This is the proposaed implementation plan for cultural assets in Chatham-Kent. There will be a public meeting to discuss the matter Oct. 29 at 7 p.m. at the Thames Art Gallery.
This is the proposaed implementation plan for cultural assets in Chatham-Kent. There will be a public meeting to discuss the matter Oct. 29 at 7 p.m. at the Thames Art Gallery.
This is the proposaed implementation plan for cultural assets in Chatham-Kent. There will be a public meeting to discuss the matter Oct. 29 at 7 p.m. at the Thames Art Gallery.
Master Plan and Other Related Master Plans CKCULTURAL PLAN I M P L E M E N T A T I O N P R O J E C T 2 0 1 4 Young First Nations dancer during dedication ceremony of the Tecumseh Monument, A Place of Many Grasses, October 5, 2014 EXECUTIVE SUMMARY The mandate of this project, the Chatham-Kent Cultural Plan Implementation Project (The Cultural Plan) was approved by Council December 5, 2011, and is stated as follows: a) To develop an implementation/action plan based on the priorities of our various Master Plans and Strategies now in existence as they relate to achieving Councils Strategic Direction for Destination CK. b) To defne appropriate measurables needed to evaluate the success of this implementation project. c) To anticipate and respond to signifcant emerging opportunities. The various Master Plans and Strategies were reviewed to determine which would be in-scope; those in-scope are listed as follows: 1) Culture, Economy, Community: A Cultural Plan for Chatham-Kent - 2007 2) Chatham Cultural Centre Master Plan - 2009 3) Other related Plans: i) 1998 Capitol Theatre Business Plan ii) 1999 Chatham-Kent Heritage Programs Business Plan iii) 2009 Tecumseh Park Master Plan iv) 2008 Library Master Plan v) 2012 Youth Retention and Immigration Study vi) 2012 Economic Development Strategy In the Service Review November 2012 report to Council, the Cultural Plan was identifed as one of the projects that required a longer term review, with reports coming to Council as they were fnalized. The Cultural Plan was created using a team approach of staff, stakeholders and other interested parties who reviewed the in-scope Master Plans and Strategies, had strategic discussions on the concepts which were relevant for todays social and economic climate, then formulated recommendations for a sustainable future. These recommendations will help to ensure that our community continues its development towards a creative economy. With these recommendations, Chatham-Kent is in a better position to reach its full potential as a vibrant cultural hub with a top-notch quality of life. This is in keeping with Councils Vision, Strategic Plan and Strategic Directions. The teams were well aware of Chatham-Kents economic climate during the analysis and recommendation stages of this project. A great deal of time and energy was spent on balancing present day fscal responsibility with future sustainability needs. This was particularly true during discussions on the Chatham Cultural Centre, which houses the Kiwanis Theatre, the nationally acclaimed Thames Art Gallery, the Chatham-Kent Museum and several studios and meeting spaces. There was sensitivity around the investment recommendations for a sustainable twenty-year future of this Chatham-Kent cultural hub in relation to the needs of other cultural venues in Chatham-Kent. B A C K G R O U N D 1 Section One Summary: Culture Defned The defnition of culture, as stated in the 2007 Cultural Plan for Chatham-Kent, is In the widest sense, culture is understood as the unique ways of life that characterizes a community or social group. Healthy communities concerned with addressing a full range of needs for their residents provide a variety of opportunities for engagement in arts, culture and creative opportunities. To this end, municipalities must ensure that innovative organizations and opportunities are nurtured, and given a chance to develop and thrive. Thriving cultural organizations and facilities send a message to residents, potential investors, businesses and visitors that learning, creativity, and quality of life are important in our community. There are many economic benefts for encouraging a thriving cultural community. As demonstrated by research done by leading social scientists such as Richard Florida (Director of the Martin Prosperity Institute at the University of Torontos Rotman School of Management and global research professor at New York University), the creativity that results in a healthy diverse cultural community creates direct and indirect economic benefts. When a community invests in its cultural amenities, it is investing in economic development and job creation. In 2012, the creative economy made up 15.65% of the total jobs in Chatham-Kent. This represents over 7,300 jobs providing an income to Chatham-Kent residents. A strong cultural sector is also a strong business attraction tool. Section Two Summary: The 2007 