FEASIBILITY STUDY - mail.cornwall.camail.cornwall.ca/Active/Development/egenda.nsf/0... · CORNWALL ARTS + CULTURE CENTRE FEASIBILITY STUDY JULY 5, 2016 CORNWALL ARTS + CULTURE CENTRE

CORNWALL ARTS + CULTURE CENTRE FEASIBILITY STUDY JULY 5, 2016CORNWALL ARTS + CULTURE CENTRE FEASIBILITY STUDY JULY 5, 2016

CITY OF CORNWALL

CORNWALL ARTS AND CULTURE CENTER:FEASIBILITY STUDYFINAL REPORT


TABLE OF CONTENTS

BUILDING A CULTURESCAPE....

Part 1.0 Introduction 1.1 Purpose of the Study 1.2 Project Background 1.3 Company Profiles +VG/SPM

Part 2.0 Culturescape 2.1 Culturescape Report 2.2 Need For Cultural Facility

Part 3.0 Consultation Process 3.1 Public Engagement Overview 3.2 Public Consultation 3.3 Survey

Part 4.0 Consultation Summary 4.1 Culture and Programs 4.2 Program 4.3 Potential Sites

Part 5.0 Program Selection 5.1 Program Selection Criteria 5.2 Program Selection Process 5.3 Functional Program Outcomes

Part 6.0 Site Selection 6.1 Site Selection Criteria 6.2 Site, Program and Demographics 6.3 Site Selection Process 6.4 Site Selection Outcomes-Site Matrix

Part 7.0 Preferred Site Options 7.1 Preffered Site Options Summary 7.2 Civic Complex 7.3 Cotton Mills 7.4 Si Miller-Curling Club 7.5 St. Lawrence College

Executive Summary Part 8.0 Best Option 8.1 Best Site Option - Civic Centre Adaptive Re-Use 8.2 Civic Centre - Concept Plan Option 8.3 Civic Centre - Concept Perspectives 8.4 Second Consultation - Outcomes

Part 9.0 Planning and Feasibility 9.1 Demographic Profile 9.2 Market Analysis 9.3 Approach To Governance/Operating Model 9.4 Financial Analysis 9.5 Economic Impact of a New Cultural Centre 9.6 Summary of Findings

Part 10.0 Final Recommendations Part 11.0 Next Steps Appendices

CORNWALL ARTS + CULTURE CENTRE FEASIBILITY STUDY JULY 5, 2016 CORNWALL ARTS + CULTURE CENTRE FEASIBILITY STUDY JULY 5, 2016CORNWALL ARTS + CULTURE CENTRE FEASIBILITY STUDY JULY 5, 2016


Part 8.0 Best Option 8.1 Best Site Option - Civic Centre Adaptive Re-Use 8.2 Civic Centre - Concept Plan Option 8.3 Civic Centre - Concept Perspectives 8.4 Second Consultation - Outcomes

Part 9.0 Planning and Feasibility 9.1 Demographic Profile 9.2 Market Analysis 9.3 Approach To Governance/Operating Model 9.4 Financial Analysis 9.5 Economic Impact of a New Cultural Centre 9.6 Summary of Findings

Part 10.0 Final Recommendations Part 11.0 Next Steps Appendices

EXECUTIVE SUMMARY


Key Outcomes - Site, Program and Operations

+VG and Sierra Planning and Management, through a consultation and evaluation process for cultural programs, program and spaces, and site selection, recommend that the best option for the location of a new Arts and Culture Centre would be at the Civic Centre Complex in the City of Cornwall.

As an adaptive re-use and addition project, included as Option A in this report, the design and construction of the facility under Option A utilizes some existing spaces within the Civic Centre on the lower level, along with a large addition to accomodate the new accessible Entrance Hall, Black Box Theatre and Back of House spaces. This option would meet both the cultural program requirements and the space requirements for the proposed Arts and Culture Centre. These requirements include flexible, multi-use spaces for several different types of cultural programs, an art gallery, studio spaces and classrooms, as well as a large Black Box Theatre space that could accomodate approximately 250 people. This location also provides opportunities to connect with the waterfront and adjacent public facilities while meeting new accessibility requirements and serving local demographics of the community, key factors affecting site selection.

The Arts and Culture Centre Adaptive Re-Use project would work best under a form of municipal ownership operation model to serve the range of uses and programming, and the associated governance model would include an advisory board.

There are two alternatives for operating the spaces within the Centre in order to garner revenues – operating the space as public rental space booked through the City, and as dedicated leasing opportunities by third party operators. Likely, a blend of these two types of operating the spaces would be most advantageous.

CORNWALL ARTS + CULTURE CENTRE FEASIBILITY STUDY JULY 5, 2016

EXECUTIVE SUMMARYKey Outcomes - Economic Impact

The projected operating deficit for the CCC Convention building in 2016 was approximately $558,000. Based on a directional assessment of operating performance as described above, the financial performance of the Cultural Centre will result in deficit – in the order of $130,000. This takes the CCC Convention building plus Cultural Centre from a budget estimate of (deficit) ($558,000) to ($687,000) as shown below.

For simplicity in illustration of the impacts of a new cultural centre on the overall financial performance of the combined building (convention and cultural centre), the analysis excludes any escalation or change in the budget (plus or minus) for the convention centre component between now (2016) and the date at which these operations of the combined centre are normalized (not likely to occur until year 3 of operations at the earliest).

Based on the visitor profile and assumptions, it was estimated that the Centre would attract approximately 28,700 non-City visitors annually. Based on the aforementioned assumptions, the TREIM model estimates the current annual economic impact associated with visitor spending at the Cornwall Arts Centre. Total visitor spending on an annual basis (2018 dollars) is estimated to be $4,113,037, all of which is expected to come from residents of the United Counties of Stormont, Dundas, and Glengarry. The estimated direct impact on GDP is expected to be $1,765,994. Direct impacts are local in scale and do not extend outside of the United Counties of Stormont, Dundas and Glengarry. The estimated indirect impact on GDP is expected to be $475,999.

The model estimates that the centre will generate an additional $1,189,443 in direct (local) employment income on an annual basis, and an additional $347,757 in local indirect labour income, and $137,480 province-wide. The model estimates than an additional 32 full time equivalent (FTE) positions will be created as a direct result of the centre’s operations, and an additional 5 FTE positions indirectly. The model estimates that the centre will generate an additional $1,152,234 in direct taxes as a result of visitor spending annually, $3,814 within the city.

Ultimately, the Civic Centre - Adaptive Re-Use (Option A) recommended in this report would be the best and most feasibile option for an Arts and Culture Centre for the City of Cornwall and surrounding townships, based on the results of this feasibility study.


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PURPOSE OF THE STUDY


The purpose of this Feasibility Study is to determine the facility needs, the affordability, the physical components (design, spaces and sizes), specific location, and costs for a Community Arts and Culture Centre in Cornwall. The final product also recommends operating models, funding opportunities, and identify economic impact and benefit for the City as a whole and the Arts and Culture Community in particular.

Objectives

a. Engage stakeholders and the community to determine the needs and desires for an Arts and Culture Centre and identify key partners and financial supporters;b. Identify potential attendance and space requirements based on the needs expressed by the stakeholders thus determining facility design and size;c. Determine the best location(s) within City boundaries and recommend existing building or new construction. The study should also consider preservation of a historic building;d. Develop conceptual drawings of the space required and provide associated capital cost to construct or renovate;e. Consider and suggest operating models and funding opportunities from the Province of Ontario and Federal Government of Canada for such a project and determine a User Fee model; and,f. Identify economic impact and benefits for the City of Cornwall and the Arts and Culture Community.

