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CAO-16-013 - The Registry Theatre¿s Strategic Refresh
REPORT TO: Finance and Corporate Services Committee DATE OF MEETING: April 11, 2016 SUBMITTED BY: Rod Regier, Executive Director, Economic Development, 519-741-2200 ext. 7506 PREPARED BY: Silvia Di Donato, Manager, Arts & Culture, Economic Development, 519-741-2200 ext.7392 Emily Robson, Coordinator, Arts & Culture, Economic Development, 519-741-2200 ext. 7084 WARD (S) INVOLVED: All DATE OF REPORT: March 24, 2016 REPORT NO.:CAO-16-013 SUBJECT: ___________________________________________________________________________ RECOMMENDATION: That staff consider the findings of the JM Drama Strategic Refresh, as described in CAO-16-013, in the development of the 2016 Kitchener Arts Action Plan. BACKGROUND: On August 20, 2015 Council directed staff to explore the feasibility of the key aspects of the -2018 process being undertaken by J.M. Drama, as outlined in report CAO-15-021. It was estimated that J.M. Drama would report back on this project by late spring 2016. J.M. Drama engaged in a strategic planning process including stakeholder consultation to review key aspects such as governance, operations, and succession planning. Staff worked with J.M. Drama to complete the review. REPORT: The Strategic Refresh considered several components: the needs of the local performing arts community; the ongoing role of J.M. Drama in managing The Registry Theatre and meeting community needs; the balance of programming and activities at The Registry Theatre; the potential optimization of space at The Registry Theatre; and the optimal use of The Registry Theatre in context of other community facilities. To ensure stakeholders felt comfortable sharing their perspectives, a third-party subject matter expert, ArtsBuild Ontario, was retained to conduct and analyse key informant interviews. The findings of this report include: - There is an immediate need for both affordable rehearsal and performance space *** This information is available in accessible formats upon request. *** Please call 519-741-2345 or TTY 1-866-969-9994 for assistance. 3 - 1 - ry Theatre is well respected and received by the performing arts community - The balance of programming (rentals, performances) is appropriate - There is room to increase rental costs In addition, the findings suggest that in partnership with J.M. Drama, the City of Kitchener has an important role to play in addressing the needs of the performing arts community. Options for future consideration include: 1) a renovation of The Registry Theatre resulting in additional rehearsal and storage space; 2) the identification and development of viable rehearsal and performance space in other city-owned buildings or facilities. ALIGNMENT WITH CITY OF KITCHENER STRATEGIC PLAN: This service. FINANCIAL IMPLICATIONS: None at this time. COMMUNITY ENGAGEMENT: INFORM council / committee meeting. CONSULT Strategic Refresh have been discussed at PREVIOUS CONSIDERATION OF THIS MATTER: CAO-15-021 Registry Theatre Update, August 20, 2015 ACKNOWLEDGED BY: Jeff Wilmer, CAO 3 - 2 CAO-16-013 The Registry Theatre’s Strategic Refresh Appendix A: JM DRAMA STRATEGIC REVIEW 45 pages 3 - 3 JM DRAMA REPORT - STRATEGIC REVIEW OF NEEDS AND SPACE PREPARED BY: ARTSBUILD ONTARIO PREPARED: FEBRUARY 2016 3 - 4 Table of Contents INTRODUCTION ................................................................ 5 PURPOSE ................................................................ 5 OUR APPROACH ................................................................ 5 BACKGROUND ................................................................ 6 EXECUTIVE SUMMARY ................................................................ 8 1 WHAT IS NEEDED BY THE LOCAL PERFORMING ARTS COMMUNITY? ................................................ 10 1.1 PERFORMANCE SPACE ................................................................ 10 1.2 REHEARSAL SPACE ................................................................ 11 1.3 STORAGE SPACE ................................................................ 12 1.4 WORKSHOP SPACE ................................................................ 12 2 HOW DO KITCHENER FACILITIES SUPPORT THE NEEDS OF THE LOCAL PER COMMUNITY? ................................................................ 13 2.1 Availability ................................................................ 13 2.2 Basic Rental Costs ................................................................ 13 2.3 Additional Services & Costs ................................................................ 14 2.4 So why is performance space still in need? ................................................................ 16 2.5 WHY THE REGISTRY THEATRE? ................................................................ 19 2.5.1 Affordability ................................................................ 19 2.5.2 Size / Atmosphere ................................................................ 19 2.5.3 Creative and Technical Control ................................................................ 20 2.6 RECOMMENDATIONS RE: SPACE NEEDS IN THE COMMUNITY .................................................. 20 3 HOW DOES JM DRAMA/REGISTRY THEATRE SUPPORT THE NEEDS OF THE LO ARTS COMMUNITY? ................................................................ 23 3.1 Providing a service to the community ................................................................ 23 3.2 Community based space ................................................................ 23 3.3 Experimental/risk taking space ................................................................ 23 3.4 Programming ................................................................ 24 3.5 Of Note ................................................................ 24 3.6 Audience Survey Results ................................................................ 24 4 WHAT ELSE CAN JM DRAMA/REGISTRY THEATRE DO TO MEET THE NEEDS O PERFORMING ARTS COMMUNITY? ................................................................ 25 2 | Page 3 - 5 4.1 PROGRAMMING ................................................................ 25 4.2 RECOMMENDATIONS RE: PROGRAMMING/AUDIENCE DEVELOPMENT .................................... 25 4.2.1 SPACE ................................................................ 25 4.2.2 SPACE OPTIONS ................................................................ 26 4.3 RECOMMENDATIONS FOR MEETING THE SPACE NEEDS ............................................................ 27 4.3.1 In the interim ................................................................ 27 4.3.2 Of note ................................................................ 27 5 HOW MIGHT OTHER KITCHENER FACILITIES MEET THE NEEDS OF THE LOC COMMUNITY? ................................................................ 28 5.1 SUGGESTIONS FROM INTERVIEWEES: ................................................................ 28 5.2 RECOMMENDATIONS FOR COMMUNITY SPACE NEEDS ............................................................. 28 6 HOW DOES JM DRAMA PLAN APPROPRIATELY FOR SUCCESSION ON BOTH A LEVEL, TO CONTINUE TO MEET THE NEEDS OF THE COMMUNITY, AND RESPO PROFIT CHARITABLE ORGANIZATION AND OPERATE A FACILITY, MOVING FO........................... 30 6.1 Current Operations ................................................................ 30 6.1.1 STAFF ................................................................ 30 6.1.2 KEY CHALLENGES ................................................................ 30 6.2 RECOMMENDATIONS FOR STAFF ................................................................ 30 6.2.1 Review of staff responsibilities ................................................................ 30 6.2.2 Increase in salary for General Manager of the Registry The Drama (FT) and Director of Programming (PT) ................................................................ 31 6.2.3 Increase the hours of the Operations Manager to accommodat responsibilities ................................................................ 31 6.3 FUNDING NEEDS ................................................................ 31 6.3.1 KEY CHALLENGES ................................................................ 32 6.4 RECOMMENDATIONS FOR FUNDING / REVENUES ................................................................ 32 6.4.1 Operational Funding ................................................................ 32 6.4.2 Increase of Rental Rates and Implementation of HST ........................................................ 32 6.4.3 Project Funding ................................................................ 33 6.4.4 Capital Support ................................................................ 34 6.4.5 Rental Rates for New Space ................................................................ 34 6.5 BOARD NEEDS ................................................................ 34 6.5.1 KEY CHALLENGE ................................................................ 