Cultural Plan for Chatham-Kent Updated for 2014 In 2007, Chatham-Kent joined leading municipalities across Ontario in acknowledging the importance of culture to local economic development, and in turning to new municipal cultural planning approaches to leverage economic returns. Chatham-Kent was one of the frst municipalities to undertake the process of creating a Cultural Master Plan. The document was entitled Culture, Economy, Community: A Cultural Plan for Chatham-Kent, 2007, which was approved by Council in 2008. This Plan was intended to provide a framework for fostering creativity and building capacity in the cultural sector. There were numerous recommendations put forth, outcomes from an extensive series of stakeholder meetings, to ensure the Plan was tailor-made for Chatham-Kent. One of the recommendations was to hire a Cultural Development Offcer who would be responsible for implementing the initiatives. A municipal Cultural Development Coordinator position was in place from 2008-2011. The group Create CK was formed from the recommendation to engage grassroots organizations in cultural development initiatives. Project funding for Create CK was provided by the Community Futures Development Corporation of Chatham-Kent, the Ontario Trillium Foundation, and Chatham-Kent Council. In May 2013, a Transition Steering Committee was formed to review the 2007 Plan, identify the activities accomplished to date, and generate ideas on future directions. The high level details of the activities accomplished and strategies to move forward are found in this section of the 2014 Plan; Appendix One contains a detailed description. It was agreed that a new group should form, tentatively called the Kent Cultural Network, which would be a network for all cultural groups in Chatham-Kent. Its mission would be to stimulate and coordinate the development of visual, literary, performing and heritage assets to enrich the cultural life of the community and to increase awareness of the positive economic contribution that culture makes to the community and the lives of its citizens. The Transition Steering Committee would be responsible for fnalizing the governance details, recruiting members, and reporting to Council on the outcomes. The Network would determine requirements for sustainable funding in order to leverage grant and other funding opportunities, which would be considered by Council during the 2016 budget. As mentioned, effective cultural planning work requires a dedicated staff person. The 2007 Plan identifed the need for this position, and a recent survey of cultural managers across Ontario indicates that in order to effectively implement and manage cultural planning, dedicated staffng is required. These positions are in place, or currently being posted, in municipalities such as Burlington, Greater Sudbury, Hamilton, Vaughan and Windsor. This position, in addition to the Manager of Culture, will be a key driver in the deliverables to enhance culture across Chatham-Kent. To meet the needs of this position, the vacant Heritage Coordinator position, whose time was spent 15% on CK Museum work and 85% on heritage outreach work, will be revised to 100% of heritage outreach and cultural development. The 15% CK Museum responsibilities would be taken on by the CK Museum Curator, with some additional part time hours as discussed in the Ridge House section of this document. Due to the changes in job duties, both positions would be re-evaluated. It is projected that the net cost of the re-evaluation would be $5,578, which would be funded through the existing Culture Budget. 2 3 Section Three Summary: The 2009 Chatham Cultural Centre Master Plan - Updated for 2014 In 2009, the Chatham Cultural Centre (CCC) Master Plan was completed. A great deal of effort and consultation with stakeholders and staff went into the creation of the CCC Plan. The Plan contained a variety of recommendations, from small-scale improvements to multi-million dollar building renovations and construction. Many of these recommendations were implemented while some were cost-prohibitive. A status update on each recommendation is found in Appendix Four. This Plan recognizes the 2009 work, while at the same time is cognizant of Chatham-Kents current economic climate. Recommendations listed in the sections below would enable the CCC to operate as a sustainable facility for the next 15 - 20 years. 3. a) Chatham Cultural Centre (CCC) in General: The building is used by the public 362 days of the year. It is estimated that 72,845 people used the facility and services in 2012. The CCC would beneft from wireless and high speed capabilities, which will continue to be investigated with the IT division. The 2009 Plan called for building enhancements as a top priority at a cost of $10 -$13 million, which is not feasible in the present economy. Therefore this Plan proposes the investigation of an addition to the CCC or use of a vacant municipal building for artifact and fne art storage which would relieve immediate and medium-term storage needs. This Plan recommends staff begin the process of obtaining more precise costs for this project, then return to Council with funding recommendations using a combination of grants, community fundraising and reserves. All CCC user fees will also be analyzed to ensure all services are priced appropriately. 