACEI INC. STATEMENT OF OPERATIONS AND SURPLUS Year ended 30 June 2014 201.3 $ % $ Revenue Partner contribution, 27,663 5.1 - - Donations 23,648 4.4 14,762 5.6 Donations in kind (Note 8) 150 - 2,750 1.0 Grants (purge 11) 384,574 71,2 205,785 77.7 Other 1,841 013 13 - Production (page 11) 84,511 15.6 41,580 15,7 Sponsorship in kind(Note 8) 18,,103 13 - _.540,490 100.© 264,590 100.0 Artistic expenditures Artists salary and fees (page 12) 213,166 39.4 122,523 46.3 Marketing,adv&,promotion (page 13) 84,351 15.6 1.9,343 7-3 Production expenses(page 12) 1161,056 29.8 22,343 8.4 Total artistic expenditures 458,573 84.8 164,209 62.0 Gross margin 81,917_ 15.2 100,681 35.0 Operating expenditures Bank charges 478 - - - pundraising 1,618 0.3 3,639 1.4 Insurance 3,294 0.6 2,216 0.8 Office equipment&supplies 3,787 0.7 1,793 0.7 Office salaries and benefits 44,947 8.3 42,487 16.0 Professional fees 11,567 2.1 11,310 4.3 Bent remittance 9,461 - 4,891 1.8 Rent and utilities 11,645 2.2 1.1,987 4.5 Repaixs and maintenance 662 0.1 1,030 0,4 Studio oquipm€nt rental (,5,000) - 6,428 2.4 Telephone&internet 2,615 0.5 2,680 1.0 Training and professional development _ - 1.4fi9 0.3 _ 913 2,2 Total operating expenditures 86,543 16.0 94,374 35.6 Revenues less disbursements 4,626 (0.8) 6,307 2.4 Accumulated Surplus,beginning of year _ 7725_ 1.4"1$ Accumulated Surplus,enci of year(Note 5) 3.09) X725 The aecompan ding notes are an integral part of the financial Statements THE MULTICULTURAL THEATR E SPACE 0'HE MT SPACE IN STATEMENT OF CASH FLOWS Year envied 30 June 2014 2013 SOURCES (USES) OF CASH: Operating activities Revenues less disbursements 4 626 6,307 (4,626) 6,307 Changes in.non-cash working capita.[items (increase)decrease in accounts receivable&grants receivable (59,622) 1,852 Decrease(increase)in prepaid expenses 14,633 (14,543) (Decrease)increase%n accounts paYabl. and a3ccrued charges (13,943) 10,602 (Decrease)increase in deferred revenue 83,98 102,341 Cash provided by(used in)operating activities _(I47 54 100,559 Net increase (decrease) in cash (147,547) 106,359 Cady, beginning of year 1- 68513 61.934 Cash,end of year 2Q,966 168 51. zy The accompanying notes are an integral part of the f nanciat statentents . 5 "`­02 THE MULTICULTURAL THEA'T'RE SPACE THE MT SPACE INC, NOTES TO THE FINANCIAL STATEMENTS Year ended lune 30,2014 Or 1. Operatians The Multicultural Theatre Space (The 11T `space) Inc. exists for the ur ose of p p promoting interest in and the practice of theatre and cultural sorts and to educate and increase the public's appreciation car Contemporary multicultural forms of artistic expressions. The organization was incorporated on February 7th, 2005 under betters Patent of the Chltario Corporations Act. 2. Significant Accomiting Polieies The financial statements are prepared on the basis of generally accepted accounting principles for not-for-profit enterprises, the most significant of which are described below: Use of estimates The preparation of ..Financial statements in conformity with generally accepted accounting principles requires management to snake estimates and assumptions that affect the reported amounts of assets and liabilities and disclosure of contingent assets and liabilities at the date of the .Financial statements and the reported amounts of revenue and expense during the year. Actual results could differ from those estimates. The most significant estimate is deferred revenue. Revenue recognition Funding for programs PriMarily conies from the C)ntario Trillium Foundation, Canada Council,Ontario Arts Council, City of Waterloo and Ministry of Tourism in accordance with service contracts established by these agencies and is recorded as revenue in the period to which they relate. Funding approved but not received at the end of an accounting period is accrued. Where a portion of a grant relates to a future period,it is deferred and recognired in that subsequent period. Any excess of program funding over recoverable expenses is refundable to the agencies fisted above. Production revenues are recogrdzed as revenues when the service is performed. The Multicultural Theatre Space (The MT Space) Inc. follows the deferral m ethod of accounting for contributions. Restricted contributions are recognized as revenue in die year in which the related expenses are incurred. Unrestricted contributions are recognized as rPVenue when received or receivable if the amount to be received can be reasonably estimated and collection is reasonably assured. 7„- '63 THE MULTICULTURAL THEATRE SPACE fTHE MT SPACE IC. : NOTES TO THE I I �AN- Year ended jti>2e 30,201 CIAL STATEMENTS 2. Significant accounting Policies Financial instrun1e11ts The 'ganization's initially n3easures its Financial assets and f' I�arket value. The ori;arlizatioz� I�iincial ifabilities a subeue.ltl}- measures all its financial assetstadu financial liabilities �t a�xlortiaed Cost �ba�tl;es i�� fair value arP recognized statement of operatioYls ill revenues lees l>z��st��n� and �;ilIZeCI O]t the cost include ca ants. Fin cash a Financial � a and a ass ccaunts receivable,r.ablk�. Financial Iiabilihes measured G ttamortiz d cost include accounts payable and accrued cltaipes. surecl at 3. Income Tax Staft1s The A ttllticuitural Theatre Space (TJW MT Space) Inc. i,5 a non-profit. car a therefore is not subject to income taxes ursuaxtt to Section 149(I)of the Income Tax Act 4 a THE MULTICULTURAL THEATRE SPACE THE MT SPACE) INC. MOTES TO THE FINANCIAL STATEMENTS Year ended June 30,2014 4. Financial Instruments The orgiutization is exposed to various risks through its financial instruments,without boirig exposed to concentrations of risk. The following analysis provides a measure of the organizations risk exposure at the balance slaM date,December 31,2014. Liquidity Risk Liquidity risk is the risk that an entity.v ll encounter difficulty in meeting obligations associated with financial liabilities. The enterprise has adequate cash reserves. Credit Risk Credit risk is the risk that one party to a financial instrument will cause a financial loss for the other party lby failing to discharge an obligation,In order to reduce its credit risk,the organization monitors its receivable balance on an ongoing basis.The organization believes it does not have exposure to any particular customer, Market Risk Market risk is the risk that the fair value or future crash flows of a financial instrument will fluctuate because of changes in market}hires. Market risk comprises three types of r.isk:currency risk,interest rate risk and other price risk. The enterprise is riot exposed to any of these risk. Currency.frisk Currency risk is the risks that fair value or future value of a financial instrument will fluctuate because of changes in foreign exchange rates.The organization does not transact in currencies other than the Canadian Dollar, Interest Rate Risk Interest rate risk is the risk that the fair value or future cash flows of a financial instrument xvill fluctuate because of changes in rnarket.interest rates. The enterprise is not exposed to interest rate.Fluctuations. Other Price Risk Other price risk is the risk that the fair value or future cash flow of a financial instrument will fluctuate because of changes in market prices (other than those arising from interest rate or currency risk),whether those changes are caused by factors specific to the individual financial instrument or its issuer,or factors affecting all.sintileir financial instruments traded ita the ntarkot. The enterprise is not exposed to other price risk. J. Accumulated surplus - Accumulated surplus is a reserve for unforeseen events,and its purpose is to provide for t nfibreseen expenses encountered in the course of operations of future projects ti 7 - 65 THE MULTICULTURAL THEATRE SPACE THE MT SPACE) INC. NOTES TO THE FINANCIAL STATEMENTS Year ended June 30,2014 i F 6. Economic Dependence The organization has arrangements v,-iith a number of governnient departments and ctilhzxal organizations. The Gown-rnent cif Canada acrd Ontario, Region of Waterloo and the City of Kitchener are the most s.igrdfic�ult and they account for a major portion of revenue. 7. Deferred Revenue 2014 2013 t Balance begiruuzfig of the year 172,341 70,000 Less:amount recognizc,d as revenue in the year (172,341) (70,000) Plus.,arnou.nt received.relating; to the following year 88,352 172.34'1 Balance end of the year 88,35 172,341. Deferred revenue is represented by Canada Council for the Arts-Equity 30,000 12,500 Canada Council for the Arts-Projects - 13,50() Canada Council for the Arts-Operating 361300 - City of Kitchener - 7,134 City of Waterloo 31000 3,000 OCAF - 35,000 Ministry of Tourism - 40,000 I leritage Canada 12,500 50,000 Region of Waterloo Arts Fund - - Ontario Trillium foundation 6,552 11,207 Total 88,352 _L72,341_ 6 THE MULTICULTURAL THEATRE SPACE (THE MT SPACE INC. NOTES TO THE FINANCIAL STATEMENTS Year ended Jung:30,2014 S. Corporate Sponsorships & 011al olis in Kind . Service 6 and Illkerials in kind that are d1lonated are included its this total. They WEFT valued by management at approximate market value, 14 67 C•.. _._•__. .,::er—eewaeya- ___— r.r..-a..-.....u�.ev...�,+.�........ ............. _ THE MULTICULTURAL THEATRE SPACE (THE MT SPACEI INC. SCHEDULE OF REVENUES Year ended 30 June 2014 2013 E % - Grant Revenue Canada Council- Equity 55,000 14.3 Canada Council_Operation 36,30Q 9.