1.1


PROJECT BACKGROUND

SUMMER 2010 Sierra Planning and Management was engaged by the City to develop a Culture Plan for Cornwall and the United Counties of Stormont, Dundas and Glengarry

FALL 2010 Key Stakeholder Informant Meetings

NOVEMBER 2010 Public Consultation Meetings (9 meetings in total)

OCTOBER 2010 - JANUARY 2011

Online Survey

JUNE 2011 Completion of the Culturescape document, including recommended actions

2012 Formation of City’s Cultural Advisory Committee (recommended action identified in Culturescape document)

SEPTEMBER 2015 City of Cornwall hires +VG and Sierra Planning and Management to undertake a Feasibility Study for an Arts and Culture Centre (recommended action identified in Culturescape document)

WINTER 2016 Stakeholder and Public Consultations / Interim Presentation (today)

SPRING 2016 Draft Concept Options / Public Meeting #2 / Final Feasibility Study ReportBUILDING A CULTURESCAPE....

1.2


COMPANY PROFILES


+VG Architects (The Ventin Group)

+VG Architects (The Ventin Group) is an award winning full service architectural firm known for innovative approaches to the design of Heritage, Cultural, Educational, Municipal, Justice, Residential and Recreational Buildings including heritage restorations, additions, and new buildings. Since it was established in 1972, The Ventin Group has delivered dozens of Arts and Cultural Centre projects and College and University campus buildings, including:

• Milton Centre for the Arts, Milton • Algonquin Theatre, Huntsville • Ruth Seaton James Performing Arts Centre, Hamilton, Bermuda • Queen’s University, School of Business, Kingston • Western University, multiple major projects, London

Our firm offers varied professional services, including feasibility studies for site planning, design, project management, technical assessment, cost estimating, control and contract administration, and alternative finance. +VG is comprised of approximately 50 highly-skilled staff members who share a dedication to excellence in design, research, technology, and construction review.

1.3



Sierra Planning and Management

Sierra Planning and Management was the lead firm for the Culturescape project.

Sierra is a broad-based management consulting firm located in Toronto. Incorporated in 2008, Sierra offers a full range of services in land use planning, market economics and management consulting. We are a boutique, high value-added firm, comprising senior practitioners in a range of related fields.

Sierra provides advisory services to a range of public, private and institutional clients – from Federal, Provincial and Municipal government and agencies, to private developers and business owners, to the institutional and not-for-profit sectors.

Our services and mandate are broad – involving all aspects of economic development, strategic planning and management consulting; our focus is the client and our canvas is local, national and international. The services of the firm are tailored to the needs of the client.

COMPANY PROFILES 1.3

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CULTURESCAPE REPORT

““

The Culturescape Report defines culture for Cornwall and the six Townships of Stormont, Dundas and Glengarry as:

Culture in Cornwall and SD&G is rooted in a unique natural setting which has shaped the lives of its inhabitants for millennia. Harvesting from the bounty of the land continues to be an important part of Cornwall’s culture, as is celebrations tied to the seasons. Respect for the land and remediation of the effects of industry is also an important value for Cornwall today. Parks and trails provide many ways to experience the land and waterways. The pattern of settlement over the centuries in SD&G has produced a rich sociocultural and linguistic diversity which is honoured through many forms of expression in a spirit of mutual respect and cooperation. A common concern for the future of the community is evident in the value placed on all forms of creative expression as a means of social cohesion and cultural industries as vehicles for economic development.

WHAT SECTORS ARE INVOLVED IN CULTURE?

• Communications Media (e.g. broadcast, newspapers, magazines)

• Civic Arts (e.g. architecture, public art)• Crafts• Design Arts (industrial design, graphic

design, web design) • Electronic Arts (e.g. cinema, video, audio)• Ethnic / Multi-Cultural Activities • Festivals and Events• Heritage (e.g. museums, historic sites)• Literary Arts (e.g. poetry, story writing)• Theatre and Performing Arts (e.g. music,

dance) • Visual Arts (e.g. sculpture, painting,

photography)

2.1


NEED FOR A CULTURAL FACILITY

• In June 2011, the City of Cornwall participated with local partners to develop a regional culture plan now referred to as"Culturescape".

• The intent was to further cultural development in the City of Cornwall and the United Counties by promoting communal civic engagement, strengthening community identity, providing a plan of action for cultural development, promoting a better understanding of culture, supporting the growth of cultural sector, creating linkages between culture and other civic activities, and supporting regional economic development.

• One of the key themes that emerged from the study relating to the development of a vision for culture in Cornwall and the United Counties was "the need for a publicly identifiable place which is recognized by the entire community and which can act as a Centre for training, production and experience of cultural activities and products". (Culturescape Report, SPM, 2011)

• • The final plan recommended the creation of a regional Arts Council and development

of a multi-functional Arts and Culture Centre.• • The Arts scene in Cornwall has grown over the years and continues to grow ranging

from world-class musicians to exciting theatre to thought provoking visual arts. Culture is alive and well along the St-Lawrence River. This was further confirmed through the engagement process, presented on the following pages.

2.2

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PUBLIC ENGAGEMENT OVERVIEW

Consultation

While extensive consultation was completed during the Culturescape project in 2011, the engagement process for the current assignment focused on building on what was already heard and known from past consultations, reconnecting with stakeholders (expanding the scope of the past consultation work), and connecting with new arts and culture stakeholders as well as community members across the city.

This process included the following elements:

• Project Information Webpage (went live January 29, 2015)• Online Survey Open to Public and Stakeholders (February 10 – March 20, 2016)• Two (2) Initial Public Open House Sessions (February 24, 2016)• Virtual Online Open House (comments received until April 8, 2016) • Final Public Open House Session (May 19, 2016).

The outcomes and implications arising out of the public consultation sessions and online survey are summarized in the next two pages.

3.1


..

PUBLIC CONSULTATION

Public Consultations

+VG Architects and SPM presented information during three public consultations held on February 24th, 2016 at 2pm and 6pm, and May 19th, 2016 at 6pm.

February Consultation - The afternoon discussion was very successful. Due to poor weather conditions, there was a low turnout in the evening. The online survey was extended to encourage further public input. The first public consultation involved discussion around three key areas:

CULTURE - Project background and cultural programmingPROGRAM - Types of spaces and usesSITE - Potential sites considered

Outcomes from the first public consultation were documented and included in the evaluation process for the selection of site and programOutcomes from the second public consultation on the Recommended Design Option are included in Part 8 of this report.

..


3.2


SURVEY


Website and Online Survey

+VG Architects and SPM created an online survey in consultation with the City of Cornwall, linked to content published on the webiste for the Feasibility Study. This information was posted through the City of Cornwall’s website, and distribution to the surrounding townships. 249 respondents participated in the online survey, with questions related to:

CULTURAL PROGRAMSPROGRAM AND SPACESSITE LOCATION

The outcomes of the survey were summarized by +VG Architects and SPM. Outcomes from this consultation were documented and included in the evaluation process for the study.

..

3/24/2016 S urvey R esults

http://cornwall.survey.esolutionsgroup.ca/PrintOverview.aspx?S urveyID=llKJ n5l 1/5

1. R es idence

R es pons eTotal

R es pons ePercent Points Avg

C ity of C ornwall 180 73% n/a n/aNorth Dundas 1 0% n/a n/aS outh Dundas 4 2% n/a n/aNorth G lengary 4 2% n/a n/aS outh G lengary 22 9% n/a n/aNorth S tormont 1 0% n/a n/aS outh S tormont 24 10% n/a n/aAkwes as ne 1 0% n/a n/aO ther, pleas e

s pecify 10 4% n/a n/a

Total R es pondents 246 100%

(s kipped this ques tion) 3

2. Age

R es pons eTotal


0-18 5 2% n/a n/a19-30 26 10% n/a n/a31-50 92 37% n/a n/a50-65 73 29% n/a n/a65+ 49 20% n/a n/aPrefer not to s ay 4 2% n/a n/a


3. Hous ehold

R es pons eTotal


C ouple with no dependentchildren 100 40% n/a n/a

C ouple with onedependent child or more 72 29% n/a n/a

S ingle parent with onedependent child or more 17 7% n/a n/a

Adult living alone 35 14% n/a n/aMore than 1 adult s haringa res idence 21 8% n/a n/a

E xtended family 3 1% n/a n/a


(s kipped this ques tion) 1

4. How do you identify yours elf?

R es pons eTotal


C ommunity G roupMember 110 44% n/a n/a

S tudent 22 9% n/a n/aProfes ional Artis t 49 20% n/a n/aAmateur Artis t 61 24% n/a n/a

C ornwall Arts & C ulture C entre F eas ibility S tudy S urvey

R es pondents : 249 dis played, 249 total S tatus : C los ed

Launched Date: 03/22/2016 C los ed Date: 03/22/2016

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CULTURE + PROGRAMS

WHAT ARE YOUR TOP PRIORITIES FOR ACTIVITIES IN A CULTURAL CENTRE?