3. b) The Kiwanis Theatre This historic facility has been providing high-quality entertainment and education to the Chatham-Kent community for close to nine decades. With the St. Clair College Capitol Theatre operating as the primary presenting theatre in Chatham-Kent, there is also a strong need for a smaller-scale community space. This Plan identifes ways the Kiwanis Theatre can be effectively utilized to suit community needs for theatre rentals, general rentals, flms, lecture series and drama, art gallery, and museum community and education programs. With more large presentation shows now offered by the Capitol Theatre, these types of presentations at the Kiwanis Theatre have decreased by 100% since 2009. However, usage at the Kiwanis Theatre in other categories has increased, causing overall usage (i.e. the number of bookings) to increase by 9% from 2009 to 2013 and increase by 28% between 2012 and 2013. Much of this increase is attributable to usage for programming by other CCC venues, co-productions with other organizations, rentals by community organizations, meetings, municipal use, flms and training space. Several discussions have been held with St. Clair College Capitol Theatre. Both parties appreciate the value of continuing to work together and exploring opportunities for further collaboration and partnerships. To ensure the Kiwanis Theatre space is sustainable, an improved sound booth and lighting area would be required, and the small, uncomfortable, 42 year old seats need to be replaced with new, larger, to code seats. The total number of seats would be reduced from 638 to approximately 400. The total estimated $144,930 cost for the seats and related renovations would be funded through the Theatre Improvement Fund. A further analysis of the Kiwanis Theatre budget shows there is an additional $39,610 in savings from eliminating Presentation shows. These savings are recommended to be redistributed to create a base budget for ARTspace. A supplementary budget of $39,610 was approved for ARTspace during the 2014 budget deliberations. With St. Clair College now operating the primary presenting theatre in Chatham-Kent, it is advisable to review the Kiwanis Theatre name in order to further differentiate the two venues. Further consultation will be held with stakeholders and the wider community on a name change for the Kiwanis Theatre that would better represent the new role of the facility. 4 5 3. c) The Box Offce The Box Offce provides customer service, reception and administrative assistance for all CCC venues, plus provides ticket services for external customers such as the Mary Webb Centre and St. Clair College Capitol Theatre. 57,802 tickets were sold in 2013: 44,347 were sold to CCC in-person/phone sales; 12,735 were online. The Box Offce is currently located off of William Street. The Museum and Gallery entrance is located off Murray Street. There is a functional disconnect in not having a primary public entrance from a marketing, customer service and public relations perspective. This disconnect was also identifed in the 2009 Master Plan. It is recommended that moving the Box Offce to Murray Street, and the Murray Street offces to William Street side would resolve this disconnect. The move would improve customer service (especially in the mornings when the Gallery and Museum are closed), increase gift shop operating hours, provide a more secure space for cash handling, and better accommodate accessibility needs. The existing parking lot on Murray Street would serve as the Box Offce parking lot. A new two-vehicle accessible parking lot would be added to the Murray Street entrance. The cost of this renovation is estimated to be $131,750 to be funded through the Culture allotment of the Capital Budget, the Building Lifecycle Budget, the Accessibility Reserve, and the Energy Reserve. The Theatre Programmer position was eliminated in 2012. However, the majority of the positions responsibilities remain. In order for these functions to be sustainable, there is a requirement for a position to handle these responsibilities. The job description would refect the former Theatre Programmer position, with the elimination of Presentation responsibilities, as shown in the following chart: 3. e) Thames Art Gallery The Thames Art Gallery (TAG) provides a long list of services, including multi-disciplinary exhibitions, public and educational programs, conservation of the permanent collection, appraisals, professional development and training for