�( :(!tit? . s� Canada Council�- Projects 36,3 0 6.2 City of Cambridge 500 0.1 - City of Kitchener-Operating 3 12,938 3.4 12,803 j City of Kitchener-Project 7,134 1.9 City of Waterloo-Operating 9,000 2.3 6,� ) Foundatiom- KWCF/Musagetes 20,000 5.2 1u,th . Heritage Canada 60,000 15.6 Ministry of Tourism 44,590 11 7 Ontario Arts Council-operating 44,890 7.8 Ontario Arts Council-Other Ontario Cultural Attractions Fund 30,157 7.3 Ontario Trillium Founclatiota 54,655 14.2 18,793 1$. Region of Waterloo Arts Fund 1I,O00 Service Canada Total --384,974 100.0 --20-5 .785 Earned Production Revenue Guaranteed fees 28,530 33.8 Miscellaneous Revenue 708 0,8 266 0.6 Studio Ecluipme.nL Rental 680 0.8 334 O.S Space Rental 10,762 12.7 7,745 18.6. Ticket sales 31,757 37.6 14,501 31.9 Workshops and Education 1 Q7� 14.3 t�8� 2 4 0 Total 844511_ 100.0 4.__ X80,.. loo.© 11 Z8 THE MULTICULTURAL THEATRE SPACE THE, MT SPACE) I.;\ SCHEDULE OF PRODUCTIONs zNJARKETING OPERATIONS Year ended 30 june 2014 2013 Production costs Artist Accomodatiort 23,999 13.7 1,144 I3ox Office Expenses 2,832 1.8 840 Con(ributions to Partners m _ 40,240 25.0 Costumes 148 0.1 41 t Food and Hospitality 7,876 4,9 651 � Gas/Polls/Parking/Mileage 1,396 0.9 Lighting Costs 5,553 3.4 5,207 23 3 s Miscellemeous Production Costs 556 03 2 Per-Diems ineaI allowances 13,473 8.4 1,660 7 Production Fquiprltent/Supplies 11,131 6,9 4,836 27.6 Promotiortal Video - 118 0.5 .. Props 57 r Running, Costs(Lkiundq, etc.) - � - 94 0.4 Set Costs 4 336 0.2 15 g, 0.1 Shippin � 607 0.4 _ Sounds and Mtrsic 1,134 0.7 2'19 1.0 Theatre Rent 1.3,671 8.5 E,$23 30.5 Travel-production fan Rentals 3$,569 23.9 (743) (0.6) 1,434 4.9 Total 1b1 056 ,1(3.02234? 100,0 Artists 9a1a and fe es Artistic Director 41,537 19.5 45,277 37.0 Company Fees 60,098 28.2 10,648 $,7 Creative artists&designer fees 1'7,924 8.4 27,069 22.1 FOH Staff 55$ U.3 160 U.# HonourariEa 9,625 4.5 800 0,7 Performing Artists Pees 39,447 18.5 30,325 24,8 Production Professimial Fees 14,500 6•8 Stage Manager 5,344 23 Technical Crew 24,133 --- 1..3 8.244 6.7 Total 213 6 100,0 _122,523 [CLO 00 1? Z9 THE MULTICULTURAL THEATRE SPACE THE MT SPACE) INC. SCHEDULE OF PRODUCTION i'lctARKETING OPERATIONS Ye tr ended 30 June 2014 2013 air iar�CeEin arivertis zl and progw(fon co fs Advertising in-kind (,N1nfe 8) 18,103 21.5 2,750 U-2 Marke Ung production cons 10,529 12.5 1,612 8.3 �Nf larketing Professional Fees 25,043 23.7 11,850 61.3 Paid Advertising 27,321 32.4 2,700 Io.9 Photography 1,000 1,2 - Promotions 1,347 1.8 640 3.3 4Vebsite 391. 2.0 Total 844151 0 1O .o 19 343 1Q D � �a 0, I 1,3 2016 CommunitV Grants Tier 1 Grant Appeal Applicant: Social Planning Council of Kitchener-Waterloo 2015 Grant Approved: $74,330 i 2016 Grant Recommendation: $42,608 % Decrease Recommended: -42.7% $ Decrease Recommended: $31,722 2016 Grant Request: $100,000 % Increase Requested: 34.5% $ Increase Requested: $25,670 Appeal Amount: $57,392 The SPCKW is requesting a grant of $100,000 in 2016 for continued support of community information services as well as funding for a part time social planner to help convene community forums. Further details are provided in the attached grant application. Staff is recommending the grant previously provided to the SPCKW for the provision of community information services and development be phased out by December 31, 2016. Earlier in 2015, the Region of Waterloo awarded a tender to the Social Planning Council of Cambridge and North Dumfries for the creation and maintenance of a region-wide community information database. That database will be accessible by municipal staff, social service providers, the province's 211 Ontario Information and Referral Services and individual members of the community at no cost. Previously, the Region provided the SPCKW with a grant to complete this work on their behalf. This change in the Region's service provider prompted City of Kitchener staff to review the City's Tier 1 grant provided to the SPCKW for the provision of community information services. Based on that review staff came to three conclusions: 1. The Corporation of the City of Kitchener (City staff) is able to satisfy our community information needs through a variety of avenues, including the Region's new database which will be available to the City at no additional cost to taxpayers. As a result, there is no corporate need to provide additional funding to SPCKW for community information services. All of our community information needs can be 7 - 71 met through the database already being funded by the Region, or through other sources. 2. Beyond the Corporation of the City of Kitchener, members of the community have a variety of ways they can access community information, including: the City of F Kitchener's and Region of Waterloo's corporate contact centres, the province's E 211 Ontario Information and Referral Services and free access to the internet at all of the city's community centres and libraries. Many City staff also play a role in providing information to members of our community on a daily basis. In addition, social service agencies across the region will have access to community information funded through the Region's new database and will be able to provide that information to their clients at no cost to their organization or to the individuals. Staff are of the opinion that through a variety of investments made in recent years by both the City and the Region (as identified above), we have dramatically improved the accessibility of information to all members of our community, including those who might be marginalized. 3. It is staff's understanding that the City of Kitchener is the only municipal government in the region that continues to provide funding to the SPCKW for the community information service. The City of Waterloo eliminated their funding for these services in 2012. As a lower-tier municipality within the Region of Waterloo, staff is of the opinion that the City should not take a lead role in funding the community information services from a government perspective. In an effort to help the SPCKW transition to this lower level of Tier 1 funding, it would be appropriate to phase their grant out for these services. Appendix A (staff's recommendation) of this report includes a 50% reduction to the SPCKW's Tier 1 grant for community information services and development, providing a grant of $31,779 for this service in 2016. That amount would be eliminated after 2016. 7 - 72 SOCIAL PLANNING COUNCIL COMMUNITY INFORMATION CENTRE Kitchener —Waterloo Waterloo Region October 14, 2015 k Renate Willms Supervisor of Administration Community Services Department, City of Kitchener 200 King Street West, 7th Floor, P.O. Box 1 118, Kitchener ON N2G 4G7 Greetings Ms. Willms (Renate): This letter is to confirm our intent to apply for 2015 Tier 1 funding from the City of Kitchener for the Social Planning Council Kitchener-Waterloo. We appreciate the continued support from the City of Kitchener which enables us to provide information and community development services to meet a range of community needs. In addition, we value the opportunity to have met with staff recently to discuss the "hands-on" way we provide support to Kitchener residents. We hope we conveyed how 211 is not a replacement for the services we provide to the local community. The City of Kitchener's funding is not used to maintain our community information database and we continually seek ways to maintain our knowledge resources efficiently. Drawing from many sources of information provides the data we need to respond to the changing needs of the local community and to provide leadership in areas important to social development. Our established social development expertise and long standing role in community information, planning and development services puts our organization in the unique position to provide significant returns for every dollar invested to support our work. For 2016, we are requesting an investment of$100,000. This amount includes $75,817 (2% cost of living increase to the 2015 grant) and $24,183 for a part time social planner to help convene community forums. The purpose of these forums is to engage wide public discussion on issues that community members have asked for more opportunity to explore. Attached is background information on priority topics identified this year after discussions with individual City Councilors and with our community reference groups, Poverty Free K-W Action Group and the Disabilities and Human Rights Group. 