C-K Cultural Plan Implimentation Project

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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.
  Status Update and Recommendations Based on Chatham-Kent’s 2007 Municipal Cultural Master Plan and Other Related Master Plans CK CULTURAL PLAN IMPLEMENTATION PROJECT 2014 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 Council’s Strategic Direction for Destination CK. b) To dene appropriate measurables needed to evaluate the success of this implementation project. c) To anticipate and respond to signicant 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 - 20093) Other related Plans:i) 1998 Capitol Theatre Business Plan ii) 1999 Chatham-Kent Heritage Programs Business Planiii) 2009 Tecumseh Park Master Planiv) 2008 Library Master Planv) 2012 Youth Retention and Immigration Studyvi) 2012 Economic Development Strategy In the Service Review November 2012 report to Council, the Cultural Plan was identied as one of the projects that required a longer term review, with reports coming to Council as they were nalized. 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 today’s 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 Council’s Vision, Strategic Plan and Strategic Directions.The teams were well aware of Chatham-Kent’s economic climate during the analysis and recommendation stages of this project. A great deal of time and energy was spent on balancing present day scal 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 Dened The denition 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 benets 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 Toronto’s 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 benets. 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 rst 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 Ofcer” 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 nalizing 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 identied 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 stafng 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. 23  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-Kent’s 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 benet 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 ne 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 identies ways the Kiwanis Theatre can be effectively utilized to suit community needs for theatre rentals, general rentals, lms, 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, lms 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. 45


Jul 23, 2017
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