teachers, artists, and the general public, etc. In recognition of its status as a National Exhibition Centre, TAG borrows and shares exhibitions from major international institutions. It is the only public art gallery in Chatham-Kent. TAG welcomed 23,105 visitors in 2013. The Gallery underwent much-needed renovations in 2012/2013 to upgrade lighting and electrical systems. The Thames Art Gallery/ ARTspace Advisory Committee advises and makes recommendations on issues which affect the short and long term direction of TAG and ARTspace. TAG storage issues are discussed in the Cultural Centre General section, and programming recommendations are discussed in the ARTspace section. It is the goal of TAG to be fully digitized online through grant opportunities in order to have the permanent collection accessible to a global audience. 3. f) ARTspace ARTspace is an innovative made-in-Chatham-Kent concept combining the best of a public art institution and a commercial art gallery. It is a professionally run art gallery that supports Chatham-Kent artists through exhibitions, sales, art classes, seminars, and arts-related programming. During its frst fve years of operation there has been a steady increase of exhibiting and supporting members. In 2013, 6,690 people participated in ARTspaces services, programs and events. The achievements are many and are listed in the main document. In order for ARTspace to be fnancially sustainable, it requires base funding. As mentioned in the Kiwanis Theatre section, $39,610 has been found to support ARTspace and was approved as a supplementary budget item during the 2014 budget deliberations. The additional FTE is .85 (i.e. 30 hours per week). The existing location has some space limitations. Staff continue to consider options for a larger space, which should help increase revenues. In order for ARTspace to remain sustainable, the TAG/ARTspace Advisory Committee will continue to work on strategic initiatives to attain this goal. *Approximately 20% in overtime costs was paid each year for this position. The positions cost would be funded through an increase in ticket handling fees totalling $31,060 (which have not increased since inception in 2003) and $34,440 through Service Review savings in Community Services, to be deferred to 2015 Budget deliberation. The position would be contract until it is determined that the funding is sustainable. 3. d) Studio One / Kitchen / Meeting Room Studio One is a small, intimate and popular space for rentals and in-house programming which holds 100 -150 people. There is a kitchen that has a bar serving area. The Meeting Room triples as a meeting space, a Green Room for theatre rentals and a staff lunch room. In 2013, Studio One was used for 145 rentals and 246 in-house usages, totalling 391 in total usage over the year. Due to the popularity of Studio One, and in order to increase usage on a sustainable basis, the kitchen should be upgraded by installing the correct number of sinks, purchasing energy effcient appliances, and increasing foor, storage and counter space by extending the kitchen divider wall into the Meeting Room area. The estimated cost for the kitchen renovations is $52,738. The meeting room requires a new foor, upgraded wiring and breakers, and electrical boxes moved into a proper space. The estimated cost for the Meeting Room upgrade is $22,710. These costs would be funded through the Culture allotment of the Capitol Budget, the Building Lifecycle Budget, donations and the Energy Reserve. Former Theatre Programmer % Responsibilities Booking Presentations 20 0 Booking Theatre and Studio One Rentals 25 30 Booking Education Program Rentals 5 10 Contact for Groups Utilizing CK Tickets 5 15 Team Lead the Box Offce 35 35 Team Lead Front of House Staff 10 5 Other Responsibilities 0 5 Total *100% 100% Proposed Facility Booking Coordinator % 6 7 Section Four Summary: Ridge House Museum The Ridge House Museum was restored as a Ridgetown centennial project in 1975 by the Ridgetown Rotary Club and donated to the town of Ridgetown. The Municipality assumed operations in 1998. The museum was established primarily to convey to visitors the values and lifestyles of a middle class family in a growing Ontario village in 1875. The Ridge House Museum also collects and preserves material heritage from other time periods that have direct historic signifcance to Ridgetown and the surrounding community. In 2013, 1,017 people attended the House. This number increased to 8,656 when including the number of people attending exhibits displayed at outreach locations such as the Mary Webb Centre. The Ridge House Advisory Committee ensures that the collection is adequately housed, conserved and documented. The Ridge House Curator is currently spending signifcantly more than the 30% allotted time on Ridge House responsibilities. This is not sustainable, as it contributes to the backlog of the CK Museum. This would reduce Ridge