300-151 Frederick St., Kitchener,ON N2H 2M2 Tel.519-579-1096 Fax:519-578-9185 Supported by: Enterprise Services City of Kitchener Memberships Donations 7 - 73 -2- The City's annual investment is primarily used to provide community support services and I to undertake work to develop these services in response to changing technology and ` community needs. A breakdown in how the funds are used in these areas of our work was provided to staff previously. The annual grant also supports us to be an active partner in the Festival of Neighbourhoods, which we do in a number of ways, including engaging neighbourhoods that are less likely to take part. We know that strong neighbourhoods are essential to a thriving city. Since our first neighbourhood project, started back in 1971, we have done much work to understand Kitchener neighbourhoods and to engage citizen leadership in neighbourhoods. A summary of the work we have done related to neighbourhoods over the many years is attached. We would also like to take this opportunity to draw your attention to our plans for the future. We are undertaking a name change process to better reflect our social development role and to enable us to present a more integrated service focus which is outlined in the attached Integrated Service Areas. These changes integrate traditional community information and social planning work, a process which has been done over many years and continues to evolve. Our aim is to have efficient knowledge systems that enable us to be even more responsive to the community. This infrastructure makes it easier for us to be future focused (planning) and better able to leverage changes in technology that continually happen in the community information sector. We hope this foundation helps us deliver an even greater value for investments in our work. As we approach our 50t" anniversary as a social development agent (2017), we have influenced decades of experience in community information service delivery, community development and social planning. Since our earliest days, the City of Kitchener has encouraged, supported and partnered with us and we want to be a resource to City of Kitchener staff as well as to the community as a whole. With greater support from the City, we can be more proactive in finding solutions that improve quality of life for everyone and ensure that everyone, including those with limited resources, can address current problems and prepare for the future. We thank staff and Council for your thoughtful consideration of our request. Trudy Beaulne, Barbara Spronk Executive Director President, Board of Directors 7 - 74 -3- Enclosed: • Timeline of SPCKW Neighbourhood Work • SPCKW Integrated Service Areas • Background Information on Priority Issues (2015-2017): o Strong Neighbourhoods a Poverty Elimination o Access to Information + 2014 Audited Financial Statements • 2016 Budget with Comparison to 2015 YTD and Budget • Summary of 2015 Activities and Directions for 2016 Information provided previously: • 2014 Annual Activities Report • SPCKW Services Overview - 2015 • Certificate of Insurance 7 - 75 a o c L ` ' O m N o v -a o $ E c ro'� N U>moo0 wU owU o C)Z CD a 0- N c - c o U) ro ` L c o c o 0 n aa) N U} o y c v t c t - o(n me U E ° U 7a Z L. = a) o pN aO N O U m Q N. C 4m °L N r °L .0 7+ O C N 7 `� ao y a a) a) � cama' ,a y r ar - r N a LA N in�U<IS N -gyp.Y tN c p L ma) 0 LL p z10 Zo Z � s� � !1 V N N Y a C p C N co'- N c r r v ° ' p N E O-Fu 0 E E c. 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C U)L V N ° Q'T o 0 c t 7 C C U7 r F a ° ° al Ir la d a7 M 10.0 ai Y CP ° as ) as rn 4wE U °o y�z oa wt �, p1 07 t a i P .o Q N 2 r m N U N c y w 0 41 y a)r J Z Z Q Z yy 7 Q O p a Z a) 'N u O W N p a d 9 Z Q = Y U 3 0 0 o N C T co W G M Y N N 7 - 76 2] }/ { / ! �% § ®/)) G \)/ \ 2 }�) ) o eC ) 2)kj)} � ca I)� ) }«§\I/ « uLL JJ \ _ j)) 0\ [ ° \/ _}ƒ{\ © k\ƒ �m \± ( aI . )® u/] /2 § / �3\ m - - f( dj\ /t /f{ e - to m \_- § c2O7 ° - o){fa -§ //w . {� ƒ �§ 3 2 j \{) _ \\\ cm / {°\ m ®_ ® 4 - §+2 y �\ z �z § o q � . � ) o f 2 2 a\ ? « \{\� 2 cDL \ 2 - ~ )2 f ® \ o }d - ` « o \ 2 � � § t {z{ )\) �{ { ra z ° > ` �` \ o /�d ) { �) w b o j) | » § \\ ID_ o° �) 6 ) y Qj u _ o )j{ \/\> - o % o . _ = m Q f o2 /){ 0 y %2 7 a ® ®{#�) s 4\`{ j ƒ / / \m�\ � \°/ k k\J { i >z \o a / > [ CL � / k LO to � % \ 7 - 77 SOCIAL PLANNING COUNCIL OF KITCHENER-WATERLOO COMMUNITY INFORMATION CENTRE OF WATERLOO REGION INTEGRATED SERVICE AREAS I w Website content curation x(smaller) Community data systems,resources and:products X(larger) Customized information resources'and support(multiple partners, X clients,topics) Community Knowledge, Tratnmg on use of information and data for client support, Coordination - decision making,planning;and evaluation; Policy analysis and consultation input related to social development impacts Resource library and social history:archive' x Community help via multiple channels{e'g:phone,'in person) X Deep Community.::..:.:.:.. Festival of Neighbourhoods engagement x Engagement Neighbourhood development{e g;Traynor-Varner} x S stemie Anal sis of 1°AVe' Disability&Human Rights Group Poverty Free Action Group Community Group Building Local Iaformation Support for Imtuigrants'Advisory Engagement Group VisitAble Housing Task Force Neighbourhood stewardship groups(e,g.Traynor amer Partners Group) Women's Groups Network Agency network session(s) Community Networks Communication networks Curated web content(Poverty,Disabilities;Child:&You GonnectKW network Decent Lives.&Strong Neighbourhoods series started in May . 2U l5 to address priorities;strong neighbourhoods and poverty Community Forums& Round.Tables reduction. Summer 2015 Kitchen Table Talk series S ecial u 'ose—e: .elections,consultations;pr6jects Community. Starting October 2015 Social Planning Council ', 7 - 78 99 l The following topics have emerged through the work of the Social Planning Council of Kitchener-Waterloo (SPCKW): • Community Social Planning r • Civic Engagement • Strong Neighbourhoods • Access and Inclusion x • Poverty Elimination a .3 ... ............... ........... . oa • Environment 1. • Digital Inclusion Lays • Access to Informaton This document contains background information used to open discussion on these various topics during the 2014 municipal election. There was strong interest shown by a range of participants to engage further community discussions to better understand the issues and to set direction for taking action on finding solutions. Since the Fall Municipal Election, allKitchener and Waterloo City and Regional Councillors were invited to meet to discuss prioirities. Also consulted were community reference and action groups supported by SPCKW. Through these discusions, three priorities were set to guide the work done by SPCKW for the next 3-4 years. These topics are: • Strong Neighbourhoods • Poverty Elimination • Access to Information The background papers for these three issues are in cluded in the next pages. It was understand that the other issues would be addressed through either the topics themselves or in the process by which SPCKW approached these topics. In addition to the three priorities and approach, there was agreement of the importance of having 'community' based social planning. Hence SPCKW staff and Board agreed to est tablish a citizen committee that would provide a sounding board for reviewing social development issues to guide the focus of SPCKW's work. The Council had its first meeting in October 2015. SOCIAL DEVELOPMENT FOCUS 20Y 79 Strong N Neighbourhood life has changed. There is greater cultural and ethnic diversity. Our lives are less dependent on physical space. Work, education and entertainment opportunities are now spread across larger geographic areas. Communities of interest and convenience are taking over communities based on space and connections are made across the globe thanks to the Internet and technology. Having ii neighbourhod based supports for people in vulnerable life stages is as important as ever, just as belonging and inclusion are necessary for a meaningful civic engagement. How a neighbourhood is planned and built defines where people live and what is available nearby. This has an impact on how people live. Both the physical built community infrastructure and the social environment, including programs and services, are important to people's health, sense of wellbeing and ability to connect. A strong neighbourhood is one in which people feel they belong despite their differences. Not only can this foster meaningful civic engagement but greater safety and readiness in times of crisis. Kitchener is broadening its strategy to encourage people to make their neighbourhoods safer, friendlier and more appealing so they will want to live there and do things with each other. j f ak , j °i E.j • More public spaces that are accessible & welcoming (e.g. location, cost). • Improve pedestrian safety and walkability for all ages and abilities. • Plan for the needs of an aging population so people can choose where they live. • Build the physical infrastructure of the community so it is equitable across neighbourhoods. • Intentionally support vulnerable neighbourhoods (e.g. socially diverse, low income or going through major physical infrastructure changes). • Provide support for problem solving in neighbourhoods. • Invest in social infrastructure to build relationships (i.e. trust and reciprocity) among those living and working in neighbourhoods to increase safety and disaster readiness. • Integrate and decentralize services in neighbourhoods to improve people's access to supports, thus creating healthier, more resilient and sustainable places to live. Pe eE Things to talk about., '` • Why are neighbourhoods important? • How do we more effectively support people to take initiative, or act collectively, on their concerns for their neighbourhood or on decisions that impact their neighbourhood? • What role do public bodies, community organizations and community members have to ensure that neighbourhoods are healthy and resilient? s'l'3i' '� a "` Soclai�Rlannin `Council; E 3�' E a n° - ` q.1 RN Muc ;,'�i E E���'� s � ^�'Cammu»kkY¢Inf�rfri3lLlon iCldllt p q ELi EI4 g fI ¢{ .i] E S 1 E 3`-iiiiuE s ,i E ik.., saE B E ,SEA EE ESp.j E}y E alp s ^"s - . SOCIAL DEVELOPMENT FOCUS 2075 so 1 Etitr t�cs�tc�'W€�te�lur' Poverty E r It costs less to keep people healthy and housed than it costs to address social, health and economic impacts of poverty. The loss of well-paying jobs, inadequate social assistance rates and significant cuts to government funded support services mean more people must survive on limited resources. �I j It has been calculated that Ontario Works recipients in Waterloo Region need an additional $200/month to cover their basic food and shelter costs.' Current social assistance rates, and the minimum wage, fail to ensure a decent quality of life that includes adequate shelter, food, clothing, transportation, communication, recreation & culture, and participation in the ` community. j Each local municipal government (the region, cities and townships) and school board has an immediate and crucial role to play in coritributing to quality of life in the community and ensuring dignity and respect for those who live in poverty. We've still got a way to go ... • Endorse increases to social assistance and to minimum wage and adopt a living wage. _- • Ensure there is an adequate community infrastructure for healthy and resilient living. 