PROGRAMS / CLASSES FOR RESIDENTS

If so, what would you like to see?

• graphic design, graphic arts• in-depth fibre art courses / programs• classes - cooking, all fine arts• cooking classes with local food• ongoing classes on a rotating basis for

different topics• marketing classes for artists• studio space• open studio space• painting• dance• art representation for local artists• day programs for school groups / classes

(enrichment in art, music, theatre)

VIEWING, SPECIAL EVENTS, CULTURAL SHOWCASING What’s most important?

• Cultural workshops (i.e. weaving, soap and candle making, baking and cooking)

• Multicultural themed art events (i.e. Spanish art)• Sculpture garden• Guest speaker series (i.e. River Institute type format)• Speaker series• Adjacent to theatre• Woodwork and carving workshops• Theatre and performing arts workshop• Performance• Theatre performances• Heavy metal concerts• Professional dance• Gallery• Art gallery• Gallery exposition

OTHER OPTIONS Please specify.

• Art supplies store• Inclusive space• Inclusive, respectful environment• Locations in all of SD+G• Economic stimulation• Lending library• Kiln• Wheelchair friendly• Accessibility – economic / income spectrum,

mobility, cultural heritage representative (multiple)

IS AN ARTS AND CULTURAL CENTRE IN CORNWALL A GOOD IDEA? WHY / WHY NOT? In response to this question, we received 12 yeses and 1 no. Specific comments included:

• Yes, beneficial to all the community like education, and will help the community come together.• Yes, to retain population, attractive to area creatives, and to attract people here.• No, we have all of these spaces already.

• Coffee / tea• Monthly cine club• Annual arts show

Public Consultation - Summary

4.1


CULTURE + PROGRAMS ONLINE SURVEY - SUMMARY

GENERAL DEMOGRAPHICS OF RESPONDENTS

73%

2%2%

9%

10%

4%

Residence

City of Cornwall

South Dundas

North Glengary

South Glengary

South Stormont

Other

2%

10%

37%29%

20%

2%

Age

0-18

19-30

31-50

50-65

65+

Prefer not to say

41%

29%

7%

14%

8%

1%

Household Composition

Couple with no dependentchildren

Couple with one dependentchild or more

Single parent with onedependent child or more

Adult living alone

More than 1 adult sharing aresidence

Extended family

32%

6%

15%

18%

12%

17%

How do you identify yourself?

Community Group Member

Student

Profesional Artist

Amateur Artist

Educator

Other


4.1


CULTURE + PROGRAMS ONLINE SURVEY - SUMMARY


4.1


CULTURE + PROGRAMSOnline Survey - Summary

4.1


Black Box Theatre - 900 sq.m- A well designed back of house is critical to support the Black Box Theatre.

- There is an exisiting large auditorium at St. Lawrence College. This space should be a smaller scale and flexible - The theatre should be flexible and divisible. It should not have fixed seating - There should be a proper hanging fly system

- The Black box will be the backbone of the Arts Centre and will be the main program space.

- Dressing rooms, A/V rooms and ample storage space are all nessecary

Main Entrance Hall - 1500 sq.m- There main entrance hall does not need to be so larege.

- This space should be shared with other appropriate programmatic elements - Arts Market - Gallery Space - Servery

Theatre Back of House - 750 sq.m

Dedicated Gallery Space - 125 sq.m- Some felt that Cornwall is too small for dedicated gallery space.

- There is an existing Regional Art Gallery.

- Given the types of programs that are proposed, an informal gallery space might be better suited for the Arts Centre. (Main Entrance)

PROGRAM

Food Servery - 50 sq.m- The servery should encourage and serve locally sourced and made food products

- The servery could offer food services in conjunction with special events, performances, or private functions.

- The servery should be a small kitchen with a kiosk. It should not be a large scale cafeteria.

Arts Market - 150 sq.m- The Arts Market was well recieved at the consultation.

- The Market was seen as a potential positive social + economic driver for the Centre.

- The space could be co-located in the Main Entrance Hall or the Black Box Theatre

Maker Space - 150 sq.m- The Maker Space was well recieved at the consultation.

- The maker space should incorporate other digital arts - Graphic Design - Digital video / photography - etc.

Dance Studio - 170 sq.m- There are existing private dance studios that already exist in Cornwall.

- The Arts Centre should not compete with existing infrastructure / businesses.

- The Black Box Theatre could house Dance performances.

PUBLIC CONSULTATION AND SURVEY 4.2Public Consultation and Survey

PROGRAM


Music Rooms - 65 sq.m - A sound proof rehearsal room should be included in the centre- Musical performances could be co-located in the Black Box Theatre

- These spaces are already offered on the 3rd floor of the Aultsville Theatre at SLC for $1/sq.ft- There is little interest in the existing spaces- An alternative to individual spaces would be a shared studio space with assigned locakable storage- In the event of a shared studio the space could be used for other programs at designated times.

- Number of required offices will depend on the governance model and number of staff working in the Arts Centre.

- Depending on the location of the proposed Arts Centre the office space could be shared with other existing administrative offices.

Multipurpose Art Room - 100 sq.m- Art Room could be co-located with other spaces including: - Artist’s in residence studio - Maker Space

Artist in Residence Space - 25 sq.m / Artist

Offices for Organizations - 10 sq.m / office

Hallway Galleries - n/a- Animate interstitial spaces of centre with artwork- Make hallways a gathering space to view art- Rentable corridor space with art exhibitions- Temporary + permanent exhibitions- Potential event/reception space

PUBLIC CONSULTATION AND SURVEY PROGRAM 4.2Public Consultation and Survey


PROGRAMS PRESENTED AT OPEN HOUSE

MAIN ENTRANCE HALL

BLACK BOX THEATRE

THEATRE BACK OF HOUSE

DEDICATED GALLERY SPACE +HALLWAY GALLERY

ARTS MARKET

MAKERS SPACE

DANCE STUDIO

MUSIC ROOMS

FOOD SERVERY

ART ROOM

ARTISTS IN RESIDENCE SPACE

ADMINISTRATIVE OFFICES

COMBINED + OVERLAPPING PROGRAMS(NEW IDEAS)

MAIN ENTRANCE HALL

HALLWAY GALLERIES

BLACK BOX THEATRE

DANCE STUDIOARTS MARKETTHEATRE BACK OF HOUSEMUSIC PERFORMANCE SPACEDINNER THEATRE

ART ROOM

DIGITAL MEDIA LAB CERAMICS STUDIO TEXTILES STUDIOMAKERS SPACEARTISTS IN RESIDENCE SPACE

FOOD SERVERY

CULINARY ARTSCOOKING CLASSES

DEDICATED GALLERY SPACE

MUSIC ROOM

ADMINISTRATIVE OFFICES

PROGRAM OUTCOMES PUBLIC CONSULTATION AND SURVEY 4.2


POTENTIAL SITES 1. Si Miller Arena 2. Former Curling Club / Vacant Building 3. Lamoureux Park / Civic Complex 4. St. Lawrence College - Aultsville Theatre / Park 5. NAV Centre 6. Port Theatre 7. The Church on Sydney 8. East Front Public School 9. Vacant site on Brookdale next to car wash 10. Cotton Mills 11. General Vanier

SITE CRITERIA SITE AREA BUILDING AREA (If Applicable) Proximity to the Waterfront Proximity to Downtown Existing Uses Site Condition Potential for Architectural Gesture Access to Transportation Arteries/Public Transit New Build vs. Addition/Renovation Outdoor Area