House Curator time from 30% to 20% on Ridge House-related responsibilities in order to more effectively distribute workload. A new part time Museum staffng model is being proposed, which would allow for more effcient use of all Museum part time staff. Ridge House operating hours and corresponding part time staffng hours would be reduced, but year round part time hours would increase to assist with CK Museum and cover Ridge House weekend hours. The net 0.2 FTE would cost $4,325, and be funded through the existing Culture budget. Ridge House Museum has several building issues. Staff and the Advisory Committee will evaluate the options of repairs versus divesting the building and looking for relocation options. Section Five Summary: Other Related Master Plans A review of each of the in-scope Master Plans was undertaken and a synopsis is found in Section Five. All of the strategies from these Master Plans form the basis to stimulate creativity, cultural industries, cultural tourism, diversity and revitalized downtowns. This in turn generates economic activity to make Chatham-Kent a community in which people wish to live, work, play and invest. The outcome of the Cultural Plan is that partnerships and co-operation will continue between organizations, private citizens, businesses and municipal departments, for the cultural enrichment of Chatham-Kent. 3. g) Chatham-Kent Museum The Chatham-Kent Museum was established in 1943 and is dedicated to preserving the material heritage of all of Chatham-Kent and to promoting area history through exhibits and programming. Milner House is an exhibit gallery of the CK Museum that is also used for educational programming and operates seasonally as a historic home offering visitors a glimpse of upper-middle class life in 1905. The Chatham-Kent Museum Advisory Committee monitors the ethical and professional performance of the museum. 6,080 people visited the Museum in 2013. Until additional funding is secured for a more sustainable resolution of storage issues, the Museum has found a creative way of temporarily addressing this. A visible storage area would be created in the main foor temporary exhibit gallery, where artifacts from the collections storage area would be stored on shelving in a publicly-accessible section, formerly used for thematic exhibits. This would increase the number of artifacts on display from 30% to 60 -70%. The plexiglass, shelving and lighting would cost approximately $34,500, and would be funded through Cultures allotment of the Capital Budget. There is a fve year backlog in collections management due to previous commitments, and special projects such as the 1812 Bicentennial. Museum staff will be refocusing their time to collections management to eliminate the backlog. Many of the CK Museum artifacts on display in the Milner Heritage House have strong ties to the community and are excellent examples of CK history. The house permits the long term storage of many large furniture items in a setting that also provides a limited living history experience for residents and visitors. However, the maintenance of the House is an ongoing challenge, and the expense of renovating the building may not be warranted. No further renovations will be done on Milner House until the storage review is conducted to determine if there is an alternative storage facility that better addresses the needs of the Chatham-Kent Museum. The Heritage Coordinator worked with community groups to establish Blenheim Heritage House and Tilbury Lanoue House. Discussions will be held with these groups as to whether they wish to become owners of these period homes. 8 9 RECOMMENDATION SUMMARY RECOMMENDATIONS Kent Cultural Network Committee be created to formally stimulate and co-ordinate the development of visual, literary, performing and heritage assets to enrich the cultural life of the community, and to increase awareness of the positive economic contribution that culture makes to the community and the lives of its citizens. Funding for the Kent Cultural Network for the purpose of leveraging grant opportunities for culture and economic development initiatives be considered in the 2016 Budget, allowing time for the Network to become established. Kent Cultural Network initiatives which could be funded through the $17,561 Cultural Action Teams & Mapping Reserve, be created and a report brought back to Council, to request approval of the expenditures. The Municipalitys Heritage Coordinator role be revised to include cultural development initiatives, at a net cost of $5,578, funded through the existing Culture Budget. SECTION # Part Two: The 2007 Cultural Plan Updated for 2014 2.1 2.2 2.3 2.4 The CCC Mission Statement be adopted as follows: To grow, educate and sustain our communitys engagement in arts, culture and heritage by offering and facilitating a variety of accessible cultural programs, services and entertainment. 