'I I Build & maintain affordable & supportive housing that includes outreach programs. • Adopt policies that will improve availability of, and access to, healthy food in the region. Make sure people get help, when and how they need it, by improving collaboration between social services, non-profit community groups and peer support groups. • Ensure ample free & low-cost recreation/cultural activities and programs are available. • Open up or create more public spaces that are welcoming and accessible for everyone. s • Collaborate with experienced community partners to ensure inclusive public engagement for creating and implementing local strategies to eliminate poverty. s§ P g-i Things to talk about: • What role do municipal governments and school boards have in reducing the impact of poverty? • How can everyone (local public bodies, community organizations and community members)work together to eliminate poverty? • What can local elected officials do to advocate for a greater equality of income distribution? t. �. ., { — } _ter krc t i— w,; 1= .' s - rte .€ x'e' , - _ i'-_�`!..& �A % ice , i k ' $Ma*es•twHaw �OURCI " as a'a ]i Yid. -,Og sa4e �1 ��3l��Yl A�..!!i!/�i�xy ff[�" �IF�SI"� ��� .vl�cf 1 2 -��`3°"� ��2 � §.�{�?� #�-E� 'C:•.a tl°[Yx..l �if�Y�ttSKP �YY9£s�Y,q�:d .�C S',`.,AL.� J �}3 •` r°-' ., t kh F i MW . SOCIAL DEVELOPMENT FOCUS 20Y Access to Information Community information centres have been in Canadian communities for more than 50 years and are important to help understand a community's the social support infrastructure. In Waterloo Region, the first community information program was established in 1972. Technology has changed and, the community service landscape is continually shifting, but the basic information service provided by the I Community Information Centre of Waterloo Region is much the same in 2015 as it was in 1972. E f In recent years there has been a dramatic increase in on-line information access with a proliferation of information coming from a range of sources, some reliable, some not. This situation contributes to information overload that can make it more challenging for people to find the help they need. Thus, there has also been a corresponding increase in the need for direct person to person mediated support to access appropriate, accurate and reliable information and for customized information products tailored to specific needs. Information access issues were first identified by youth and seniors in 2004. These issues have since been validated for other demographic groups, including persons with disabilities and new immigrants: • Systems are often difficult to use. • Information formats are not efficient. There is a need for multiple formats and points of access. • 'Human connectors' are not approachable or knowledgeable. To be accessible, information must be: timely and available when people need it; current and up-to-date; easy to use; practical and concrete; clear with no jargon; relevant; and complete for people's needs. We've still got a way to go ... • Create policies that recognize community information as a public good and a human right. • Collaborate with the Community Information Centre WR to minimize duplication and to make better use of information that is already being maintained. • Provide funding to support projects to design systems and information formats for the natural ways people seek and use information. • Provide support to ensure that training is available to help people use information systems well. Things to talk about: • What information do people need to help them in everyday life and in times of need or crisis? • How can we be sure that trusted, reliable and useful information is available to everyone who needs it, when they need it and in ways that are accessible and meaningful? • What role do public bodies (governments, institutions) have in ensuring information needs are met and what are the limits to their role? c n In 1 _m�ni�T ! main n f SOCIAL DEVELOPMENT FOCUS 20Y 82 Community Social Planning The community needs concrete ways for people to contribute to decision making and be encouraged to take personal responsibility for creating the community they want. "Social planning is a local, democratic system for setting priorities, arriving at equitable compromises and taking action. It supports community needs and interests in social, cultural, economic, and environmental affairs. It is a process for building community well-being.,2 Social planning is also community development and capacity building, as it brings together individuals, groups, communities, and governments to work toward enhancing a community's quality of life. Social planning encourages residents to become active in their community and to develop their full potential. Social planning was introduced locally through the formation of the Social Planning Council of Kitchener- Waterloo (SPCKW) to provide a community-based foundation for this work in Kitchener, Waterloo and surrounding communities. SPCKW shares four key values3 in common with other groups concerned about social justice, environmental sustainability and democratic renewal: *Equality* *Legacy for the future* *Compassion* *Community of voices* Since the 1960's, the needs of various population groups have been explored and discussed and significant social issues have been tackled from affordable housing, homelessness and the widening income gap to digital inclusion and neighbourhood engagement. Work of the Social Planning Council has helped to establish Kitchener's ward system and Compass Kitchener, the Region's Social Services Department, and Waterloo's selection as Intelligent Community of the world. In short, the work of this community organization has been instrumental in planning a healthy and viable community. We've still got a way to go ... • Funding cuts have eroded local community capacity to plan. • There are multiple entities engaged in social planning, but few have a direct or clear accountability to the community or to those who are most vulnerable within it. • Significant changes continue to happen in the physical, social and economic environment that impact people's lives and attempts to respond are often not known, sporadic or not seen as credible by decision makers. Things to talk about: • What are the most important social or 'people' needs to deal with now? • How can local social planning processes be better supported, especially for those issues that are not easy to deal with or must have diverse perspectives to resolve (e.g. poverty, inclusion)? • What needs to be in place now to ensure our community, as a whole, is better prepared to respond to continuing and emerging social needs and concerns? �1R1 oi�n�tnp COVnt1F A Miw.vrnep s •?►eursssni#�tKlorrl3#ttn flair! 2 Michael Clague(1993).A Citizen's Guide to Community Social Planning Social Planning and Research Council of British Columbia,P.4. 3 SPCKW(Feb,2013)What Drives Your Community Action Forum SOCIAL DEVELOPMENT FOCUS 207 83 E e 4 Financial Statements of SOCIAL PLANNING COUNCIL OF KITCHENER-WATERLOO Year ended December 31, 2014 7 - 84 I Jr r KPMG LLP Telephone 519-747-8800 115 King Street South Fax 519-747-8830 2nd Floor Internet www.kpmg.ca Waterloo ON N2J 5A3 I INDEPENDENT AUDITORS' REPORT To the Members of Social Planning Council of Kitchener-Waterloo We have audited the accompanying financial statements of Social Planning Council of Kitchener- Waterloo,which comprise the statement of financial position as at December 31, 2014, the statements of operations and changes in net assets and cash flows for the year then ended, and notes, comprising a summary of significant accounting policies and other explanatory information. Management's Responsibility for the Financial Statements Management is responsible for the preparation and fair presentation of these financial statements in accordance with Canadian accounting standards for not-for-profit organizations, and for such internal control as management determines is necessary to enable the preparation of financial statements that are free from material misstatement, whether due to fraud or error. Auditors'Responsibility Our responsibility is to express an opinion on these financial statements based on our audit. We conducted our audit in accordance with Canadian generally accepted auditing standards. Those standards require that we comply with ethical requirements and plan and perform the audit to obtain reasonable assurance about whether the financial statements are free from material misstatement. An audit involves performing procedures to obtain audit evidence about the amounts and disclosures in the financial statements. The