34 3 | Page 3 - 6 6.6 RECOMMENDATIONS FOR BOARD NEEDS ................................................................ 35 6.6.1 Recruitment ................................................................ 35 6.6.2 Skills ................................................................ 36 6.6.3 Who ................................................................ 36 6.6.4 Board Policies ................................................................ 37 6.6.5 Sub-committee for JM Drama specific programming ......................................................... 37 7 RENTALS ................................................................ 37 7.1 KEY CHALLENGES................................................................ 37 7.2 RECOMMENDATIONS FOR RENTAL PRACTICES ................................................................ 39 7.2.1 Communicate timelines to renters ................................................................ 39 7.2.2 Review of rental bookings process / policies ................................................................ 39 APPENDIX A - SUMMARY OF KEY RECOMMENDATIONS ................................................................ 40 APPENDIX B - LIST OF INTERVIEWEES ................................................................ 45 4 | Page 3 - 7 INTRODUCTION PURPOSE JM Drama is interested in understanding if they are operating mo charitable arts organization and a theatre operator, but also wi they are serving and within the City of Kitchener (the owner of five key questions with this report; What is needed by the local performing arts community? How do Kitchener facilities support the needs of the local perfo How does JM DRAMA/REGISTRY THEATRE support the needs of the loca community? What else can JM DRAMA/REGISTRY THEATRE do to meet the needs of community? How might other Kitchener facilities meet the needs o community? How does JM Drama plan appropriately for succession on both a bo to meet the needs of the community, and responsibly manage a non and operate a facility, moving forward? OUR APPROACH The City of Kitchener, over the past two years, has collected da community through community engagement exercises related to the Strategy; Make It Kitchener and the Centre in the Square (CITS) mandate pr Ontario (ABO) conducted their own community consultation, Sustai learn more about the needs and plans for arts spaces in the Regi. JM Drama also holds valuable data regarding the booking and usage of the building ev provide valuable insight into the space needs of the broader per ABO interviewed 43 key stakeholders of JM Drama/Registry Theatre operate/manage the facility, who they serve and how they wish to forward, from the following groups; Staff, 9 Volunteers, 4 Board, 7 Renters of Registry Theatre, 9 Audience Members, 5 Artists (musicians, playwrights, actors) 9 Surveys were also circulated to audience members of the Registry The information gathered through interviews, document reviews, s to provide JM Drama 5 | Page 3 - 8 BACKGROUND Founded in 1983, JM Drama encourages and supports the developmen Region of Waterloo. In addition to managing Kitchener's Registry, JM Drama produces an annual community production and supports programs which are designed to acting and directing skills. Vision Statement JM Drama is vital, active and recognized as a leader in the deve arts within the Region of Waterloo and the province of Ontario. Organizational Structure JM Drama is managed by an eight member Board of Directors and op contract staff and volunteers. Volunteers are primarily used to reduce operating costs. JM Drama produces community programming while also managing and The Facility The facility, Registry Theatre, is owned by the City of Kitchene. JM Drama spearheaded the capital campaign and renovation to convert what . It is a 166 seat venue that hosts a variety of performing arts from danc lobby boasts local art that is displayed and often available for Theatre is rented for community, national and international use. in updating equipment and facility improvements so that it can c This includes: 1)Capital investment - $349,000 JM Drama raised $200K in a capital campaign City of Kitchener provided a loan of $224K on a capital renovati JM Drama repaid $149K over 5 years. In 2005, the City forgave the last $75K because of the success o 2)Equipment investment - $172,483 JM Drama has invested funds and has sourced theatre equipment va use by the community that accesses the Registry Theatre From their most recent Annual Report, JM Drama identified that t performances with 5,774 patrons in attendance. However in the sa were turned away, as the theatre was fully booked. 6 | Page 3 - 9 3)Subsidized Rental rates Through their Registry Series, JM Drama uses ticket sales, grant rental rates, so that the space remains affordable to users. As a charity with revenues under $250,000 JM Drama has not as of yet been required to charge HST on these theatre and increased programming, JM Drama has reached the $250,000 revenue threshold (CRA) and will likely be required to charge HST to renters moving forward. This report will explore the five key questions identified above best serve the community while remaining a viable operation that staff and meet the needs of the community. While answering these consultations, we will provide recommendations for both the City to move forward. 7 | Page 3 - 10 EXECUTIVE SUMMARY ABO through this report endeavors to answer these five key quest recommendations for both the City of Kitchener and JM Drama. What is needed by the local performing arts community? How do Kitchener facilities support the needs of the local perfo How does JM DRAMA/REGISTRY THEATRE support the needs of the loca community? What else can JM DRAMA/REGISTRY THEATRE do to meet the needs of arts community? How does JM Drama plan appropriately for succession on both a bo continue to meet the needs of the community, and responsibly man charitable organization and operate a facility, moving forward? Through 43 interviews and referencing previous community consult community is in immediate need of affordable rehearsal and performance space. The City of Kitchener has a key role to play in understanding ho accessible and which current city-owned spaces that are underuti arts community. There are a number of theatres/performing arts spaces in the com renters and local artists interviewed it is clear that most of t arts organizations, mostly due to cost. The Registry Theatre remains the most affordable space for both maintain creative control, with access to technical resources wh JM Drama operates and manages the Registry Theatre and has been the community top of mind. While JM Drama effectively manages th Theatre cannot meet all the needs of the organizations with rega requests exceed the time and space available. With a track recor management JM Drama should be considered if/when rental space op JM Drama has also explored the renovation of the existing Regist create a new rehearsal space within Registry Theatre. JM Drama a partnership to understand the investment available to move forwa JM Drama has invested in the Registry Theatre through capital an rental costs to support the community. While this community mind also difficult to sustain. Providing proper compensation to curr 8 | Page 3 - 11 appropriately for existing positions when applicable, but also t maintain the expertise that currently exist in the organization. The Board of Directors of JM Drama will see a number of board me In order to prepare for their imminent departure, JM Drama must immediately within the JM Drama community as well as external qu community. We believe that the City of Kitchener has a role to play alongsi of the community are met, without compromising the sustainabilit longevity of the Registry Theatre, JM Drama and community based organizations. 9 | Page 3 - 12 1WHAT IS NEEDED BY THE LOCAL PERFORMING ARTS COMMUNITY? This question has been asked in several consultations over the p community. For the purpose of this report ABO will use the data to support the findings in our 43 stakeholder interviews. Make It Kitchener consultation 400 individuals were consulted through public consultation and interviews o CITS mandate review (reviewed open comments relating to space) There were over 1,700 comments provided in the CITS survey that o January 2015. ABOsessions This session was centered on open conversation on the topics of building, managing and o financing creative spaces in the KW community. 32 members of the KW community attended the session. Participants in groups of 5 or 6 discussed in these three topic areas in their community. Bricks&Mortar This is a province-wide inventory of the needs and plans of arts o inventory has collected the needs and plans of over 440 arts fac Kitchener boasts an extremely active performing arts community i music, theatre, and comedy. Professional, amateur or community b safe and affordable space to perform. ABO asked each interviewee what type of space is needed most in We interviewed a total of 43 members of the arts community that included renters, artists, s members, volunteers and long-time attendees of Registry Theatre. Interviewees indicated that performance space, followed by rehearsal space, were the most needed spaces by the performing arts community. 