12 4

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9

10

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Other Sites Suggested A. Trinity Church B. Courthouse (Reno) C. St. John’s Presbyterian Church D. Ardvark Hotel E. Dream Builders Studio (not shown)

F

POTENTIAL SITES

PUBLIC CONSULTATION AND SURVEY

4.3


Si Miller Arena Site

Lamoureux Park / Civic Complex

Former Curling Club

Si Miller Arena Site 229 Water Street E. - SITE AREA: 0.9 Acres approx. - Located adjacent to the Civic Centre - Located adjacent to the Former Curling Club (vacant site; potential combining of two sites) - Views of the Waterfront (but not on the water) - South of City Centre - Low sloping site - High potential for architectural gesture - Along main artery/transportation route (public) - Vacant Site = New Building Opporunity Combination of Sites 1 and 2 - Good Site and good potential - Possible Contamination (parking lot) - Needs to be developed (eyesoar) - Been sitting for a while

Lamoureux Park /Civic Complex 100 Water Street E. - SITE AREA: +70 Acres approx. (park/building) - BUILDING AREA: +75,000 S.F. approx. - Located on the Waterfront - Located adjacent to Cornwall Square - Views of the City and Waterfront - South of City Centre - Low sloping site - High potential for architectural gesture - Along main artery/transportation route (public) - Major program already developed (recreation) - Central location for seasonal events (festivals) - Large green space/park - Existing Building = Addition/Renovation - Great Site, Park is Key, Waterfront MasterPlan

Former Curling Club / Vacant Building 11 and 19 Amelia Street - SITE AREA: 0.8 Acres approx. - BUILDING AREA (combined): 22,500 S.F. approx. - Vacant buildings - Located across from the Civic Centre - Located adjacent to the Si Miller Arena Site (potential combining of two sites) - Views of the Waterfront (but not on the water) - South of City Centre - Low sloping site - High potential for architectural gesture - Along main artery/transportation route (public) - Existing Building = Addition/Renovation; potential new build - Parking lot adjacent; some contamination

St. Lawrence College - Aultsville Theatre/Park2 St. Lawrence Drive - SITE AREA: 7 Acres approx. (theatre/park) - BUILDING AREA: +40,000 S.F. approx. - Located on the Waterfront - Access to the Waterfront - Connected to St. Lawrence College - Existing theatre and education spaces - Views of the City and Waterfront - East of City Centre - Low sloping site - High potential for architectural gesture - Along main artery/transportation route (public) - Major program already developed (theatre) - Outdoor area for seasonal events (concerts) - Existing Building = Addition/Renovation - Great site, logistics/admin issues with college - Potential for sharing of facilities/services

POTENTIAL SITES

St. Lawrence College - Aultsville Theatre / Park

1 2

3 4

POTENTIAL SITESPublic Consultation and Survey

4.3Comments from the Open House are noted in red


NAV Centre

Church on Sydney East Front Public School

Port Theatre

NAV Centre1950 Montreal Road - SITE AREA: 60 Acres approx. - BUILDING AREA: +300,000 S.F. - Located on the Waterfront - Access to the Waterfront - Connected to Hotel - Existing event/business centre/classrooms - Low sloping site - Some potential for architectural gesture - Along main artery/transportation route (public) - Major program already developed (events) - Open area for seasonal events - Existing Building = Addition/Renovation

- Big Site - Lots of Land - Too Far Away - Already a big emplyoer - Could easily renovate/tear down walls

The Church on Sydney130 Sydney Street - SITE AREA: 0.4 Acres approx. (building/parking) - BUILDING AREA: 3,000 S.F. approx. - Centrally located - Views of the City - Low sloping site - High potential for architectural gesture - Along main artery/transportation route (public) - Major program already developed (theatre) - Central location for seasonal events (street events) - Existing Building = Addition/Renovation - Limited Parking if Addition is built

- Site is too small - Awkward - Adjacent parking lot isnt for the Church - Good location

Port Theatre 132 Montreal Road - SITE AREA: 0.3 Acres approx. - BUILDING AREA: 5,500 S.F. approx. - Centrally Located (vacant site; potential combining of two sites) - Low sloping site - High potential for architectural gesture - Along main artery/transportation route (public) - Corner Site allows for mulitple entry points - Existing Building = Addition/Renovation - Limited Parking if Addition is built

- Good site, good location - Private Ownership - Not a lot of room to expand (adjacent parking lot) - Better on its own

East Front Public School

1810 Montreal Road - SITE AREA: 6.5 Acres approx. (park/building) - BUILDING AREA: 17,500 S.F. - Located on the Waterfront - Access to the Waterfront - East of City Centre - Residential Area - Existing classrooms/learning spaces - Low sloping site - Some potential for architectural gesture - Along main artery/transportation route (public) - Major program already developed (education/art) - Park Area for seasonal events (festivals) - Existing Building = Addition/Renovation - Too Far Away - May be issues renovation the school - Contamination?

5 6

7 8

POTENTIAL SITES 4.3Public Consultation and Survey


Vacant Site on Brookdale Cotton Mills

Vacant Site - Brookdale(next to carwash)Brookdale Avenue - SITE AREA: 6 Acres approx. (site) - Centrally located - Views of the City - Low sloping site - High potential for architectural gesture - Along main artery/transportation route (public) - No existing program - Central location for seasonal events (street events) - Vacant Site = New Building Opportunity

- Good site for a new building - Difficult to access-Brookdale traffic is only one-way - Possible contamination - Not close enough to water

Cotton Mills 703, 704, 709 Cotton Mills Street - SITE AREA: 2.5 Acres approx. - BUILDING AREA: 75,000 S.F. approx. total - Some spaces already occupied - Located on the Waterfront - Located East of City Centre (potential to use multiple buildings on site) - Area undergoing gentrification - Low sloping site - High potential for architectural gesture (existing) - Along main artery/transportation route (public) - Corner Site allows for mulitple entry points - Major program already developed (arts/retail) - Existing Building(s) = Addition/Renovation - Some Open/Outdoor space for events/festivals - manufacturing centre - works well with idea of an arts centre - live-work densification (high rise development) - theatre group did work out of here at one point

POTENTIAL SITES

?What other sites should we consider?These potential sites are intended for discussion. Please let us know if there are other sites that might be feasible for an Arts and Culture Centre within Cornwall and surrounding area.

?=

?? ?? ?

What are some other criteria we should consider when choosing a site for an Arts and Culture Centre?Please let us know the things that are important to consider when choosing a site, as a future user, that might impact the type of site and location for an Arts and Culture Centre.

- Being near/on the waterfront - Parking - Community Centre as opposed to just an Arts and Culture Centre ??? ?

?

9 10

Other Sites Suggested A. Trinity Church B. Courthouse (Reno) C. St. John’s Presbyterian Church D. Ardvark Hotel E. Dream Builders Studio (not shown) Other Areas Northeast of the highway - to bring tourists

POTENTIAL SITES PUBLIC CONSULTATION AND SURVEYPublic Consultation and Survey

4.3


General Vanier Site

Public Consultation - Key Points/Summary

Online Survey - Key Points/Summary Online survey concluded the following in order of ranking average

Most important factors when considering site: 1. A location close to the Waterfront (3.68) 1. A location that is adjacent to nearby public facilities (ex. recreation and theatres) (3.68)

Secondary factors when considering site: 3. Access to Municipal Parking (2.95) 4. Close to Downtown (2.88) 5. Access to Public Transportation (2.71)

Other Important Comments - Community Centre as opposed to an Arts and Culture Centre (diversity in users, age and population demographics in Cornwall/townships) - How can we form a relationship between artists and cultural programs that exist outside of the city, where they cannot relocate to a new site, but want to engage with the centre?