procedures selected depend on our judgment, including the assessment of the risks of material misstatement of the financial statements, whether due to fraud or error. In making those risk assessments,we consider internal control relevant to the entity's preparation and fair presentation of the financial statements in order to design audit procedures that are appropriate in the circumstances, but not for the purpose of expressing an opinion on the effectiveness of the entity's internal control. An audit also includes evaluating the appropriateness of accounting policies used and the reasonableness of accounting estimates made by management, as well as evaluating the overall presentation of the financial statements. KPMG LLP,is a Canadian limited liability partnership and a member firm of the KPMG network of independent memberfirms affiliated with KPMG International Cooperative "KPMG International"),a Swiss entity. KPMG Canada provides services to KPMG LLP. 7 - 85 �T M 1,��' M Page 2 We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our qualified audit opinion. Basis for Qualified Opinion In common with many charitable organizations, Social Planning Council of Kitchener-Waterloo derives I part of its revenue from various sources (captioned other revenues), the completeness of which is not i susceptible to satisfactory audit verification.Accordingly, our verification of these revenues was limited to the amounts recorded in the records of the organization and we were not able to determine whether any adjustments might be necessary to other revenues, excess (deficiency) of revenues over expenditures, assets and net assets. Opinion In our opinion, except for the possible effects of the matter described in the Basis for Qualified Opinion paragraph,the financial statements present fairly, in all material respects,the financial position of Social Planning Council of Kitchener-Waterloo as at December 31, 2014,and its results of operations and its cash flows for the year then ended in accordance with Canadian accounting standards for not-for-profit organizations. Chartered Professional Accountants, Licensed Public Accountants May 28, 2015 Waterloo, Canada 7 - 86 SOCIAL PLANNING COUNCIL OF KITCHEN ERMATERLOO Statement of Financial Position December 31, 2014, with comparative information for 2013 i 2014 2013 Assets Current assets: Cash $ 54,848 $ 117,361 Accounts receivable 43,946 27,250 HST recoverable 3,631 1,848 Inventory 2,890 2,890 Prepaid expenses 5,973 8,879 $ 111,288 $ 158,228 Liabilities and Net Assets Current liabilities: Accounts payable and accrued liabilities $ 6,912 $ 32,164 Deferred revenue (note 2) - 39,346 6,912 71,510 Net assets: Internally restricted (note 3) 104,376 86,718 Commitments (note 4) $ 111,288 $ 158,228 See accompanying notes to financial statements. On behalf of the Board: Director Director 1 7 - 87 SOCIAL PLANNING COUNCIL OF KITCHENER-WATERLOO Statement of Operations and Changes in Net Assets Year ended December 31, 2014, with comparative information for 2013 2014 2013 i. Revenues: Grants: Municipal governments: Region of Waterloo $ 80,369 $ 80,119 City of Kitchener 73,412 72,506 Wage subsidy grants 53,021 77,801 206,802 230,426 Other: Products and services 113,467 62,229 Projects 63,790 66,262 Donations and memberships 2,527 5,598 Miscellaneous 1,106 827 Interest 37 245 180,927 135,161 387,729 365,587 Expenses: Salaries and benefits 280,862 290,685 Rent, insurance and premise costs 25,544 25,545 Professional fees and bank charges 10,503 11,028 Travel, meetings and conferences 10,113 8,201 Office supplies 9,065 4,259 Purchased services 8,778 - Telephone 8,582 8,105 Membership dues 4,408 4,959 Computer software/hardware 3,554 3,006 Partner expense 2,837 76 Advertising and public relations 2,772 5,240 Miscellaneous 808 1,410 Copying and printing 761 1,738 Staff and volunteer training/development/recognition 688 967 Postage 645 1,544 Equipment purchases and rentals 151 324 370,071 367,087 Excess (deficiency) of revenues over expenses 17,658 (1,500) Net assets, beginning of year 86,718 88,218 Net assets, end of year $ 104,376 $ 86,718 See accompanying notes to financial statements. 2 7 - 88 SOCIAL PLANNING COUNCIL OF KITCHENER-WATERLOO Statements of Cash Flows Year ended December 31, 2014, with comparative information for 2013 2014 2013 Cash provided by(used in): ` Operations: Excess (deficiency)of revenues over expenses $ 17,658 $ (1,500) Change in non-cash operating working capital: Accounts receivable (16,696) (6,371) HST recoverable (1,783) 509 Inventory - 944 Prepaid expenses 2,906 (2,358) Accounts payable and accrued liabilities (25,252) 18,447 Deferred revenue (39,346) (2,077) Increase (decrease) in cash (62,513) 7,594 Cash, beginning of year 117,361 109,767 Cash, end of year $ 54,848 $ 117,361 See accompanying notes to financial statements. 3 7 - 89 SOCIAL PLANNING COUNCIL OF KITCHENER-WATERLOO Notes to Financial Statements Year ended December 31, 2014 Status of the council: r The Social Planning Council of Kitchener-Waterloo (the "Council") is a charitable organization incorporated under the laws of Ontario whose aims and objectives are: (i) to stimulate public awareness of community problems; (ii) to study and identify social needs within the community, and the services which exist to meet those needs; (iii) to advise and assist in planning and developing new services; (iv) to promote changes that will improve the quality of life for local citizens; (v) to provide information and referral services to the community; (vi) to promote volunteerism in the community; and (vii) to engage in such other activities related to planning, co-ordinating and implementing joint action, as may be deemed to be in the general interest of the health and welfare of the citizens of the community. The Council is a charitable organization registered under the Income Tax Act and, as such, is exempt from income taxes and able to issue donation receipts for income tax purposes. 1. Significant accounting policies: (a) General: The financial statements have been prepared in accordance with the Chartered Professional Accountants of Canada Handbook Part III - Canadian accounting standards for not-for-profit organizations. (b) Revenue recognition: The Council follows the deferral method of accounting for contributions, which includes donations and government grants. Unrestricted contributions are recognized as revenue when received or receivable if the amount to be received can be reasonably estimated and collection is reasonably assured. (c) Capital assets: The Council's capital assets consist of several computers and certain furniture and fixtures as well as leasehold improvements. The expenditures on capital assets are reported as expenses in the year in which they are acquired. Related expenses for the current year were$nil (2013- $nil). 4 7 - 90 SOCIAL PLANNING COUNCIL OF KITCHENER-WATERLOO Notes to Financial Statements (continued) Year ended December 31, 2014 1. Significant accounting policies(continued): (d) Contributed services: E A number of volunteers contribute a significant amount of their time each year. Because of the difficulty of determining the fair value, contributed services are not recognized in the financial statements. (e) Use of estimates: The preparation of financial statements in conformity with Canadian accounting standards for not-for-profit organizations requires management to make estimates and assumptions that affect the reported amounts of assets and liabilities and disclosure of contingent assets and liabilities at the date of the financial statements and the reported amounts of revenues and expenditures during the year. Actual results could differ from those estimates. Estimates are reviewed on a regular basis and, as adjustments become necessary, they are reported in income in the periods in which they become known. The assets and liabilities which require management to make significant estimates and assumptions in determining carrying values include accounts receivable and accrued liabilities. (f) Financial instruments: Financial instruments are recorded at fair value on initial recognition. Freestanding derivative instruments that are not in a qualifying hedging relationship and equity instruments that are quoted in an active market are subsequently measured at fair value. All other financial instruments are subsequently recorded at cost or amortized cost, unless management has elected to carry the instruments at fair value. The Council has not elected to carry any such financial instruments at fair value. Transaction costs incurred on the acquisition of financial instruments measured subsequently at fair value are expensed as incurred. All other financial instruments are adjusted by transaction costs incurred on acquisition and financing costs, which are amortized using the straight-line method. Financial assets are assessed for impairment on an annual basis at the end of the fiscal year if there are indicators of impairment. If there is an indicator of impairment, the Council determines if there is a significant adverse change in the expected amount or timing of future cash flows from the financial asset, If there is a significant adverse change in the expected cash flows, the carrying value of the financial asset is reduced to the highest of the present value of the expected cash flows, the amount that could be realized from selling the financial asset or the amount the Council expects to realize by exercising its right to any collateral. If events and circumstances reverse in a future period, an impairment loss will be reversed to the extent of the improvement, not exceeding the initial carrying value. 