1.1PERFORMANCE SPACE Arts organizations and artists need access to affordable performance space. For most arts organizations and artists, the Registry Theatre is the only affordable option information about performances spaces in Kitchener is provided o Theatre had to turn down over 200 requests for space by communit statistic in and of itself demonstrates the need for performance The needs of the performance community are being affected by the high demand of the Registry Theatre in that there are not enough dates available for all community arts organizations. This was noted in the Make it Kitchener consultation some cultural spaces are underutilized and therefore prove to be other spaces, such as the Registry Theatre cannot meet demand an 10 | Page 3 - 13 1 2 In addition, participants further acknowledged the pressing nee as the Registry Theatre is booked at least a year in advance. Booking a performae at least one year in advance is common practice in the performing arts world, but for artists works outside their typical yearly schedule or for those wishing new, a very limited number of performance dates are available. Affordability was a reoccurring theme among the consultations. Affordability is subjective, depending on the capacity of each organization and artist but all of the user considered Registry Theatre to be an affordable venue for their as concerned about the financial risk when using the Registry Th assume production costs up front (space rentals, equipment renta ticket sales will cover all costs expended. In some cases not al financial risk. Most interviewed were concerned about the financ venues within Kitchener and the Region of Waterloo. In addition to affordability, organizations repeatedly mentioned when renting performance space. This for many means; Ability to use their own technicians and staff for FOH/ushers et Access to the facility during booked times, without additional c Freedom to use the ticketing system of their choice and manageme These options allow organizations to manage their expenses respo freedom expected by artists and organizations. an organization in Kitchener that has repurposed the Waterloo C office, rehearsal, and theatre space, is a great example of rein 3 using its space to accommodate a variety of needs 1.2REHEARSAL SPACE Arts organizations are unable to access affordable rehearsal spa These needs included size, proper amenities (heat, water, and wa public transportation routes) and physical accessibility. Some interviewees acknowledged that they are using massage parlo (in Waterloo), and board rooms to meet their needs. While not id these spaces are the only affordable and available options. 1 Deveau, Danielle. Background, Inventory, and Consultation for t 2 Deveau, Danielle. Background, Inventory, and Consultation for t 3 ABO Ontario. Sustainable Creative Spaces Sessions, page 11. 11 | Page 3 - 14 Obvious community spaces such as school gyms and churches have n due to cost and/or availability (this can include schools no lon reach the necessary contact at schools or churches to negotiate . One interviewee noted that they were unable to rent church space due to the cont of worship may not permit artistic content that they consider to described the need for many more rehearsal spaces to be made ava rehearsal spaces must be affordable in order to be used by the g group, but the rates mentioned by the interviewees ranged from $ In addition to affordability and basic safe conditions, a proper quality of the performance. There are no performances without re It was noted that it is important that these spaces be dedicated (opposed to offices that are being cleared out when needed to ma). Mindful dedicated space is impactful on the performers, particularly in the professional p community. to the experience and how the artists are 4 1.3STORAGE SPACE Storage space was mentioned by a few of the renting organization have storage space of their own, many of the organizations withi share costumes/props with each other and in some cases use storage space. This inferred a bigger question about need in the community for storage space. I could that be useful for the organizations? We would consider shared storage space. KWMP has stored our stuf, 5 because it is something that they could have used. A lot of our 1.4WORKSHOP SPACE It was also mentioned that workshop space is needed to support o productions. While KWMP and the Registry Theatre have such space tools with other organizations is limited due to safety concerns types of spaces and tools could impact costs expended on sets an 4 Artist, Interviewee. Consultation for JM Drama Report - Strateg 5 Key Renter, Interviewee. Consultation for JM Drama Report - Str 12 | Page 3 - 15 2HOW DO KITCHENER FACILITIES SUPPORT THE NEEDS OF THE LOCAL PERFORMING ARTS COMMUNITY? In interviews, there were three theatres mentioned repeatedly th theperforming arts theatres in this community. They are, in alphabetical order: 1.CONRAD CENTRE (CCPA), managed by Kitchener-Waterloo Symphony (KW 2.REGISTRY THEATRE, managed by JM Drama 3.THE STUDIO at Centre In The Square In addition to the theatres above, there were other theatres morby the interviewees, but still worth including. They are: 1.KW LITTLE THEATRE 2.CAMBRIDGE CENTRE FOR THE ARTS 3.HUMANITIES THEATRE (University of Waterloo) 4.MAUREEN FORRESTER RECITAL HALL (Wilfrid Laurier University) 5.THEATRE AUDITORIUM (Wilfrid Laurier University) 6.STUDIO 180 (University of Waterloo) For quick comparison we have pulled data collected from the Dunc 2014 that provides a high level comparison of the venues. Based we have also included some venues that might not have been included of the categories are as follows: 2.1Availability The Webb Report assessed availability on the ease with which a p on a prime day of the week (Thursday through Saturday). Webb Man through interviews with facility managers or by looking at a fac is booked regularly, then it has low or no availability. If one it has medium availability. If the calendar is mostly empty, it this research, online facility calendars were considered where p December 2015 was reviewed and availability was dcriteria. Availability is annotated with a * to indicate that is cited from the Webb Repor 2.2Basic Rental Costs Unless otherwise indicated, basic rental costs include one perfo facility. Additional performances are subject to increase costs. are included in the basic rental costs, this is indicated. 13 | Page 3 - 16 2.3Additional Services & Costs This is categorized into required and optional additional servic services and costs are applied to labour (technical crew, Front equipment. Where staff members of the International Alliance of this is indicated, as are hourly wage ranges for technical and F determined by the General Manager of the Registry Theatre/Artist or equivalent on a case-by-case basis. THE STUDIO, CITS Facility Seats Availability* Basic Rental Costs Additional Services & Costs CITS 200 Not available $175/ 8 hours Required: IATSE Crew ($31.54-$38.60 Studio, per hour + 40% benefits), FOH ($11.75- $25.00 per hour + 24% benefits), security & stage door costs ($20.75- $22.25 per hour + 24% benefits), merchandise commission, box office Optional: Equipment (spots, piano, projector, dance floor) CONRAD CENTRE (CCPA) Facility Seats Availability* Basic Rental Costs Additional Services & Costs Conrad Centre 226-400 High $1040/ 10 hours Required: Door person ($18.00 /hour), not-for-profit Patron Services ($18.00/hour), Stage $1248/ 10 hours Hands ($22/hour), for-profit Optional: Security ($18.00/ hour), Includes: ticketing services, lighting consumables, additional sound Technical equipment, video projection Director (8 equipment, piano, stage decking hours) Front of House Manager for 1 show Standard Cleaning Promotional package Standard lighting plot Standard sound equipment 14 | Page 3 - 17 REGISTRY THEATRE Facility Seats Availability* Basic Rental Costs Additional Services & Costs Registry 166 Low $250 not-for-profit OPTIONAL SERVICES Theatre $300 for-profit Organizations can choose the / 24 hours ticketing service of their choice $1400 weekly such as; CITS, Eventbrite, Ticket Includes: Scene etc. Cleaning costs Sourcing technicians through JM Standard Drama lighting plot Lighting/audio equipment Lighting board Piano rental and access to the lighting system 2 speakers, the sound board and a snake No merchandise commission May be required to have sound and lighting crew KW LITTLE THEATRE Facility Seats Availability* Basic Rental Costs Additional Services & Costs KW Little 70 Low $125 / 8 hours, $ Optional Services: Assistance Theatre 600/ week setting up Includes: Advertising/ promotion Orientation to equipment Connection to technicians, Access to equipment CAMBRIDGE CENTRE FOR THE ARTS Facility Seats Availability* Basic Rental Costs Additional Services & Costs Cambridge 220 Low $400 not-for-profit/ Optional: Tech crew (not IATSE), Community (Especially busy 8 hours projector Players in May/June. $600 for profit/ 8 (formerly Galt Booked 1 year hours Little Theatre) out) Includes: Cleaning costs Standard lighting plot 15 | Page 3 - 18 Lighting board and access to the lighting system No merchandise commission May be required to have sound and lighting crew HUMANITIES THEATRE (University of Waterloo) Facility Seats Availability* Basic Rental Costs Additional Services & Costs Humanities 721 High $520 not-for-profit Optional: Equipment (piano, dance Theatre $800 for-profit / 8 hours floor, projector, microphone, risers, Required: Staffing at the set pieces, step units, smoke discretion of the UW Theatre machine Centre ($18.00-$35.00 per hour, 2 hour minimum), box office charges, merchandise, commission, production charges (piano tuning, janitorial, security, rentals) STUDIO 180 Facility Seats Availability* Basic Rental Costs Additional Services & Costs Studio 180 60 Low $100 not-for-profit Optional: Projector, smoke machine $250 for-profit / 8 hours Includes: Set install Lighting hang & focus Tech rehearsal Performance Required: Staffing at the discretion of the General Manager of the Registry Theatre/Artistic Director of JM Drama ($15.00-$30.00 per hour, 2 hour minimum) Box office charges 2.4So why is performance space still in need? As identified above there are a number of performing arts spaces are available for use by the performing arts community. Althoug 16 | Page 3 - 19 many are inaccessible or do not support the needs of the end use. We have summarized the key issues expressed by our interviewees. THE STUDIO, CITS Arts organizations have struggled with affording this space as i rate is affordable the requirements of IATSE staff puts up a sig organizations and artists, and therefore most arts organizations option. Organizations are often unable to predict the final cost financial risk. The requirement of IATSE allow for the most creative control re: sound and lighting of t productions. One interviewee indicated that this could present a who are accustomed to managing their own tech for their producti and MT Space have presented there, assuming some financial risk. There were few organizations and artists interviewed that had us interviews. Conrad Centre (CCPA), managed by Kitchener Waterloo Symphony (KW Those organizations that attract audiences large enough to fill the 400depending on the configuration), indicated they would want tobut acknowledged that they would generally be doing so at a financias. Many of these organizations recover all costs through ticket sal grants, therefore managing expenses closely is very important. W non-profits), resulting in a higher deposit and higher incidenta the event that the revenues (ticket sales) do not come in as pro an agreement that was negotiated with KWS, which had them book a The organizations were unable to renew this arrangement as they number of dates required. Several organizations acknowledged their desire to be able to ac theatre space and a great asset to the theatre community. Being would go a long way for audience development and donor relations 6 Conrad Centre OTHER COMMUNITY SPACES The remaining spaces were mentioned in the interviews and were t collectively were not the first choice of the renters and artists interviewed. Below the feedback we did receive. 6 Artist, Interviewee. Consultation for JM Drama Report - Strateg 17 | Page 3 - 20 STUDIO 180 Located in Waterloo and often too far for some organizations to Not a proper performance venue: Very low house capacity and limi KW LITTLE THEATRE Often too small for the purpose of larger productions, negativel revenue generation through ticket sales THEATRE AUDITORIUM, MAUREEN FORRESTER RECITAL HALL (Wilfrid Laur breakdown of this space was not available Unaffordable Located in Waterloo and often too far travel for some organizations. HUMANITIES THEATRE (University of Waterloo) Unaffordable when additional costs are added to the final invoic Very difficult to navigate the campus, making the theatre hard to find - not ideal for audiences CAMBRIDGE CENTRE FOR THE ARTS Too far for many audiences to want to travel Low availability The Cambridge Centre for the Arts acknowledged that they often r that were unable to book at the Registry Theatre. 18 | Page 3 - 21 2.5WHY THE REGISTRY THEATRE? The Registry Theatre was identified as the only affordable theat affordability, was the preferred theatre, amongst the interviewe not any other options. Our 7 community needs another space like the Registry Theatre Organizations have expressed the following three key reasons for other available spaces in the community; Affordability Size/atmosphere Creative/technical control 2.5.1Affordability What does affordability mean? It is impossible to define what is affordable for every organiza (that pay to use the Registry Theatre) indicated that the Regist them. As listed above the Registry Theatre rents at $250 from Sunday t to Saturday. It is the cheapest to rent amongst the theatres of . It is difficult to compare final cost between the Registry Theatre and other spaces consider, in respect to additional expenses. If we look at only the daily rate between the CCPA and the Registry Theatre as an example, the gap is significant - $250 or organizations). The majority of those interviewed indicated that they have not e the Registry Theatre, and subsequently without the existence of their shows would not be possible. 8 2.5.2Size / Atmosphere For many of the organizations the size and the intimate nature o return. Even when the Registry Theatre is not sold out, it still for new and young artists. Many organizations shared that they w seats in the Registry Theatre making it the most appropriately s performers the size of the theatre resonates with them as they a audience. 7 Key Renter, Interviewee. Consultation for JM Drama Report - Strategic Review of Needs and Space 8 Key Renter, Interviewee. Consultation for JM Drama Report - Str 19 | Page 3 - 22 Intimate atmosphere as well as the acoustics. The musician gets 9 close - 10 spaces. It is tight but creates a nice vibe. It is a nice evenin 2.5.3Creative and Technical Control Access - When renting the Registry Theatre organizations have ac period. They have access to the space and the General Manager as without having to cover the cost of that staff. A renter can use without requiring JM Drama staff on site during their rental. Th to JM Drama in the event of an equipment issue. We present at night and dark during the day. Sometimes we will d 11 Staff - artists renting the Registry Theatre are able to use the They have access to the basic lighting and sound boards for thei JM techs. If they wish to do so, JM will provide technicians at Registry Theatre provides you with the control for your own prod 12 then we bring a whole army with tr In addition to being a resource for renters, the staff are drive from interviewees included flexibility on payment schedule, load to form partnerships with groups to ensure that performances and - I go there because it is a learning facility - he is always th 13 us about lights and the theatre. He is a champion. He is a huge Equipment Rentals - Basic equipment is included in the rental co needed it can be rented from JM or sourced externally. 14 -serve. We have brought in our own lighting and booked techs in 2.6RECOMMENDATIONS RE: SPACE NEEDS IN THE COMMUNITY Based on the interviews and the data collected from various comm recommends the following to work towards solving the much needed arts community. 