3.a.1 Part Three: The 2009 Cultural Centre Master Plan Updated for 2014 The CCC tag line be adopted as follows: Learn. Laugh. Discover. 3a)The Cultural Centre Facility 3.a.2 3.a.3 Existing partnerships be expanded and new partnership opportunities identifed to offer more diverse experiences and potentially increase revenues. 3.a.4 3.a.5 The CCC Marketing section pursue the new initiatives identifed through the Cultural Plan. Staff work with the ITS Division and if possible, incorporate wireless and high speed internet at the Cultural Centre. 3.a.6 Staff attain accurate costs for artifact and fne art storage requirements as an addition to the Chatham Cultural Centre or in a building off-site, then return to Council with location and funding recommendations using a combination of grants, community fundraising and reserves. 3.a.7 The CCC fees be reviewed, with changes to be addressed through the 2015 or 2016 Budget process. 3b) Kiwanis Theatre The following mission statement for the Kiwanis Theatre space be adopted: To provide a quality, accessible and affordable space for the Chatham-Kent community to perform, learn, develop and enjoy the performing arts. 3.b.1 Smaller-scale activities continue to be provided in the Kiwanis Theatre to meet the needs of the community through amateur theatre, community events and related programming. A permanent sound and lighting area be constructed on the main foor for an approximate cost of $5,750, to be funded through the Theatre Improvement Fund. 3.b.2 3.b.3 3.b.4 3.b.5 3.b.6 3.b.7 The main foor theatre seats be reduced from 424 to 260 at an approximate cost of $62,780, pending RFP results to be approved by Council, plus carpet replacement, foor painting, and railing addition at an approximate cost of $15,010, to be funded through the Theatre Improvement Fund; a $25,400 catwalk repair to be funded through the Buildings Lifecycle Budget. Culture Staff request that Planning Services process the application to alter the balcony to accommodate the new seats. Should Council approve this application, it is recommended that the balcony seats be reduced from 214 to 140 at an approximate cost of $33,800, pending RFP results to be approved by Council, plus foor painting, carpentry replacement and new railing at an approximate cost of $27,600, to be funded through the Theatre Improvement Fund. The 2014 ARTspace supplementary budget of $39,611, generated from savings from re-imagining the Kiwanis Theatre from a Presentation/Rental/Programming venue, be moved to a base budget for ARTspace for 2015. Further consultation be held with the community on a possible name change for the Kiwanis Theatre that would better represent the new role of the facility. 10 RECOMMENDATIONS The Box Offce hours be changed from 10:00 a.m. 6:00 p.m. to 9:00 a.m. 5:00 p.m. Monday to Friday. SECTION # 3c) Box Offce The Box Offce be relocated to the west end of the Cultural Centre, and the west end offces be relocated to the north end of the building, at an estimated cost of $131,750, to be funded: (1) 56% ($73,388) through the Culture allotment of the Capital Budget; (2) 36% ($47,490) through the Building Lifecycle Budget; (3) 5% ($6,846) through the Accessibility Reserve; (4) 3% ($4,026) through the Energy Reserve. 3.c.1 3.c.2 A Facility Booking Coordinator position be recruited with responsibilities as outlined in the Cultural Plan at an approximate cost of $65,500; funded through a combination of $31,060 in increased ticket handling fees and $34,440 through Service Review savings in Community Services, to be deferred to 2015 Budget deliberations. 3.c.3 The $52,738 estimated cost for improvements to the Kitchen be funded: (1) 8% ($4,025) through the Culture allotment of the Capital Budget; (2) 60% ($31,578) through the Building Lifecycle Budget; (3) 2% ($1,150) through the Energy Reserve; (4) 30% ($15,985) through the Operations Budget, donations/fundraising. The $22,710 estimated cost for improvements to the Meeting Room be funded: (1) 37% ($8,337) through the Culture allotment of the Capital Budget; (2) 61% ($13,798) through the Building Lifecycle Budget; (3) 2% ($575) through the Energy Reserve. 3d) Studio One Kitchen Meeting Room 3d.1 3.d.2 3e) Thames Art Gallery The Thames Art Gallery Permanent Collection be fully digitized online through potential grant opportunities in order to have the permanent collection accessible to a global audience.
Staff continue to explore opportunities to move into a larger ARTspace location. ARTspace staff and the TAG/ARTspace Advisory Committee continue to work on the initiatives identifed to continue to move ARTspace towards increased sustainability. 3.e.1 3f) ARTspace 3.f.1 3.f.2 Museum staff create a visible storage area in the Chatham-Kent Museum in which artifacts will be displayed for the public; the $34,500 cost to be paid for through Cultures allotment of the Capital Budget.
CK Museum staff focus their time on collections management for the next fve years.