5 7 - 91 SOCIAL PLANNING COUNCIL OF KITCHENER-WATERLOO Notes to Financial Statements (continued) Year ended December 31, 2014 1. Significant accounting policies (continued): (g) Capital management: The Council's objective when managing capital is to safeguard the Council's ability to continue E as a going concern so that it can continue to provide service to stakeholders. The Council sets the sufficiency of capital to maintain the working capital required to meet the service needs of the stakeholders and makes adjustments to its capital, to respond to potential changes in economic conditions and the risk characteristics of the underlying assets. In order to maintain or adjust the capital structure, management looks forward to future needs and recommends appropriation of unrestricted amounts or increased fundraising to secure adequate cash flow. The Council maintains capital to meet those potential appropriations noted above and to ensure there are sufficient funds, defined as twelve months of net operating cash flow, available to the Council to provide time to respond to changes in economic circumstances. 2. Deferred revenue: Deferred revenue relates to contracts from which services have not yet been provided. As at December 31, 2014, there was $nil (2013-$39,346)of deferred revenue. 3. Internally restricted net assets: Net assets have been internally restricted to provide for cash requirements prior to receipt of grants for the subsequent year, as well as to provide reserves for capital replacements. 4. Lease commitments: The Council is obligated under rental agreements. At December 31, 2014, future minimum lease payments for the next two years are as follows: 2015 $ 21,515 2016 7,442 6 7 - 92 SOCIAL PLANNING COUNCIL OF KITCHENER-WATERLOO Notes to Financial Statements (continued) Year ended December 31, 2014 5. Financial instruments: (a) Interest rate risk: The Council's cash is exposed to interest rate risk, as changes in market interest rates directly affect cash flows associated with the asset. (b) Credit risk: The Council is exposed to credit risk with respect to accounts receivable. The Council assesses, on a continuous basis, accounts receivable and provides for any amounts that are not collectible. (c) Liquidity risk: Liquidity risk is the risk that the Council will be unable to fulfill its obligations on a timely basis or at a reasonable cost. The Council manages its liquidity risk by monitoring its operating requirements. The Council prepares budgets to ensure it has sufficient funds to fulfill its obligations. 7 7 - 93 Social Planning Council Kitchener-Waterloo / Community Information Centre Waterloo Region 2016 budget and comparison to 2015 and 2014 draft-October 2014 Entire Or anization 20I6 Allocation to Pro rams Jan to Jan-Dec Jan-Sept Jan to Research&Data Community Community Dec 2015 2015 Dec 2016 Management"" Information Building 2014 Actual Budget Actual Budget Budget Budget Bud et REVENUE City of Kitchener Grant* 73,412 74,330 74,330 100,000 25,000 50,000 25,000 Other municipal grants** 80,369 0.00 40,000 70,000 20,000 40,000 0 Subsidies 53,021 50,000 33,836 30,000 10,000 10,000 10,000 Products,Services&Projects*** 177,257 150,000 86,132 150,000 60,000 40,000 50,000 Memberships/Donations/ 3,670 23,000 1,851 23,000 5,000 8,000 10,000 Fundraising/htterest/Mise. Total Revenue 387,729 297,330 236,149 373,000 130,000 148,000 95,000 EXPENSES Payroll Expenses&Benefits 280,862 220,300 167,901 295,000 105,000 115,000 75,000 Accounting(Audit)/Bank& 10,503 6,000 8,580 6,000 2,000 2,000 2,000 Payroll Advertising 2,772 7,000 1,295 4,000 500 2,000 1,500 Computer Hardware/Software 3,554 2,000 887 10,000 4,000 4,000 2,000 Contract-Pee for Service 8,778 4,000 227 3,000 1,000 1,000 1,000 Courier&Postage 645 1,500 484 800 200 400 200 Furniture&Equipment 151 1,000 69 700 100 400 200 Meetings/Workshops/Travel 10,113 9,000 3,979 6,000 1,300 2,700 2,000 Membership Dues/Subscriptions 4,408 5,000 3,572 5,000 2,500 2,000 500 Office Supplies 9,065 5,000 4,047 6,000 2,000 2,000 2,000 Printing&Photocopying 761 5,000 1,455 2,000 200 1,600 200 Staff/V1ntrTrng/Recognition 688 500 771 1,000 200 200 600 Telecommunications 8,582 7,000 6,382 8,000 3,000 3,000 2,000 Rent 25,544 23,000 19,216 25,000 8,000 11,600 5,400 (Repairs/Maintenance/Insurance Partner Expenses/Misc. 3,645 1,000 150 500 0 100 400 Total Expenditures 370,071 297,300 219,015 373,000 130,000 148,000 95,000 Surplus/(Deficit) 17,658 30 17,I34 0 0 0 0 *Total amount approved by City of Kitchener for 2015 **Region of Waterloo grant includes full amount received in 2015 and 2016 budget includes estimated amounts for 2016 grant requests. *** Includes receivables as of October 2015 ****This program area is predominately research,technical and product development,community information data maintenance is not funded from City of Kitchener or Region of Waterloo grants 7 - 94 q. 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Y ° Y tY/1 Y L C O V v m al N al v C C Y j 0 v al — c 0 -� m N K 'O oa a 7 L v= p O .m a O � W j N p p '� cn ai vii vl u w .E > bo °� O_ w U + i 12 E v n Y E Q; O d 0 0 Q cO 'O' c al >O � a1 E ¢ a` n > u .c 2 m Cary O O � � � - _ uuE . 7 - 96 N ff] N Y] V 2016 Community Grants Tier 1 Applicant: Kitchener's Festival of Neighbourhoods (FON) 2015 Grant Approved: $11,116 (cash) 2016 Grant Recommendation: $11,227 (cash) % Increase Recommended: 1% $ Increase Recommended: $111 2016 Grant Request: $21,700 (cash) % Increase Requested: 95% $ Increase Requested: $10,584 Additional Amount: $10,473* *Staff's recommendation to increase the FON's Tier 1 grant is contingent on Council's approval of the Tier 1 staff recommendations and reduction contained in Appendix A of CSD- 15-088. Should Council not approve Appendix A as presented by staff, no funding would be available to increase the FON grant and therefore staff would not recommend Council do so at this time. Kitchener's Festival of Neighbourhoods requested a 2016 Tier 1 grant increase of $10,473, for a total of $21,700, for the reasons outlined below. To stay within budget guidelines, staff originally recommended a 1% increase similar to most other grant organizations. Over the last three years, the FON has transformed from a four month event to a year-long program supporting neighbourhood activities across all wards of the city. During the 2014115 season, 162 community gatherings were registered as a part of the FON from 51 different neighbourhoods. Ninety-two of those activities were organized by a formal Neighbourhood Association and 69 were organized by informal groups of neighbours. In total, approximately 1,300 community members organized these events which attracted over 25,000 participants. Unfortunately, to sustain this high level of activity year-round, FON expended its reserves in 2013. The recommended increase to the FON operating grant would allow them to fund a part-time Festival Coordinator as well as provide additional funding for their summer student position. Additional funding will also go towards increased marketing costs (from $500 to $2,500) to help grow the number of neighbourhoods across the entire city that are organizing their own community events and participating in the festival. Without this additional operating funding, FON will not be able to continue to run the program on a year-round basis. It will also have less capacity to continue community outreach and advertising to promote the festival 7 - 97 and increase participation. This reduced level of activity and support would also certainly result in reduced participation in the festival, meaning fewer neighbourhood activities may be planned and fewer neighbourhoods will have an opportunity to access the FON capital grant to make improvements in their area. This reduced level of activity by FON would also have a negative impact on the City's overall efforts to increase its focus on neighbourhoods and promote greater citizen-led placemaking in our neighbourhoods. Further details are provided in the attached grant application. 7 - 98 k3;M ;o Festival of Neighbourhoods 0 Kitchener E Ms Renate Willms, Supervisor of Administration Department of Community Services, City of Kitchener City Hall,P.O. Box 1118,200 King Street West Kitchener, ON N2G 4G7 October 14,2015 2016 Annual Grant Application,Tier 1 Ms Wilhms,Members of the Tier 1 Grant Evaluation Committee, Please consider this as a letter of intent from the Festival regarding our joint pursuit of the.Festival for 2016,in part with the City's Tier 1 grant assistance under its operating grants program to community groups. As per your letter regarding Tier 1 grants,we enclose our present financial information and a projected budget for 2016. We are thankful for the City's 22 years as a dedicated partner in the success of the Festival,wholly dedicated to the City and citizens of Kitchener.For 2016, as had been done for 2015,we ask that the City investment be increased to $21,700 for 2016. The Cost of Growth and Success Our shared efforts have resulted in significant growth in the Festival's participation for the 20',2I",and recent 22nd year now accomplished, In these past years the Festival has been transformed into a year round event. Neighbourhood activities,previously concentrated in the spring and summer months, are now quite commonly held in fall and winter. This year the Festival has registered • over a hundred and sixty(162)neighbourhood gatherings • from more than 50 different geographic neighbourhoods, • organized by almost 1,300 volunteers and citizen leaders • with the participation of over 25,000 citizens in those celebrations and gatherings. This level of community engagement is a direct result of the Festival's growth to a year round event with the traditional October finale. However,it is important to note,this growth has been made possible by expending the Festival's financial reserves. Without further resources as set out in this year's investment request,the Festival's outreach mission will be limited. 