9 Key Renter, Interviewee. Consultation for JM Drama Report - Str 10 Long Time Attendee, Interviewee. Consultation for JM Drama Repo 11 Key Renter, Interviewee. Consultation for JM Drama Report - Str 12 Key Renter, Interviewee. Consultation for JM Drama Report - Str 13 Key Renter, Interviewee. Consultation for JM Drama Report - Str 14 Key Renter, Interviewee. Consultation for JM Drama Report - Str 20 | Page 3 - 23 2.6.1.1PERFORMANCE SPACE There are beautiful performing arts spaces in the community that professional and community artists and organizations. We recommend that the City of Kitchener take an active role in working with these existing facilities, specifica they can facilitate increased access to these spaces, while stil This might include: Understanding how rates might be adjusted Understanding how rental practices/policies might be adjusted to experienced renters We understand that CITS is a unionized space and so there is lit policies. We would recommend that the City of Kitchener with CITS endeavor there are any options around separating The Studio from IATSE, t community 2.6.1.2REHEARSAL SPACE There are few dedicated rehearsal spaces in the community for ou There is not one solution for the creation of rehearsal spaces, created and maintained in a cost effective way. What is clear is several rehearsal spaces to be made available immediately. Recommendations include; The City of Kitchener endeavor to explore the creation of dedica performing arts community in any space they might develop in the JM Drama work with the City of Kitchener to identify and manage the community that could be provided by or made available by the Other options regarding the renovation of the Registry Theatre t referred to on page 26. -owned properties offer a more stable model for the development than do commercial properties, and city-owned spaces should be l 15 has happened with the Registry Theatre 2.6.1.3STORAGE SPACE The need for storage space was brought up by a few interviewees. require a significant amount of space and does not result in any props and costumes goes hand in hand with the issue of borrowing 15 Deveau, Danielle. Background, Inventory, and Consultation for t 21 | Page 3 - 24 JM Drama could play a role in convening key organizations in dis shared costume/set storage space. Fees could be paid by each organization toward a staff person that manages these rentals and the space in which they ar address the need for full storage and workshop spaces and increa props that have remained dormant for years 22 | Page 3 - 25 3HOW DOES JM DRAMA/REGISTRY THEATRE SUPPORT THE NEEDS OF THE LOCAL PERFORMING ARTS COMMUNITY? As described previously, JM Drama provides affordable space for Registry Theatre that allows renters to have creative and techni rental period. In addition, interviewees described the impact an in the community. 3.1Providing a service to the community Interviewees felt that JM Drama has provided a much needed servi operation of the Registry Theatre. There currently is no formal cultural/arts hub in Kitchener, but identified the Registry Theatre as filling this role in the comm 16 egistry Theatre is the hub. I 17 18 3.2Community based space The Registry Theatre was described as a space beyond just a theatre for rent. Interviewees felt that this space was driven by the needs of the community which is demonstr and one on one nature of their booking operations. 19 20 a community group and a space.. , warm intimate space. We like working with Sam, Lawrence and Al 21 3.3Experimental/risk taking space The size (number of seats) lends itself to experimentation, lear audiences to performance of all types. It allows for the opportunity for new programming and co- productions and risk-taking, without assuming losses that could 22 16 Key Renter, Interviewee. Consultation for JM Drama Report - Str 17 Long time attendee, Interviewee. Consultation for JM Drama Repo 18 Artist, Interviewee. Consultation for JM Drama Report - Strate 19 Artist, Interviewee. Consultation for JM Drama Report - Strate 20 Key Renter, Interviewee. Consultation for JM Drama Report - Str 21 Key Renter, Interviewee. Consultation for JM Drama Report - Str 22 Artist, Interviewee. Consultation for JM Drama Report - Strateg 23 | Page 3 - 26 23 3.4Programming Interviewees were consistent in their feedback about the program represented Kitchener as a community. It was clear that the Regi programming enjoyed by the community. 24 25 26 3.5Of Note Ticketing Organizations appreciated the flexibility to be able to use thei either an automated system such as CITS, Ticket Scene or selling at the door. There does seem to be a need or at least a willingness to explore a shared ticketing sys 3.6Audience Survey Results ABO circulated a survey to audience members of Registry Theatre. identify how they felt when attending performances at the Regist surveys the following was revealed: 76% identified - As though I am part of a larger community 76% identified - It is a good place to be introduced to new artists unfamiliar to 74% identified - It is a good place to attend with family and friends 70% identified - I will leave the performance having been touched emotionally 64% identified - I will leave the performance feeling refreshed 42% identified - I will leave the performance intellectually stimulated The results of this sampling of surveys demonstrates that simila audience members also feel as though they are a part of a larger the Registry Theatre. It is a place to be with family and friend to them. 23 Key Renter, Interviewee. Consultation for JM Drama Report - Str 24 Key Renter, Interviewee. Consultation for JM Drama Report - Stra 25 Key Renter, Interviewee. Consultation for JM Drama Report - Str 26 Key Renter, Interviewee. Consultation for JM Drama Report - Str 24 | Page 3 - 27 4WHAT ELSE CAN JM DRAMA/REGISTRY THEATRE DO TO MEET THE NEEDS OF THE LOCAL PERFORMING ARTS COMMUNITY? 4.1PROGRAMMING The majority of those interviewed felt that the Registry Theatreprovides programming based on what the community needs and wants and that it provided a variety of most audience members. Two suggestions stood out from interviewees of what else could b 27 Registry Theatre which reflected the need for more outreach to 28 and . One interviewee commented that they often see the same people throughout the year at Registry T a sense of community and comfort, it also demonstrates that perh into new audiences that can be found in the ethno-cultural commu 4.2RECOMMENDATIONS RE: PROGRAMMING/AUDIENCE DEVELOPMENT YOUTH: The Registry Theatre already makes use of the EyeGO passes, (pa youth audience members) to target a younger audience, but perhap encourage their attendance including: Marketing specifically to these age groups through targeted soci seeking grant support to pilot a program that might provide subs more effectively Engaging youth on the board level, may provide additional awaren Seek grant support to pilot a program that might provide subsidi effectively 29 CULTURAL COMMUNITIES: This is a diverse community that boasts over 40+ ethno-cultural service groups. Within this community there is the opportunity to reach Marketing specifically to these groups through the service organ Engaging those interested on a board level to gain a different p Seek grant support to pilot a program that might provide subsidi effectively 4.2.1SPACE As indicated there are two immediate space needs in the communit Solutions to the latter is more complicated in that it has more seating) while identifying potential rehearsal space can be some 27 Long time attendee, Interviewee. Consultation for JM Drama Repo 28 Staff, Interviewee. Consultation for JM Drama Report - Strategi 29 Community Care Access Centre, Ethnocultural Groups - Kitchener-W January 30, 2016). 25 | Page 3 - 28 and the broader community can solve in the interim. The majority Drama has the experience and track record of managing a communit confidence to see JM Drama do so elsewhere in the community, in . Based on these findings and in addition to turning away over 200 to be two options that engage JM Drama in providing solutions to and arts organizations. 4.2.2SPACE OPTIONS JM Drama sacrifices their rehearsal time at the Registry Theatre performance space. OPTION 1 - JM Drama continue to explore the renovation of the Registry Theatre to provide a useable rehearsal space, in partnership with the City of Kitchener. Thi affordable rehearsal space to the community and JM Drama. Plans to renovate the existing space include converting their storage space into rehearsal space and accommodate proper piano storage on the main floor as well as a renovation would also include dedicated green room space for the Some interviewees identified areas that would need to be address a new rehearsal space. These included: Proper sound proofing to block sound flow between floors Parking is currently limited and considerations would need to be made to an increase of concurrent users in the building Consideration given to performers if the rehearsal and performan concurrently If/when a renovation project would occur, the Registry Theatre w the duration of the renovations. This could result in a loss of Registry Theatre users. There would need to be a plan in place t In the event that the renovation is not a viable option then Opt OPTION 2 In partnership with the City of Kitchener, JM Drama could manag elsewhere in the community that is made available to all communi This would bring in a small revenue stream to JM Drama while als rehearsal space needed for performing arts organizations in the We have presented two options as the following are unclear at th 1.How much money the City of Kitchener could invest in a renovatio a.How long the Registry Theatre would need to close down for renov 2.Whether additional city run space will become available that can 26 | Page 3 - 29 4.3RECOMMENDATIONS FOR MEETING THE SPACE NEEDS Without the knowledge of other existing spaces that could provid make a definitive recommendation about which option best suits t that the community needs several affordable rehearsal spaces to . JM Drama has demonstrated a strong record of facilities management for the be demonstrated their ability to manage a renovation and capital ca 4.3.1In the interim We recommend that the City of Kitchener and JM Drama formally discu renovations to understand if there is any available contributionr. In addition we recommend that the City of Kitchener consider JM Drama if opp or performance space. 