Best Site Options Civic Centre/Lamouroux Park - Great location on waterfront - Existing public amenities and recreation (program) - Already draws people to the property - Easy to get to; Some think it should be left along as there are already too many programs there Si Miller/Former Curling Club - Good location (near waterfront) - Opporunity to fix up and develop site; good opportunity to showcase industry to arts transition - New Build Potential Cotton Mills - Great location and existing stock of buildings to work with; - Theatre group worked here and wanted a theatre in the area, but condos were built instead; - Area gentrified (was a theatre group working in area); very artsy; mixed use - Potential to build up a community; but could be too isolated St Lawrence College (existing theatre, waterfront) - Good location on waterfront - Existing theatre and amenities at college - Already draws people to property; But question of type of experience? (not high level - good/bad)

Site Options to be considered (not presented at public consultation General Vanier Secondary School - Existing facilities (theatre, recreation) - Not on waterfront, but in residential area - Second Floor theatre, Accessible by elevator - Large Stage - No freight elevator - Direct route to transportation - Large property for expansion - Permanently Closed - opportunity to re-use - Adjacent to primary school Other sites to consider - Trinity Church - Courthouse (Reno) - St. John’s Presbyterian Church - far from waterfront - Ardvark Hotel (currently building is located in the city centre, but in poor condition) - Dream Builders Studio - Blackbox Theatre Undergoing work to make this accessible/to code. Location is very far from centre to west

SITE OUTCOMES 4.3

PART

5.0

PRO

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PROGRAM SELECTION CRITERIA 5.1


- Assesment of the Cultural Programming and desired spaces - Evaluation of the space requirements for each program- Implications of each space as it relates to program potential

- Each required space was assessed based on the key factors affecting program, in combination with the site requiremenst, and potential for long term growth

- The criteria is applied against each program, in combination with basic design priciples relating to:

Area and Size Circulation within the spaceUse MassingActivites within the spaceMulti-use potential and flexibilityAdjacency requirements with other program spaces (relationships)Ease of Access RequiredPublic vs Private uses


PROGRAM SELECTION PROCESSKEY FACTORS AFFECTING PROGRAM REQUIREMENTS

- AN EFFECTIVE GOVERNANCE MODEL IS KEY TO ENSURE THE LONG-TERM SUSTAINABILITY OF THE PROGRAMS AND LOCATION

- PROGRAM SPACES SHOULD BE DESIGNED AS FLEXIBLE, MULTI-USE SPACES THAT ARE ADAPT ABLE TO ADDRESS THE NEEDS OF THE CENTRE AS THEY EVOLVE

- RELATED PROGRAMS SHOULD SHARE SPACES WHERE APPROPRIATE TO REDUCE THE SIZE OF THE CENTRE

- PROGRAMS THAT ALREADY EXIST IN CORNWALL SHOULD NOT BE MADE REDUNDANT BY THE ARTS + CULTURE CENTRE

- THE ARTS +CULTURE CENTRE COULD TAKE ADVANTAGE OF EXISTING INFRASTRUCTURE WHEREVER POSSIBLE

- PROGRAM SHOULD RESPOND TO NEEDS OF ALL USERS, ALL INCOMES


5.2



FUNCTIONAL PROGRAM OUTCOMES 5.3

PART

6.0

SITE

SEL

ECTI

ON



- Over 20 properties were originally considered

- 10 sites were considered to have the most potential

- Each property was assessed based on the key factors affecting site, in combination with the program, and potential for long term growth

- The criteria is applied against each site, in combination with information from several sources, websites, articles and data, including:

Official Plan of the Corporation of the City of Cornwall 2004Culturescape Report 2011Cornwall Waterfront Plan 2007Senior Friendly Demographics Study 2016Cornwall Recreation Master Plan 2020DocoMomo

SITE SELECTION CRITERIA 6.1


““

Being clost to the Waterfront and Adjacency to Public Facilities/Amenities are the top two factors influencing the site location for the new Arts and Culture Centre.

The Waterfront Masterplan provides key principles for the physical development of the waterfront and programming which adress the key factors.

WATERFRONT PLAN KEY GUIDING PRINCIPLES

• A people place, focusing on recreation, tourism and community facilities

• Good public access through ownership or access rights tied to private development

• A “connected” Waterfront • Quality in design for Waterfront buildings and projects

• Environmentally sound• Redevelopment of key areas

SITE SELECTION CRITERIA 6.1


Seniors Demographics Study Indicates that local community development and social programming aimed at the growing senior population in Cornwall is important. An Arts and Culture Centre that offers programs and accessibility to seniors is critical to support this population. Many of these seniors live downtown, and near the waterfront.

Youth and Growing families are interested in cultural programs and opportunities, but would like to see a variety of programs, spaces and easy access to these facilities

Median Income of Population (2011 Census*): $25,777.00Average Income of Population (2011 Census*): $32,070.00

• Engagement between Seniors and Youth • Great location, near waterfront• Accessible for all• Ease of access to multi-use and flexibile spaces• Sense of ownership and community, regardless of income

SITE, PROGRAM AND DEMOGRAPHICS

Statistics Canada 2011 - Median and Average Incomes of Population aged 15 years and older in 2010.

https://www12.statcan.gc.ca/nhs-enm/2011/dp-pd/prof/details/page.cfm?Lang=E&Geo1=CMA&Code1=501&Data=Count&SearchText=Cornwall&SearchType=Begins&SearchPR=01&A1=All&B1=All&GeoLevel=PR&GeoCode=501&TABID=1

*

6.2


KEY FACTORS AFFECTING SITE REQUIREMENTS

- CLOSE TO WATERFRONT

- ADJACENY TO NEARBY PUBLIC FACILITIES

- ACCESS TO MUNICIPAL (PUBLIC) PARKING

- CLOSE TO DOWNTOWN

- ACCESS TO PUBLIC TRANSPORTATION

- CO-LOCATION (SHARED FACILITIES WITH EXISTING INFRASTRUCTURE)

- COMMUNITY BUILDING AND DEVELOPMENT - SHARED SPACES/PROGRAMS

- ACCESSIBILITY

SITE SELECTION PROCESS


6.3



SITE SELECTION OUTCOMES - SITE MATRIXCITY OF CORNWALL - Feasibility Study for Arts and Culture Centre

SITE NAME ADDRESS RESULTS COMMENTS

Site Area Approx

Building SF Approx (if applicable)

Owner and Name

Topographical Site

Characteristics

Zoning Designation

Permitted Uses

Central WaterfrontDesignated Substances

Adjacent to Nearby

Existing Public Facilties

Existing BuildingAllows landmark

gesture

Meets Program Space

Requirements (may incl addition)

Potential for long term growth

Access to Public Transportation

Sufficient for parking needs

Construction Timing (If

Applicable)

Impact on Existing Program

Total Score/ Evalution

Overall Comments

Information requiredsite areas (acre) bldg (sf)

program program refer to city map refer to bylaws

1 Si Miller Arena Site (south) 229 Water Street E. 1 n/a municipal+ - + + + - + - + + - + + + + 11 great site; new build; sites 1 + 2

combined

2 Former Curling Club 16 Amelia Street 0.8 22,500 private+ - + + + - + - + + - + + + + 12 great site; new build; sites 1 + 2

combined; demolition req'd

3 Lamoureux Park / Civic Complex 100 Water Street E. 70+ 75000+ municipal+ + + + + + + + + + + + + - - 13 great site; addition; program

4 St. Lawrence College / Aultsville Theatre 2 St. Lawrence Drive 7 40,000+ school+ + + + + + + + + + - + - - - 11 good site; addition; program;

concerns with administration

5 NAV Centre 1950 Montreal Road 60 300,000+ private+ + + - + + - + + + + - + - - 10 good site; location fair

6 Port Theatre 132 Montreal Road 0.3 5,500 private- + + + - ? + + - - - + - - - 6 poor site

7 The Church on Sydney 130 Sydney Street 0.4 3,000 private- + + + - ? - + - - - + - + - 6 fair site; too small

8 East Front School 1810 Montreal Road 6.5 17,500 school board- - + + - ? + + - - + - - + - 6 fair site; location poor

9 Vacant site on Brookdale next to car wash 501 -691 Brookdale Ave. 6 n/a private- - + - - ? - - + + - + + + + 7 fair site; location poor

10 Cotton Mills 709 Cotton Mills Street 2.5 75,000 private+ + + - + + - + + + + + - + + 12 great site; setting; addition/new;

location good

11 General Vanier (added post Public Mtg) 1500 Cumberland Street 6.5 70,000 school board+ + + + - ? - + + + - + - + + 10 good site; location fair

`

Public Consultation - Other Sites to Note + positive/acceptable/beneficial/

Second Street West - Location is too far from City/downtown to be considered - negative/doesn’t work well

Ardvark Hotel - Very poor condition (not feasible) ? unknown

EXISTING SITE DEMOGRAPHICS NEW REQUIREMENTS TIMING

?