143 Whitney Place, Kitchener ON N2G 2X8 Tel(519)579-1096 entries @festivalof neigh bourhoods.ca Fax(519)579-2046 7 - 99 Ms Renate Willms,City of Kitchener,Oct 14,2015 2 page 2016 festival of Neighbourhoods Tier 1 Grant — Our Outreach,Impact, and Mission E We believe the Festival provides excellent value for the City. We would ask that the Evaluation Committee carefully consider our fit with the City's Strategic Vision that"Together,we will build an innovative,caring and vibrant Kitchener with safe and thriving neighbourhoods." City strategies such as the Community Engagement, Leisure.Facilities Master Plan, the 2015-2018 Community Priorities and Strategic Directions and the newly launched Neighbourhoods Strategy all place importance on neighbourhood engagement and/or partnerships between the City and community organizations, elements that are central to the Festival of Neighbourhoods. The Festival targets each and every Kitchener citizen,of whatever age,gender,background,or ability. Seeking to foster connections across our diverse community and within our City's neighbourhoods, each year we recognize and register neigbbourhood gatherings that may involve several street blocks or entire sections of our City. The Festival Finale is a well-attended event that includes the participation of our Festival Sponsors,representatives of all orders of government,and City of Kitchener staff and officials. Our experience is that approximately two-thirds of registered neighbourhoods send representation to the Finale,and participate in its recognition and community- building activities. We are deliberately structured to provide outreach and support to individual citizens,and to encourage the formation of community capacity and leadership. Our core activities involve co-ordination, information and support, encouragement, and a high level of one-on-one engagement, all in the service of community development and citizen growth. There are no opportunities for sales or revenue generation, and our operation relies heavily upon the in-kind services of its three constituent partners,each playing an important and unique role • The City of Kitchener; • The Social Planning Council of Kitchener-Waterloo; and • John MacDonald Architect In`sum,the Festival has achieved significant growth and success,moving from a 4-month to year-long festival, and doubling participation by citizens and neighbourhoods. We continue to organize a very successful afternoon of celebration and ideas-sharing at the October finale. While significant support has been developed from sponsoring businesses for our awards program,and we have an increased in kind contribution of staff resources from our major partners,we cannot support the level of staff co-ordination and outreach necessary to sustain tour efforts in 2016 without the City's increased assistance. We trust this information is sufficient for your purposes with respect to approval of Tier I funding.If further clarification or information is required,please do not hesitate to contact me. Yours truly, John MacDonald Treasurer, for the Festival Organizing Committee Attachment:Appendix and Financial Statements 7 - 100 Je o Festiva! of Neighbourhoods a Kitchener v' October 14,2015 2016 Annual Grant Application,Tier 1,Appendix How will the Increased Support he Used The increase in support from the City will be used to fund the two day per week activities of the Festival co-ordinator and the activities of the Operating Committee, so that outreach and promotional activities can be sustained($17,000). This represents a goal of 14 hours per week for our co-ordinator position, at a contract position rate of approximately $24.00, sustained over 50 weeks each year. A base level of operating support for community outreach and co-ordination is key. We know through experience that person-to-person support, especially into areas of the City where participation rates can be significantly improved, is a driver for the increased participation and success that we have achieved. This work must be co-ordinated,and involves leveraging both the in-kind work of project partners (City, John MacDonald Architect, and the Social Planning Council of Kitchener-Waterloo),and directing volunteer and student resources. A portion of the grant increase will be used to fund the increasing burden of top up for the summer student position that is now only partly funded by upper tiers of government. In order to ensure a full I2 week position, the Festival needs to match the 7 week grant with a further 5 weeks (cost, approximately $2,400). This is a significant increase in cost to the Festival from previous years, of approximately$1,200. The .Festival is currently funding an increase in marketing and advertising costs, in order to ensure that all Kitchener citizens are aware of the program and the opportunity.This out of pocket expense is now approximately $2,500 up from$500 in years involving a four month program). It is our intention to pursue sponsorship and donation through fundraising activities to offset these increased marketing costs. We do not have the resources to pursue a large scale and annual fundraising campaign, nor do we feel that this approach is merited. We are a small and lean organization that provides great value to your community. 141 Whitney Place, Kitchener ON N2G 2XB Tel(519)579-1096 entries @festivalofneighbourhoods.ca Fax(519)579-2046 7 - 101 2016 Festival of Neighbourhoods Tier 1 Grant 2 page Appendix Financial Statements We append the financial statement far the recently completed Festival year, and the budget required to sustain the 2016 event. The budget includes significant in bind and private sector support for the Festival, which we continue to grow and develop in order to reach more broadly into Kitchener's neighbourhoods. In addition to this support from its project partners, the 2016 Festival will continue to cultivate its cost-sharing partner relationship with the Kitchener Citizen for bi-monthly promotion, as well as sponsorship and financial support from the following entities who share our values and contribute financially: ® The Waterloo Region Police Service ® Alekxandra and Vladimir Ivic,Twin City Rernax Realty ® Swanson's Home Hardware 0 The Independent Living Centre of Waterloo Region ® The Grand Valley Society of Architects The Mount Hope Breithaupt Neighbourhood Association the MMM Group ® Hammond Plumbing and Heating Insurance With respect to insurance matters,we note as follows: 0 Kitchener's Festival of Neighbourhoods is organized as a joint venture initiative of the City of Kitchener, The Social Planning Council of Kitchener-Waterloo, and John MacDonald Architect. As such, the Festival's governance involves joint decision-making and planning for activities. Each of these constituent joint venture participants have in place commercial liability insurance for their activities. ® We wish to underline that the joint venture does not directly employ staff, nor does it participate in the organization or offering of the neighbourhood activities it seeks to encourage and recognize. These events are organized directly by citizens in the community for the benefit of their neighbourhoods and our City. As such,the local gatherings fall under separate categories of organization and liability,at arms-length from the Festival. ® The Festival does organize the Festival Finale, a celebration of the year's registered neighbourhoods and their achievements. This event is held each year at Kitchener City Hall. 7 - 102 Festival of Neighbourhoods 2016 Budget update 90-00-15 Proposed Balances Start of Year 2015 Bank&Reserve Balance Projected $1,769.18 From 2015 projected financial 2015 City of Kit Internal Account Projected $350.00 From 2015 projected financial Current Reserves No present Project or Grant Reserves $0.00 SubTotal Balances Forward(less reserve) $2,199.18 Anticipated Revenue 2016 City of Kitchener 2016 operating grant Tier 1 $21,700.00 As Requested in Application Sponsor Award Contributions and Donations $2,000.00 dependent upon renewal HRDC Grant for summer assistance $0.00 through SPC, no direct employ Project Grants Anticipated $0.00 no special projects anticipated Bank Interest(estimated) $2.50 Project Sponsorship $2,500.00 targetamount Subtotal Revenues $26,202.50 Anticipated Expenditures (inclusive of HST) Promotion and Outreach Letterhead and Stationery $100.00 T-shirts and Promotional Items $500.00 Printing $750.00 Presentation Expenses $400.00 Advertising& Marketing Outreach $2,000.00 Kitchener Citl7en Partnership Subtotal Promotion and Outreach $3,750.00 Finale Event Costs Co-ordination Duties for Finale, Contract $2,000.00 Co-ordinator position City Staff Costs estimated $500.00 Invitation Printing and Finale Printing $250.00 Misc. Disbursements for Finale $150.00 Awards and Gifts $300.00 Neighbourhood Lawn Sign costs $1,000.00 