4.3.2Of note Some interviewees mentioned aspects of the Registry Theatre that reluctant to mention the improvements as they were aware of the value in mentioning them in the event that there is the ability especially in pending renovations. Suggested improvements included: Larger lobby space More parking and accessible parking More wing space More green room space Ability to have flexible seating Parking was mentioned several times and there were questions reg privately owned lots, and whether or not they could be accessed were empty during show times (namely evenings). We are aware that this has been attempted but we recommend that discuss the parking issues to see if connections can be made to work to improve the parking situation for its users. 27 | Page 3 - 30 5HOW MIGHT OTHER KITCHENER FACILITIES MEET THE NEEDS OF THE LOCAL PERFORMING ARTS COMMUNITY? The most significant barrier to all the other performing arts sp are simply too high for organizations to be able to afford consi community, with the exception of the Registry Theatre. As indicated, rental rates do not include just the daily fee, wh also the mandatory costs such as requiring venue FOH staff, venu, afterhours access, equipment rentals and deposits. All of these costs are easy to predict ahead of the booking, to allow for pro 5.1SUGGESTIONS FROM INTERVIEWEES: Flexibility on the booking policies might allow for the organiza loss and also feel confident that they will not be billed for un Some interviewees provided specific suggestions on how to make t CCPA and the Studio at CITS more accessible, from their perspect community THE STUDIO, CITS (CITS) KWS moves back to CITS and use the Studio as their main rehearsal s De-unionize The Studio, so that additional costs can be lowered an the community CCPA (KWS) KWS remain at the CCPA but bring in a venue manager, such as JM Dra for the broader community KWS moves back to CITS and theatre community groups can occupy CCPA with one group, such as JM Drama, responsible for the management 5.2RECOMMENDATIONS FOR COMMUNITY SPACE NEEDS We believe that there is merit to the interviewee Òmm;·z above as ways to address the overbooked Registry Theatre and the under booked CCPA and The Studio. We do sophisticated issues that involve numerous public and private part Kitchener can play a key role in facilitating these discussions forward in any way. We believe in addressing these issues, commu access to all of these amazing community assets. City of Kitchener can play a role in understanding if there is a and KWS to see KWS move back to CITS as their new home 28 | Page 3 - 31 City of Kitchener can play a role in understanding how this migh the CCPA, the CITS and the KWS. Separating The Studio from IATSE, might also be a solution that above, and might require support from the City of Kitchener legal department 29 | Page 3 - 32 6HOW DOES JM DRAMA PLAN APPROPRIATELY FOR SUCCESSION ON BOTH A BOARD AND STAFF LEVEL, TO CONTINUE TO MEET THE NEEDS OF THE COMMUNITY, AND RESPONSIBLY MANAGE A NON-PROFIT CHARITABLE ORGANIZATION AND OPERATE A FACILITY, MOVING FORWARD? ABO interviewed core staff and board members as well as lighting volunteers. This allowed for a fulsome picture of how staff and and responsibilities are managed internally. ABO also questioned key renters and artists on their interactions with staff and their experience using the space. 6.1Current Operations 6.1.1STAFF Full-Time General Manager of The Registry Theatre / Artistic Directo Part-Time Director of Programming, hourly Part-Time Operations Manager, hourly Contract Technical Director, billable Contract FOH, lighting, sound technicians, billable For the purpose of this report, the General Manager of the Regis Drama, Director of Programming and Development, Operations Manag referred to as core-staff, (technically the General Manager of t Drama is the only staff). 6.1.2KEY CHALLENGES 1.Under current operations core staff are exceeding their capacity responsibilities. This means that in order to effectively suppor organizations, fulfill programming obligations and report to the the future, most staff are regularly working beyond the hours fo compensated. Exceeding the work hours is not an uncommon practic this case the extent to which some staff are working vs. being c 2.In the event that any of the core staff leave JM Drama, their sa seemingly very difficult to replace these positions with a perso and knowledge of the sector and the space. 6.2RECOMMENDATIONS FOR STAFF 6.2.1Review of staff responsibilities Reviewing and restructuring of staff responsibilities will clari It will also make the responsibilities clear in the event of re- board in the context of their operations we make the following r 30 | Page 3 - 33 GENERAL MANAGER OF THE REGISTRY THEATRE / ARTISTIC DIRECTOR OF JMA To take on more strategic and visionary roles Focus to be on programming, partnerships and funding needs/requi OPERATIONS MANAGER To take on the day to day rental responsibilities DIRECTOR OF PROGRAMMING AND DEVELOPMENT The responsibilities of the Director of Programming to be closel properly compensated TECHNICAL DIRECTOR The responsibilities of the Technical Director should be more cl maintenance could be replaced with a volunteer or other PT staff PT STAFF 6.2.2Increase in salary for General Manager of the Registry Theatre/A (FT) and Director of Programming (PT) It is necessary to increase salaries so that these roles are; a)Compensated appropriately for the work being performed b)Positioned competitively to attract qualified candidates when th c)If JM Drama manages another space whether it be in the Registry community, there needs to be an increase in salary for the Gener Theatre/Artistic Director of JM Drama - it also may require an i of Programming and Development 6.2.3Increase the hours of the Operations Manager to accommodate new This will take some of the rental related work off of the Genera Director of JM Drama and delegated to the Operations Manager 6.3FUNDING NEEDS JM Drama does not receive operating funding from any government of: Rental revenues Bingo Project grants Corporate Sponsors 31 | Page 3 - 34 JM Drama has been successful in receiving OAC and Canada Present completed an Ontario Trillium Foundation grant. 6.3.1KEY CHALLENGES While JM Drama has a fully booked theatre and has great relation have any consistent operating funds that allow them to adequatel needed to operate this facility sustainably from year to year. Project grants that are received from year to year are restricte purpose and often limit what can go towards existing positions, 6.4RECOMMENDATIONS FOR FUNDING / REVENUES 6.4.1Operational Funding Based on current salaries and funds needed to sustain community amount of operational funding needed yearly is · ; · $60,000. Begin conversations with the City of Kitchener to begin the proc operational funding Begin conversations with the Region of Waterloo to start the pro operational funding 6.4.2Increase of Rental Rates and Implementation of HST Increase of Rates Based on conversations with the community, we recommend that the increased. Interviewees that currently pay to rent the Registry there was room to increase the rates, while maintaining its affo that did acknowledge that a raise in rentals would have a signif potentially their ability to rent the space. It is not possible to compare each theatre venue as each vary on can say for certain that Registry Theatre is the only Þz7;ä affordable and fully booked performing arts space in the community. It is important that JM Drama balance what is needed to run the their staff appropriately and what is needed for programming) wh really afford. Affordability of this space must be considered wh For those that acknowledged they would be affected by a rental i Drama remain flexible with their rental policies, to accommodate increase, thus keeping in line with their community minded appro This might include a decrease or flexibility on the deposit amou A co-production arrangement 32 | Page 3 - 35 Agreement on concession sales There was no consensus on the amount of the rental increase, but increases can be tolerated if communicated appropriately. These with the addition of HST in mind. Introduction of HST If JM Drama continues to exceed $250,000 in revenues per year they begin charging HST. The question of introducing HST to ticket sales and rental costs For those that are a charity, this has little impact as they arethe cost. The for-profit organizations mentioned they are accustomed to pa impact their rentals at the Registry Theatre. There are however a few organizations and artists who would be i the benefit of these organizations and the community at large, i review their rates (rental, lighting, technicians