Postive - Supports potential site based on criteria (value added)

Negative value - Does not support potential of site based on criteria

Unknown value

Site Matrix Evaluation - Results: • Civic Centre (13 points)• Cotton Mills (12 points)• Si Miller (12 points) and Former Curling Club (11 points) • St. Lawrence College (11 points) • NAV Centre (10 points)• General Vanier Secondary School (10 points)

6.4

Based on the evaluation process for program and site, the top 11 sites were compared against several critera and scored accordingly.

Note: the potential for long-term growth refers to the ability of the site to accomodate square foot expansion based on program

PART

7.0

PREF

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TOP SITE OPTIONS 1. NICE GUY - CIVIC CENTRE/LAMOUREUX PARK (Site #3)

2. ROCK STAR - COTTON MILLS (Site #10)

3. BRAND NEW - SI MILLER/CURLING CLUB (Sites #1/2) 4. COLLEGE KID - ST. LAWRENCE COLLEGE (Site #4)

12 410

PREFERRED OPTIONS

32

1

3 4

7.1

Based on the outcomes of the site evaluation matrix, the top 4 sites were selected to be further considered for potential against the functional program spaces and site conditions. Mapping, diagramming and concept massing form part of this process.


VIEW LOOKING NORTH

VIEW LOOKING SOUTH

CIVIC COMPLEX

+- POTENTIAL RE-USE EXISTING BANQUET HALL FACILITY

- EXISTING AMENITIES AND COMMUNITY CENTRE

- PARKING AND OTHER INFRASTRUCTURE IN PLACE

- EXISTING COMMERCIAL KITCHEN IN PLACE

- POTENTIAL TO USE EXISTING OFFICE SPACE ON SECOND FLOOR FOR ADMINISTRATIVE FUNCTIONS

- NEW FRONT ENTRANCE HALL COULD IMPROVE EXISTING ARRIVAL HALL + ENTRANCE STAIRS (ACCESSIBILTY UGRADE)

- STRONG CONNECTION TO WATERFRONT + PARK

MAIN ENTRANCE HALLART GALLERYOFFICESART ROOMMUSIC ROOMSERVERYBLACK BOX THEATREBACK OF HOUSE

-- ADDITION TO EXTEND INTO PARK SPACE

SUPERPOSITION

OPTION 1 NICE GUY7.2


WYLY PERFORMING ARTS CENTRE

DALLAS, TEXASARCHITECT: REX

- BLACK BOX THEATRE WITH ADAPTABLE DESIGN.- THEATRE BECOMES A MAJOR CIVIC SPACE OR IT CAN BE DIVIDED INTO MULTIPLE SMALLER SPACES.- TRANSPARENCY AND SENSE OF INVITATION- CAN ADDRESS AND CONNECT WITH WATERFRONT

OPTION 1 - EXAMPLE7.2


COTTON MILLS

VIEW LOOKING NORTH

VIEW LOOKING SOUTH

+- ADAPTIVE REUSE OF HERITAGE BUILDINGS/FACTORY “MAKING”

- POTENTIAL TO GROW AS THE AREA DEVELOPS

- MULTIPLE BUILDINGS - ARTS + CULTURE CAMPUS

- STRONG CONNECTION TO THE WATERFRONT TRAIL

- SUPPORTS WATERFRONT PLAN

- SUPPORTS PLACEMAKING (SENSE OF PLACE, AUTHENTICITY, MATERIALS)

- ENCOURAGES COMMUNITY DEVELOPMENT, MULITIPLE BUILDINGS

- RESIDENTIAL DEVELOPMENT, RETAIL, MIXED USE;


-- POTENTIAL ISSUES WITH DEVELOPMENT

WOVEN, THREADED

OPTION 2 ROCK STAR7.3


HARBOURTFRONT CENTRE

TORONTO, ONTARIOARCHITECT: MULTIPLE

- SMALL BLACK BOX THEATRE AND MULTI-USE/FLEX SPACES- FLECK DANCE THEATRE- STUDIOS/MAKING SPACES- RETAIL- POWER PLANT ART GALLERY- OUTDOOR SPACES - HALLWAY GALLERIES, SKATING RINK- WATERFRONT ACCESS TO BOARDWALK



SI MILLER - CURLING CLUB

VIEW LOOKING NORTH

VIEW LOOKING NORTH WEST

+- ONLY SITE WITH POTENTIAL FOR STAND ALONE ARTS CENTRE

- REVITALIZE PROMINANT VACANT SITE

- ADJACENT TO CIVIC CENTRE/PARK

- AMPLE SPACE FOR OUTDOOR PROGRAMS AND PARKING

- ENTRANCE HALL HIGHLY VISIBLE FROM WATER ST./TRANS. ARTERY

- OPPORTUNITY FOR ARCHITECTURAL GESTURE

- HIGHLIGHTS CONCEPT OF “REVITALIZATION”


-- NOT DIRECTLY ON WATERFRONT; CONTAMINATION?

NEW BUILD

OPTION 3 BRAND NEW

7.4


MILTON CENTRE FOR THE ARTS

MILTON, ONTARIOARCHITECT: +VG ARCHITECTS

- LARGE PERFORMING ARTS CENTRE- THEATRE AND BOX OFFICE- MULTI-USE/FLEX SPACES- STUDIOS/MAKING SPACES- ART GALLERY- HALLWAY GALLERIES- OUTDOOR SPACES COURTYARD



ST. LAWRENCE COLLEGE

VIEW LOOKING NORTH

VIEW LOOKING SOUTH


+- ADDITION TO EXISTING INFRASTRUCTURE (COLLEGE)

- EXISTING THEATRE AND SUPPORT SPACES (TO BE SHARED)

- POTENTIAL TO GROW AS THE AREA DEVELOPS

- MULTIPLE BUILDINGS - ARTS + CULTURE CAMPUS

- STRONG CONNECTION TO THE WATERFRONT TRAIL

-- POTENTIAL ISSUES WITH ADMINISTRATION AND LOGISTICS

- EXISTING BUILDING REQUIRES MAJOR RENOVATIONS (CODE)

JUXTAPOSITION

OPTION 4 COLLEGE KID

7.5


NSCAD ARTS UNIVERSITY CAMPUS

HALIFAX, NOVA SCOITAARCHITECT: MLS ARCHITECTS

- RAW/SAMPLE THEATRE AND FLEXIBLE SPACES- STUDIO SPACES, WORKSHOPS- GALLERIES, AND CLASSROOMS- ADDITION TO EXISTING PORT CAMPUS - ENGAGES WITH WATERFRONT- BECOMES A BEACON


PART

8.0

B

EST

OPT

ION



MAIN ENTRANCE HALLART GALLERYOFFICESART ROOMMUSIC ROOMSERVERYBLACK BOX THEATREBACK OF HOUSE SUPERPOSITION

BEST OPTION - CIVIC CENTRE ADAPTIVE RE-USE

- 8000 sq.ft ADDITION TO THE FRONT OF THE CIVIC CENTRE

- NEW ENTRANCE TO INCREASE EXPOSURE OF THE FACILITY

- RECONFIGURE EXISTING BANQUET HALL TO SERVE AS:

- MULTIPURPOSE SPACE - MUSIC REHEARSAL / PERFORMANCE SPACES - ART ROOMS - ARTISTS IN RESIDENCE SHARED STUDIOS - DIGITAL MEDIA LAB - CERAMICS STUDIO - MAKER SPACE - EVENT / RECEPTION SPACE - CONNECT LOWER CORRIDOR TO THE WATERFRONT WALKWAY

- INTRODUCE NEW OUTDOOR SPACES + SCULPTURE GARDEN

- DEVELOP EXTERIOR COURTYARD INTO PERFORMANCE SPACE

- RE-USE COMMERCIAL KITCHEN FOR FOOD

VIEW 2 - FRONT ELEVATION

VIEW 1 - FRONT ENTRANCE

Based on the evaluation process, and review with the steering committee on the top 4 potential options and associated criteria, the Best Site Option for a new Arts and Culture Centre is the Civic Centre. An Adaptive Re-Use and Addition, Option A, is the Best Design Approach.