Decorations $100.00 Refreshments $450.00 Photography, honorarium $200.00 Subtotal Finale $4,950.00 Season Administration Coordination Duties for Season,Contract $15,0OO OO Co-ordinator position Service Canada position (potential) $2,500.00 top up of 5 weeks Staff travel costs 1 mist. expenses $200.00 Neighbourhood Activity Trunk Expenses $150.00 Neighbourhood Activity Guide Printing $150.00 Postage, Fees, Petty Cash items $200.00 Refreshments, supplies, printing $200.00 Bookkeeping Costs(in kind,thru partner) $0.00 Subtotal Season Administration $18,400.00 Subtotaf Expenditures 2016 Projected $27,100.00 Projected Status of Revenue over Expenditures ($897.50) Balances Forward $2,119.18 Ending Balance(reserve or deficit)Projected $1,221.68 Project Grants and Reserves Balance of Reserve $0.00 There is no present reserve 7 - 103 Page 2,2016 Budget Notes Note 1:Sponsor Award Contributions FoN works with project sponsors in support of awards and recognition for FoN participants This support is assumed ongoing for 2016. Award Sponsors to be confirmed Waterloo Region Police Service Independent Living Centre of Waterloo Region Grand Valley Society of Architects 7 Swanson's Home Hardware Mount Hope—Breithaupt Neighbourhood Assocation The MMM Group Hammond Pfumbing and Heating Note 2: Service Canada Summer Student Support Position Potential HRDC student grant and expenses are flowed through the Social Piannjng Council SPC will make application. FoN tops up the wage from HRDC level. Note 3: Fundraising and Program Sponsorship Fundraising is contingent upon operational resources to support campaign and fundraising activities 2016 operational activities include assumed resources from private sector sponsorship. Note 4: Project Grants Expenditures against project grants(project,development,and seed funding)are recorded as separate Project accounts,administered in conjunction with sponsoring agencies and granting bodies. There is presently no project grant amount or special project anticipated in the 2016 budget. Note 5: In-Kind Donations and Base of Support(not included in the core FoN bookkeeping figures) Partner Support:Over the past years and continuing through 2016 and beyond,in kind staff support and logistical support necessary to the operation of the Festival is anticipated from its three founding partners:the City of Kitchener,the Social Planning Council of Kitchener-Waterloo,and John MacDonald Architect. City of Kitchener Capital Grant:the FON initiative includes a City-provided annual capital grant Of$21,000 for one winning neighbourhood as incentive for participation,to support a neighbourhood improvement.This program is accounted separately,within the City's capital budget process. Note 6: Marketing and Outreach Implementation of a strategic marketing and outreach program to develop further awareness of the Festival and its benefits throughout the Kitchener area is planned at$2,000. Note 7: Co-ordinator Staff Position The Festival's 2016 operational plan includes for the delivery of co-ordination by contract, in response to a deliverables description for Festival Co-ordination. Note B: Deficit and Reserve Balances 2016 budget reduces reserves, already at an unacceptable level. This budget is heavily dependent upon City Tier 1 Grant Amount. FON does not have a mandate from its founding partners(JMA, SPCKW, and CofK)to incur deficits that significantly risk potential loss of adequate reserves for the initiative. The deficit is acceptable only with approval of City Tier 1 as requested. 7 - 104 Festival of!Neighbourhoods 2015 Financial update 10-Oct-15 Note: Financials are as projected to end of December 2015. Final expenses not yet reconciled. Balances 2015 Bank Balance as at Nov 10 2014 $17,203.14 includes grants received in 2014 City of Kit Internal acc. $350.00 estimated,pending confirmation Less Current Reserves E C of K Dev Proj Grant Reserve $0.00 Reserve expended 2013 SubTotal Balances Forward(less reserve) $17,553.14 Revenues 2015 City of Kitchener 2015 operating grant Tier 1 $11,116.00 received,included above Sponsor Award Contributions and Donations received,safe and Healthy 2015 Sponsor Contributions $2,000.00 as at October,2015 Service Canada Grant for summer assistance $0.00 through SPC,no direct employ Bank Interest $8.58 to September,2015 Festival Sponsorships none this year Subtotal Revenues $13,124.58 Expenditures (inclusive of HST,estimated until completion of 2015 Festival and year end) 2014 Costs and Adjustments Paid out after Nov 10, 2014 Mapping Project for 2014 Season,adjust $1,000.00 paid May 11,15 to SPCKW Coordination Duties for 2014 Season $6,500.00 paid May 11,15 to SPCKW top up for student position wages $2,361.98 paid May 11,15 to SPCKW Co-ordination Duties for Finale 2014 $2,000.00 paid May 11,15 to SPCKW Subtotal 2014 Payments $11,861.98 2015 Expenditures Promotion and Outreach T shirts and Promotional Items $100.00 pending confirmation of final amt. Printing $703.59 pending confirmation of final amt. Presentation Expenses $75.00 estimated,pending confirmation Outreach and Marketing Expenses $2,034.00 Partnership with Kitchener Citizen Subtotal Promotion and Outreach $2,912.59 Finale Event Costs Co-ordination Duties for Finale 2015 $2,000.00 City Staff Costs 2015 $400.00 estimated,pending confirmation invitation Printing and mailing $252.00 pending confirmation of final amt. Misc.Disbursements for Finale estimated,pending confirmation Awards and Gifts $219.22 plaques;plus further estimated 2014 Newcomer Award Pd to returning Neigh $0.00 pending confirmation Lawn Signs for Neighbourhoods $372.90 Hallman Printing Decorations,scrapbooking $63.62 Plus Material taken from stock Refreshments $433.67 preliminary,pending confirmation Photography,honorarium $150.00 Lisa Malleck Subtotal Finale $3,911.41 Season Administration Coordination Duties for 2015 Season $6,500.00 by agreement with SPCKW top up for student position wages $2,400.00 pending confirmation of final amt. Staff travel costs/misc.expenses $300.00 pending confirmation of final amt. Postage,Fees, Petty Cash items $180.00 pending confirmation of final amt. Neighbourhood Activity Trunk Expenses $325.00 pending confirmation of final amt. Refreshments,supplies,printing $167.56 pending confirmation of final amt. Bookkeeping Costs(in kind,thru partner) $0.00 Subtotal Season Administration $9,872.56 Subtotal Expenditures 2014 and 2015 est.to Year End $28,558.54 Projected Status of Revenue over Expenditures -$15,433.96 Balances Forward $17,553.14 Ending Balance(reserve or deficit)Projected to end of 2015 $2,119.18 Development Project now complete $0.00 7 - 105 Page 2,2015 Financial Notes Note 1:Sponsor Award Contributions FoN works with project sponsors in support of awards and recognition for FoN participants This support has been achieved in 2015. Award Sponsors confirmed The Waterloo Region Police Service Independent Living Centre of Waterloo Region Alekxandra and Vladimir Ivic Twin City Remax Grand Valley Society of Architects Swanson's Home Hardware Mount Hope—Breithaupt Neighbourhood Assocation The MMM Group Hammond Plumbing and Heating Note 2:Summer Student Support SPCKW is the student employer,and handles the fed grant for minimum wage FoN provides top up funding to bring the student wage from grant to the level paid Note 3:Fundraising and Donations Fundraising is contingent upon operational resources to support a campaign or fundraising approaches 2015 operational activities included for increased private sector support,which has not been achieved. Julia White of Co-Operator's has become a Festival Sponsor,at a$500 Neighbourhood Supporter level. Note 4:Project Grants Expenditures against project grants(project,development,and seed funding)are recorded as separate Project accounts,administered in conjunction with sponsoring agencies and granting bodies.CDIP project grant to fund development strategic planning for the Festival is recorded in this and 2014 bookkeeping as having been expended Note 5:In-Kind Donations and the Base of Support(not included in the core FoN bookkeeping figures) Partner Support: Over the past years and continuing through 2015 and beyond,in kind staff support and logistical support necessary to the operation of the Festival is anticipated from its three founding partners:the City of Kitchener,the Social Planning Council of Kitchener-Waterloo,and John MacDonald Architect. City of Kitchener Capital Grant: the FON initiative includes a City-provided annual capital grant Of$21,000 for one winning neighbourhood as incentive for participation,to support a neighbourhood improvement.This program is accounted separately,within the City's capital budget process. Note 6:Marketing and Outreach Implementation of a strategic marketing and outreach program to develop further awareness of the Festival and its benefits throughout Kitchener has been contingent upon fund availability after core expenses Note 7:Co-ordinator Staff Position The Festival's 2015 operational plan included for the delivery of co-ordination by SPC staff,in response to a deliverables description. Note S: Deficit and Reserve Balances 2015 expenses combined with adjustments for 2014 payments following Oct 10,2014 have resulted in a significant decrease in reserves. FON does not have a mandate from its founding partners(JMA,SPCKW,and CofK)to incur deficits that significantly risk potential loss of adequate reserves for the initiative.The decrease is now at an unacceptable level,and cannot be sustained in further years. 7 - 106