etc.) and see together. In theory, this could be better absorbed by all organizations if incrementally. As a charity, JM Drama would recoup some of the H The issue of charging HST is one of compliance rather than polic requirement, JM Drama will need to be prepared to; Invest in marketing and communications to articulate these chang Be clear about what and who this is effecting Their ticket sales? Just rental rates or tech rates too? o Transparency about the raise in HST Give renters notice Work with the organizations and artists that are unable to pay t needs are being supported 6.4.3Project Funding Relying on project funding is not a sustainable way to support a contribute to costs associated with project based work that JM D scale. Ontario Trillium Foundation Grow Grants could be an ideal way to projects that impact the community. Ontario Trillium Foundation Seed Grants are opportunities to pit before ideas. These will not cover organizational expenses, but 33 | Page 3 - 36 project - again allowing the organization to not have to use ren ideas that might result in a loss. Continuing to apply for Canada Presentation Fund (Canadian Herit (OAC) at the maximum allowed amount is also encouraged 6.4.4Capital Support Often revenues from rentals are used to make improvements/cover Theatre. While contributing to a capital reserve fund is encoura practice, policies around the amount per year should be establis remaining surplus to be used towards other operating costs such In the event of future repairs or renovations, there are few sou support capital infrastructure repairs and renovations and those Ontario Trillium Foundation Capital grants - $150,000 Canada Cultural Spaces - unlimited, but lengthy process Energy Incentives - these are available through the local utilit It is recommended that JM Drama explore all of these options if elsewhere. 6.4.5Rental Rates for New Space In the event that JM Drama begins managing a new space within th community outside of the building, JM Drama should consider; The staff time expended in managing these spaces Who is using the space - non-profit or for profit organizations, to establish user rates 6.5BOARD NEEDS JM Drama is operated by a Board of Directors. The Registry Theat therefore overseen by the JM Drama Board of Directors. The Board directors in the areas of arts and business, are facing challeng 6.5.1KEY CHALLENGE In the next two years JM Drama is slated to lose core board memb memory and have dedicated decades to the organization. The loss of core skills that could be difficult to replace quickly. 6.5.1.1Skills In board and staff interviews key skills were identified as need operations. By filling these core skills on the board of directo remain stable and effective while current board members transiti Financial and business acumen, including HR and marketing Fundraising and development 34 | Page 3 - 37 Strong arts background in the performing arts 6.5.1.2Who It was evident that the board and staff value board members that but that also have a vested interest in and/or experience of the have been engaged with JM Drama. Many expressed the need that bo from those within the JM Drama community. Understanding the valu stated as being extremely valuable in selecting new board member While many board members are moving on in the next few years, it will remain engaged with JM Drama on the production side. While might be formally removed from the board, the opportunity to eng the knowledge to new members will still be there. It was suggested that younger board members be recruited - no ag mentioned that there had been some work by JM Drama it was not something that was continued, for reasons not describ 6.5.1.3Board Policies While there are board policies are currently in place, based on specific policies of the board members interviewed it was clear reviewed for some time. It will be necessary to ensure that incoming board members under operates, but how the organization operates as well. 6.6RECOMMENDATIONS FOR BOARD NEEDS 6.6.1Recruitment Have the current board members begin recruiting immediately Most board members interviewed were confident that there were su within the JM Drama community that they could recruit to the boa for proper orientation of the new board members and for overlap board members. This overlap will lend itself to the outgoing mem knowledge and institutional memory prior to their departure. Post immediately Begin recruiting from within the JM Drama and Registry Theatre c posting public via the JM Drama website, Charity Village or Work Maintain an open call for Board members 35 | Page 3 - 38 A posting can be placed on JM Drama members. This can be left on the site until the point that the b replaced the skills they need. Increase the size of the board We recommend that JM Drama grow their board to 10 or 12 members from the current eight, and that those recruited are willing to be active on board sub-committees. In the event that JM Drama manages a new space or undergoes any renovations, there will be a need for is on space related issues. With the possibility of managing a within the Registry Theatre or another building, the board of di of members that understand the complexities of managing a commun performing arts space. 6.6.2Skills If/when JM Drama is able to develop and/or manage a new theatre addition to financial and business acumen, fundraising and devel in the performing arts) will be necessary to ensure the successf relationships with the municipality and the Region. Experienced space manager, preferably performing arts Managing a community minded space that extends beyond just renta of space management will be key in supporting current and new st policy development re: space. This skill set will also be needed would be responsible for space related issues. Previous working knowledge of municipalities JM Drama will need to work closely with the City of Kitchener an any potential future space opportunities. Connections with the municipal governance will be helpful to navigate moving forward. Corporate connector In the event of renovations, development or managing another spa financial support. This could include having to run a capital ca corporate sponsorships. All of which need an experienced body th community 6.6.3Who Recruit from within and outside of the JM Drama community While there are benefits to recruiting internally, there are als JM Drama community, as there are skilled and qualified community 36 | Page 3 - 39 be engaged with JM Drama. Including those from ethno-cultural c underrepresented. Engage a youth representative Including policies on recruiting young professionals to the boar consistency and diversify its members. 6.6.4Board Policies Review of all board policies and the creation of a an updated bo This board manual will be essential to new board members as it s updated policies, description of sub-committees and their functi at a minimum. This should be provided to all new board members t expectations and policies from the beginning of their term. With that said, the Ontario Non-profit Corporations Act (ONCA) h years, with delays. It could be a waste of resources to update a would need to be re-updated with the eventual release of ONCA. To be mindful of resources and in the absence of ONCA, the current policies can be made available to a the ONCA. 6.6.5Sub-committee for JM Drama specific programming Some discussions revealed the need to develop policies around JM production. While that extends beyond the purpose of this consul that there might be an executive sub-committee struck to vote onproduction specific decisions. A growing board and a change of focus re: new spaces might see a or may not have the same ties to the production side of JM Drama the production side of JM Drama remains a priority not at the ex programming issues. 7RENTALS Rental practices are enforced and practiced by all core staff me in place by JM Drama to support their rental practices. These ar available in printed copy. What was clear was that organizations process to booking renters or attributing dates. 