KEY FEATURES TO SUPPORT THIS OPTION:

8.1


CIVIC CENTRE - CONCEPT PLAN OPTION

OPTION B - NEW BUILDING - SOUTHWESTSITE PLAN “ A NEW WATERFRONT”

OPTION A - ADAPTIVE RE-USE - NORTHWEST SITE PLAN “ A NEW FRONT DOOR”

8.2Option A, an Adaptive Re-Use and Addition Design Concept is recommended for the Civic Center. The conceptual site plan for Option A has been included below. The plan and perspectives are found on the following pages.

Option A is located to the north and west of the centre to utilize the existing Salon Spaces within the Centre, reducing the size of the addition, and provide unverisal accessibility at the New Entrance, connecting the addition to the existing Civic Centre.

Option B provides an alternative design approach - the new Arts and Culture Centre would be designed as a separate building.

The location of Option B could also work in a similar location to Option A, but would not include the use of the Salon spaces within the Civic Centre, functioning as a separate entity.This would also make the footprint of this building larger. Option B is indicated to the south and west of the site in the site diagram below, for visual purposes.

The capital cost estimates and comparison for Option A and Option B are provided in Financial Analysis, Section 9.4, of this report.



1

2

45

6

3

CIVIC CENTRE - CONCEPT PLAN OPTION

GROUND LEVEL FLOOR PLAN OF PROPOSED ARTS + CULTURE CENTRE - Option A

OPTION B - NEW BUILDING - SOUTHWESTSITE PLAN “ A NEW WATERFRONT”

OPTION A - ADAPTIVE RE-USE - NORTHWEST SITE PLAN “ A NEW FRONT DOOR”

8.2


VIEW 5 - BLACK BOX THEATRE VIEW 6 - MULTI-PURPOSE STUDIO SPACE

CIVIC CENTRE - CONCEPT PERSPECTIVES

VIEW 3 - COURTYARD VIEW 4 - COURTYARD

8.3


SECOND CONSULTATION OUTCOMESFollow Up to Comments

+VG and Sierra Planning and Management propose that, based on the evaluation process and information available during this study, the Best Option for the location and program for the Arts and Culture Centre is the Civic Centre Complex Option A.

In an effort to ensure that due diligence was carried out by +VG and Sierra Planning and Management during this process to consider all sites, program and cultural programs equally for the new Arts and Culture Centre, the following steps were taken to address concerns about the Best Site Option selected, and the information has been summarized below:

After knowledge was gained of the potential masterplan outlining changes to the future of Aultstville College in discussions with community members at the Open House, the City of Cornwall and +VG connected and communicated with the College in attemtps to gain information on the Masterplan discussed during the Second Consultation.

While we were unable to obtain this information, communication was provided that included interest from the College on further discus-sions. The Aultsville Hall located at St. Lawrence College (which scored very high in the site matrix and evaluation process) is also a very strong site contender for the Arts and Culture Centre for the City of Cornwall, as it is an important community facility. Ultimately, once the program, potential for long term growth (the ability to expand the square footage and program spaces) and the feasibility options were considered for a final site selection, along with the logistics of a multi-parti ownership and governance model, and the major renovations already required to make the Aultsville Hall facility accessible beyond accomodating the program requirements outlined in this report, it was determined the Civic Centre is the best location.

However, it is recognized that Aultsville Hall has significant potential and if the content regarding the future Masterplan for the college can be reviewed to better understand the administrative consequences of a shared-party model, this will be included in the report. There is a strong need for the Aulstville Hall theatre, and the decision not to include a 500-600 seat theatre in a new Arts and Culture Centre is due in large part to the fact that Aultsville Hall serves the community in that capacity. While it is not the mandate of the new centre to ensure the sustainability of Aulstville Hall, the new Arts and Culture Centre would provide new program spaces outside of those at Aultsville Hall, in an attempt to completment, rather than compete with, Aulstville Hall and form a relationship between the two facilities.

8.4


SECOND CONSULTATION OUTCOMESComments

• Great Site! Good potential; Entrance is nice • Ground floor entry as depicted would be ideal - to allow for accessibility• Access to the waterfront is important• Addition - Many people liked it at the front (northwest) and at the back (south) to engage with the corridor to the river and waterfront • Connect more to the water• Hostile site due to the climate and size - therefore needs a lot of trees, shading and landscaping to protect the outdoor spaces from the elements, and balance with the large open scale of the park• Potential for a separate building on the site - would be nice to make it a separate entity so it can be its own and not be a part of the Civic Centre. +VG/SPM to consider capital costing for two options. Tying into the Civic Centre is likely less expensive to construct because some spaces within the Civic Centre can be used, and operating costs are lower as the facility is already in operation under the municipal administration. • Concerns about existing trees and landscape • College would be a good site - should be considered further St.LawrenceCollege-FutureMasterplanlooksatthepotentialfutureofAultsvillehalltobeupgradedandmadeaccesssible;potentialforshareduses/ownership/multi-partyrelationship AultsvillerequiresseveralupdatessothereisaconcernthatifthiscentreisbuiltattheCivicCentre,thatAultsvillewillsufferfromlackoffundingifitisreallocatedinsteadtotheArtsandCultureCentreattheCivicCentre,andalossinbusinessifitnavigatestotheCivicCentre.ItisimportantthatthenewcentrenottakeawayfromAultsville,butrathercomplementit. Theblackboxtheatreshouldnotholdtoomanypeople(max250)orbefixedas(flexspace-notafixedtheatre)topreventdualities/competition.• City to contact College and provide +VG with information pertaining to the Master Plan

8.4

PART

9.0

P

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PLANNING AND FEASIBILITY

Part 9.0 Planning and Feasibility

9.1 Demographic Profile Population Growth Age Dwelling Type and Tenure Income

9.2 Market Analysis Market Implications - Facilities Market Implications - Programs 9.3 Approach To Governance / Operating Model Factors Influencing the Choice of Operational Model Impacts on the Location The Emergence of the Program Uses The Program The Revenue Framework for Operating the Spaces Financial Analysis Assumptions Revenues Expenses

9.4 Financial Analysis Captial Costing Estimation (+VG) Operating and Revenue

9.5 Economic Impact of a New Cultural Centre Introduction to Economic Impact Modelling Visitor Profile Visitor Assumptions Economic Impact Results

9.6 Summary of Findings

Best Option - Civic Centre Adaptive Re -Use(Option A)

Further studies were completed to assess the demographics, market research, approach to governance and the economic impact of the Civic Centre - Option A and associated proposed program for its potential as a feasibile option.


DEMOGRAPHIC PROFILE

Population Growth

The population of Cornwall was 46,340 in 2011 . This represents a 0.8% increase from 2006, well below the national average of 5.9% growth. The City lies in the centre of a much larger region (United Counties of Stormont, Dundas, and Glengarry) which has a total population of 111,165 people.

Age

The age distribution trends in Cornwall indicate an aging population, with a rise in the number of people over 50 years of age and a decline in peo-ple between 30-44 years of age. The median age of the City’s population has increased to 45.6 years from 42.7 years in 2006. This is higher than the provincial median age of 40.4 years in 2011 and the national median age of 40.6 in 2011.

While the City’s aging population is rising with a 9.5% increase between 2006 and 2011, there is a decline of younger residents. The number of children and youth (14 years of age and younger) has decreased by 8.2% between 2006 and 2011.