No further renovations be done on Milner Heritage House until the review is conducted to determine if there is an alternative storage facility that better addresses the needs of the Chatham-Kent Museum
Discussions be held with the Blenheim and District Historical Society and the Tilbury and District Historical Society respectively to determine their interest in becoming owners of the period homes. 3g) Chatham-Kent Museum 3.g.1 3.g.2 3.g.3 The Ridge House Museum Collection remain municipally owned and administered. Part Four: Ridge House Museum Part Five: Chatham-Kent Master Plans 4.1 4.2 4.3 5.1 That the Ridge House Museum Advisory Committee together with staff meet with community representatives and evaluate options for achieving Ridge House Museums strategic goals, including but not limited to repairing versus divesting the current building, and opportunities for relocation especially within the downtown corridor of Ridgetown. The Committee to report to Council no later than May, 2015. The Ridge House Curators time allocation to the Ridge House Museum be reduced from 30% to 20%; also, a new part time museum staffng model be introduced, in which staff are distributed more effciently between Chatham-Kent Museum and Ridge House Museum, at a net addition of 0.2 FTE and a net cost of $4,325, to be funded through the existing Culture Budget. Opportunities for volunteers will be encouraged and facilitated. Partnerships and synergies continue to be explored with organizations, private citizens, businesses and municipal departments for the enhancement of culture in Chatham-Kent. RECOMMENDATION SUMMARY 3.g.4 11 FUNDING SOURCE FUNDS REQUIRED # 0.85 Item Cultural Network Funds Cultural Network Initiatives Heritage & Cultural Development Coord Wireless and High Speed Internet CCC Storage Addition Theatre Sound & Light Booth Theatre Main Floor Seats & Renovations Theatre Balcony Seats & Renovations ARTspace Box Offce / Front Offce Renos Facility Booking Coordinator Postion Kitchen Renos Meeting Room Renos Museum Display Milner House Renos Museum PT Staff Ridge House Renos TOTALS TBD $17,561 $5,578 TBD TBD $5,750 $103,190 $61,400 $39,610 $131,750 $65,500 $52,738 $22,710 $34,500 TBD $4,325 TBD $544,612 Culture Allotment of Capitol Budget Building Lifecycle Budget Operations/ Reserves/ Fundraising/ Grants New Ticket Fee Revenue Identifed Reserves Operating Budgets TOTALS TBD $17,561 $5,578 TBD TBD $5,750 $103,190 $61,400 $39,610 $131,750 $65,500 $52,738 $22,710 $34,500 TBD $4,325 TBD $544,612 2.2 2.3 2.4 3.a.5 3.a.6 3.b.3 3.b.4 3.b.5 3.b.6 3.c.1 3.c.2 3.d.1 3.d.2 3.g.1 3.g.4 4.2 4.3 2.05 1.00 0.20 No new tax dollars are being requested for the implementation of the Culture Plan at this time. All expenditures are covered through existing budgets or new revenue sources. TBD in 2016 $5,578 $39,610 $34,440 $83,953 $17,561 (Cultural Action Teams) $5,750 (Theatre Improvement Fund) $77,790 (Theatre Improvement Fund) $61,400 (Theatre Improvement Fund) $6,846 (Accessibility) $4,026 (Energy) $1,150 (Energy) $575 (Energy) $4,325 $175,098 $4,025 $8,337 $34,500 $120,250 $118,266 $15,985 $31,060 TBD TBD $13,798 $31,578 $73,388 $47,490 $25,400 TBD TBD FINANCIAL SUMMARY $15,985 $31,060 FTE Amount 12 In 2009, Council approved one-time operating funds of $30,000 from the Final 2008 operating surplus to assist the Cultural Action Teams with their special events and regional projects, and to complete the technical items of the cultural mapping component. There is a residual amount left of $17,561. In 2003, Council approved the creation of the Theatre Improvement Fund, funded through a $1.00 - $1.25 surcharge on each ticket purchased for the Kiwanis Theatre, which is to be used for Kiwanis Theatre improvements only. There is presently $155,208 in this fund. In 2009, $100,000 was set aside in the Capital Budget for Chatham Cultural Centre - Provision for Master Plan Implementation; also $30,000 for Cultural Mapping - Implementation Provision. In 2014, the amount is recorded as $130,000 and the description reads Cultural: Provision for Master Plan Cultural Implementation, cultural mapping (existing funding shortfall). It should be noted that the Master Plan Consultants recommended CK focus on culture development for existing amenities rather than further mapping. Recommendations for leveraging the $130,000 are contained in this Plan. A Lifecycle Budget managed by Asset Management staff for over 100 municipal buildings in Chatham-Kent. Annually, Departments submit their building requirements; projects are then prioritized for Councils approval. A combination of funding sources to be reviewed then requested once actual costs are known. Increasing Box Offce ticket administration fees to be in line with other Municipalities, used to fund Box Offce recommendations. Savings realized through 2014 Community Services Service Reviews, to be requested during 2015 Budget deliberations. An evaluation of the 2014 Culture budget to re-purpose funds for future needs to enhance culture in Chatham-Kent. A fund established in 2009 for energy conservation programs. A fund established in 2008 for building accessibility requirements. Funding Source Fund Name Explanation Identifed Reserves Cultural Action Teams & Mapping Reserve Theatre Improvement Fund Accessibility Reserve Energy Conservation Reserve Existing Culture Budget Community Services 2014 Service Reviews Operating Budgets Culture allotment of the Capital Budget Buildings Lifecycle Budget Operations/Reserves/ Fundraising/Grants New Ticket Fee Revenue EXPLANATION OF FUNDING SOURCES 13