7.1KEY CHALLENGES The rental side of the Registry Theatre business is increasing e yearly the General Manager of the Registry Theatre/Artistic Dire is actively managing; Increase of rental requests every year 37 | Page 3 - 40 Managing a wait list for last minute cancellations Managing customized bookings (needing to get into the space earl The Operations Manager manages the contracts etc. while the Dire the relationships on site when it is a co-production (very case These, in addition to the unique nature of each booking - which renter, customized experiences that change, ensuring the renter properly supported on the day of, all lend itself to time intens minded theatre space. Rental Management is unique and customized - often the reason th so much For example, an interview described a situation when they had to anticipated. JM Drama made arrangements with the renter leaving both groups were met, and in this instance at no additional cost 30 Takes the General Manager of the Registry Theatre/Artistic Direc away from long term visioning, financial planning, program development and So much of the General Manager of the Registry Theatre/Artistic consumed with managing the rentals of the space that less time c activities such as programming, grant research/application, part It was clear when speaking with renters that the booking/rental most was reassuring as they felt that JM Drama would work to acc While the JM Drama works closely with the community to ensure th of the space has caused many renters to worry if they will be ab a full year in advance. Most interviewees who have been booking the Registry Theatre for book a year in advance, yet if that deadline is missed or has pa get the dates that they had been booking in years previous. This understanding on behalf of the renters as to how and when bookin On the flip side, there are renters that would like to book more their programs and in some cases can afford to put deposits down preferred dates. Booking this far in advance is not currently an option. 30 Key Renter, Interviewee, Consultation For JM Drama Report - St 38 | Page 3 - 41 7.2RECOMMENDATIONS FOR RENTAL PRACTICES 7.2.1Communicate timelines to renters JM Drama makes the decisions on the rental schedule at the begin internal process, the deadline to submit booking requests could E©;¨Ò;· renters. This could avoid disappointment, but also remove some anxiety on E©;¨Ò;· renters. Revise staff responsibilities re: rentals As suggested previously, a review of staff responsibilities will removed from the General Manager of the Registry Theatre/Artisti resources were made available, some of the rental responsibiliti Manager. 7.2.2Review of rental bookings process / policies The Registry Theatre distinguishes itself by being flexible and the community needs and expects from the Registry Theatre when b merit in reviewing the process around how the rentals are booked required from the renters, to ensure that they are up to date an would include insurance requirements, deposit amounts and timeli would also be an opportunity to consider whether new policies co year in advance to support those that can afford to issue a down 39 | Page 3 - 42 APPENDIX A - SUMMARY OF KEY RECOMMENDATIONS PERFORMANCE SPACE RECOMMENDATIONS We recommend that the City of Kitchener take an active role in w specifically the CCPA and CITS to understand how they can facili while still supporting all organizations In the interim; Understanding how rates might be adjusted Understanding how rental practices/policies might be adjusted to experienced renters Longer term; City of Kitchener can play a role in understanding if there is a and KW S to move Kitchener-Waterloo Symphony back to CITS as the City of Kitchener can play a role in understanding how this migh the CCPA, the CITS and the Kitchener-Waterloo Symphony. Separating The Studio from IATSE, might also be a solution that above, and might require support from City of Kitchener legal de REHEARSAL SPACE RECOMMENDATIONS The community needs several rehearsal spaces to be made available immediately. We recommend that; The City of Kitchener endeavor to explore the creation of dedica performing arts community in any space they might develop in the creative community JM DRAMA continue to explore the renovation the Registry Theatre rehearsal space, in partnership with the City of Kitchener. We recommend that the City of Kitchener and JM Drama formally d Theatre renovations to understand if there is any available cont Kitchener. JM DRAMA work with the City of Kitchener to identify and manage the community that could be provided by or made available by the 40 | Page 3 - 43 Parking We recommend that JM Drama and the City of Kitchener discuss the connections can be made to the lot managers, so that JM Drama ca parking situation for its users. STORAGE SPACE RECOMMENDATIONS We recommend that; JM DRAMA could play a role in convening key organizations in dis shared costume/set storage space. Fees could be paid by each org person that manages these rentals and the space in which they ar address full storage and workshop spaces and increase the use of sat dormant for years RECOMMENDATIONS FOR DIVERSIFYING AUDIENCES (JM DRAMA) Engaging Youth Marketing specifically to youth audiences through targeted socia grant support to pilot a program that might provide subsidies or effectively Engaging youth on the board level, may provide additional awaren Cultural Communities Marketing specifically to ethno-cultural groups through dedicat Seek grant support to pilot a program that might provide subsidi effectively RECOMMENDATIONS FOR STAFF OF JM DRAMA Review of staff responsibilities Increase in salary for General Manager of the Registry Theatre/A and Director of Programming (PT) Increase the hours of the Operations Manager to accommodate new RECOMMENDATIONS TO MEET FUNDING NEEDS Operational Funding Based on current salaries and funds needed to sustain community amount of operational funding needed yearly is · ; · $60,000. JM Drama should begin conversations with the City of Kitchener t considered for operational funding 41 | Page 3 - 44 JM Drama should begin conversations with the Region of Waterloo considered for operational funding Increase of Rental Rates and Implementation of HST We recommend that The rates at the Registry Theatre are increased, provided the rates remain affordable for users. There was no consensus on the amount of the increase, but we bel o incremental increases can be tolerated if communicated appropria would need to be considered with HST in mind. Introduction of HST If JM Drama continues to exceed $250,000 in revenues per year th charging HST. The issue of charging HST is one of compliance rat In the event that CRA deems it a requirement, JM Drama will nee Invest in marketing and communications to articulate these chang Be clear about what this is effecting Their ticket sales? Just rental rates or tech rates too? o Transparency about the raise in HST Give renters notice Work with the organizations and artists that are unable to pay t needs are being supported Project Funding Relying on project funding is not a sustainable way to support a contribute to costs associated with project based work that JM D scale. Ontario Trillium Foundation Grow Grants could be an ideal way to projects that impact the community. Ontario Trillium Foundation Seed Grants are opportunities to pit before ideas. These will not cover your expenses, but it will co project - again allowing the organization to not have to use ren ideas that might result in a loss. Continuing to apply for Canada Presentation Fund and Ontario Dan amount is also encouraged 42 | Page 3 - 45 Capital Support It is recommended that JM Drama explore the following options if or other managed spaces. Ontario Trillium Foundation Capital grants - $150,000 Canada Cultural Spaces - unlimited, but lengthy process Energy Incentives - these are available through the local utilit Rental Rates for New Space In the event that JM Drama begins managing a new space within Th community outside of the building, JM Drama should consider; The staff time being expended to manage these spaces Who is using the space - non-profit or for profit, to establish RECOMMENDATIONS FOR BOARD NEEDS Recruitment Begin recruitment immediately Maintain an open call for Board members Increase the size of the board Skills Financial and business acumen, including HR and marketing Fundraising and development Strong arts background in the performing arts Experienced space manager, preferably performing arts Previous working knowledge of municipalities Corporate connector Who Recruit from within JM Drama community as well as outside, inclu communities and youth representation Board Policies Review of all board policies and the creation of an updated boar Sub-committee for JM Drama specific programming A sub-committee could ensure that the production side of JM Dram the expense of space related and other programming issues 43 | Page 3 - 46 RECOMMENDATIONS FOR RENTAL PRACTICES Communicate/re-iterate booking timelines to renters Revise staff responsibilities re: rentals Review of rental bookings process / policies 44 | Page 3 - 47 APPENDIX B - LIST OF INTERVIEWEES Key Renters Key artists engaged with JM Drama Lost and Found Green Light Arts Growing in the Arts Ted Harms ACTOut Nota Bene Inter Arts Matrix Larry Larson MT Space Tim Louis Sam Dlugokecki Earl McCluskie Carousel Dance Jack Cole KWMP Gary Kirkham Michael Kelly Cavan Bruce Cameron Staff Long time attendees/audience members Sam Varteniuk Martin de Groot Lawrence McNaught Edwin Laryea Allan Hoch Adam Qualter Lynne Sosnowski Elizabeth Hayes Cody Miller Cathy Farwell Sonja Malton Ben Steele Volunteers Harry Marshalsey Irena Baltaduonis David Delouchery Teresa Zvonar Marion Grousopoulos Board Stephanie Farrow Marian Marshall Tim Jackson Deborah Hoch Mary Collard Ron Green Cheryl Ewing Don Bourgeois 45 | Page 3 - 48