Dwelling Type and Tenure

In Cornwall, 49.4% of private households lived in single-detached hous-es and 4.9% lived in apartments in buildings that have five or more sto-reys. The rest lived in other types of dwelling structures. The predomi-nant form of household tenure is ownership; in 2006, there were 32,450 owned dwelling, representing 73% of all households.

Income

In 2006, the average homeowner income was $69,892, almost twice that of tenants, with an average household income of $34,369. These figures are well below the provincial averages of $95,444 and $45,036 respectively.

9.1


..

MARKET ANALYSIS AND NEEDS ASSESSMENT

A principal recommendation that emerged out the Culturescape report was the need for a multi-purpose Arts and Culture Facility that would serve the regional population (City and United Counties) as a place for the presentation and practice of all forms of art and as a place for meetings to take place.

The Culturescape report identified the need for investment in the Centre by all partners (City and Counties) and that the Centre should seek revenues through rental and program development that cater to both City and non-City residents.

As part of the scope of work for the Culturescape, a detailed inventory of all cultural assets, businesses, individuals, groups, sites and buildings in the City and the United Counties was developed. This inventory should be referenced in conjunction with the information presented below to gain a complete understanding of the available venues, facilities, and programs within the local area.

Market Implications - Facilities

As part of this assignment, the availability of facilities and programs operated by both the public and private sector was reviewed at a high-level with a focus on those facilities within the City of Cornwall. It should be noted that the list of facilities presented here is not exhaustive, but provides a snap shot of local facilities at the time of report publication.

Through this research, it became apparent that the City and United Counties was lacking large flexible events space that could convert from a black box theatre, to an adaptable space for special events, to being divisible for a variety of community group rental uses.


9.2





Exhibit A: Existing Performance Venues / Arts Facilities

Venue Name Size / Capacity Type of Arts LocationAultsville Theatre 680 seats Performance St. Lawrence College CampusDream Builders Studio 75 seats with plans to

increase to 150 seats (flexible)

Film / TV / Photography, Studio Facility, Audio Engineering, Theatrical Events

2107 Second Street West, Cornwall

Upper Canada Playhouse 275 seats Performance Morrisburg Sue’s Gallery Art Gallery / Art School 130 Sydney Street, CornwallLogan’s Gallery and Gift Shop

Varies, local artists, photo restoration services 204 Second Street East, Cornwall

The Art Gallery Watercolour, sculpture and pottery 168 Pitt Street, CornwallHolt Burliuk Art Galleries 19040 County Road 2, Cornwall

9.2


..


Market Implications - Programs

Existing programs that are delivered by both the City and the private sector were also reviewed as part of this assignment. Through discussions with the City, it was understood that the City runs a number of arts and culture related programs, as identified in the table below. The City focuses on cost recovery while delivering programs for the lowest cost possible to users.

Most programs offered by the City are often at least 75% full when offered at a reasonable rate, however, the participant numbers are quite small.

A snap shot of some of the private sector programs available in Cornwall and the United Counties is provided below. These are mainly comprised of private lessons for individuals or groups. Rentable spaces for organized groups and community groups are available at the Benson Centre, however these spaces are limited in size and number.


9.2





Exhibit B: Existing Programs delivered by Public Sector

Programming Targeted Age Group

Location Day / Time Associated Cost

Public Sector ProgrammingMarch Break Workshops 5-17 years Varies Weekdays during March Break,

times varyVaries ($5-16 / workshop)

Little Chefs – Cooking Up Fun! 6-12 years unspecified 6 weeks, 1 hour / week (morning / afternoon sessions)

$48 / participant

Youth Painting and Drawing Lessons 7-13 years Benson Centre Thursdays (6 weeks), 6-7pm $60 / participantAdult Art Classes 18+ years Benson Centre 6 weeks, 2-3 hours / week (after-

noon / evening sessions) $67.80-$70.79 (students must provide own supplies)

Summer Playground Program School aged children

19 neighbour-hood parks throughout City

Weekdays, 9am-12pm (except Monday) and 1-4pm (summer months)

free

Tiny Tots Craft Program 2-5 years Benson Centre 10:30-11:30am unspecifiedArts and Crafts Workshops for Children 5-13 years Benson Centre –

Pommier Room, Second Floor

Selected Saturday Mornings, 10-11:30am

9.2


..



Exhibit C: Existing Programs delivered by Private Sector

Programming Targeted Age Group

Location Day / Time Associated Cost

Private Sector ProgrammingPilgrimage Artists Imagination Studio All ages Apple Hill, ON Varies $15-20 / lessonThe Glass Blowing Place All Ages Alexandrian, ON 4-hour sessions to 2-day work-

shops$35-$400

Limelight Music Academy 5+ 160 Pitt Street, Cornwall 30 minute sessions to 8 week pack-ages

$21-$160

Creation Workshop Paint-your-own pot-tery Studio

All Ages 812 Pitt Street, Cornwall Varies $12/piece

Cornwall School of Dance – Dance Classes

4 years - adult 8 Second Street West, Corn-wall

Varies unspecified

Powell School of Dance All ages 435 Second Street West, Cornwall

Varies Varies

9.2



APPROACH TO GOVERNANCE/OPERATING MODEL


The project team held discussions with the project steering committee regarding the likely operational model for a prospective cultural centre serving the Region. The question of how the new cultural centre would be operated, who holds the liability and risks in operating and programing the centre, as well as the overall governance structure, is an essential element that should come to define the project. It was recognized that any decision regarding the operational model and governance structure will require further discussion, primarily between the City of Cornwall and the Arts and Culture Advisory Committee, based on the findings of this feasibility exercise.

Factors Influencing the Choice of Operational Model

Beyond the preferences of the City for one or other approaches to owning, managing and programming this facility, there are a number of factors which are relevant to defining the options for governance and operational models. These include:

1. The organizational and financial capacity of the lead cultural organizations in the City and region to take-on day to day management of the facility, marketing, programming (or facilitation of programming) and absorb financial and other risks;

2. The core functions of the cultural centre – as a broadly defined term that results in a different suite of uses in different cultural centres, the program arrived at for Cornwall reflects the stated interests of the community (expressed through stakeholder meetings and survey);

3. Broader municipal considerations of effective strategies to reduce costs of operating stand-alone facilities – through rationalization of assets, co-location, and multi-use programming of space;

4. The desire and demand for municipal programming in the facility, and the extent to which the facility can function as part of the City’s overall hosting infrastructure (events, seminars and conferences); and

5. The opportunities for creating synergy with existing municipal and institutional facilities, leading to a consideration of partnership opportunities.

All of these factors combine to influence the most appropriate operating model for the Centre.

9.2


A. Where there is limited available capital, the existence of a group that seeks to have a high degree of control over the management of the venue, the range of options for both the type of space, as well as the ownership and operational options is more limited. Examples of this category of operation are smaller scale operations managed by non-profit corporations, often in non-owned space. There may or may not be some form of partnership with the municipality;

B. Where the scale of operation and range of uses is designed through planning, community consultation and by other means, to be considerably larger, the options for governance and operational models are broader and can include a range of partnerships. In this category, the development of a cultural centre is based on a series of principles which go well beyond the specific interests of the cultural community, and place the facility and its role in terms of its ability to contribute to community quality of life and economic development. The centre is designed to appeal to a wider range of uses, and users, offer programming for individuals, groups, and offer the potential for hosting and showcasing activities.

APPROACH TO GOVERNANCE/OPERATING MODELExhibit D: Range of Governance and Operational Models

The above exhibit demonstrates conceptually how the specific opportunities for the cultural centre and the expectations around its scale and range of programming, result in clear choices for the governance and operating model.

9.3


APPROACH TO GOVERNANCE/OPERATING MODELC. The distinction between this and the model which is routinely operated as a municipal ownership/operation model is one of scale. These largest, multi-use facilities, which can result in higher deficits are traditionally owned and operated by the municipality. Variations do exist, resulting from the type of space constructed/renovated, the existence or otherwise of major partnerships, and the extent of sponsorship or philanthropic involvement.

As a result of these factors, Sierra addressed the preferences of the steering committee. Based on the desired range of uses and programming, the candidate locations for the development of a new cultural centre, and the desire to serve the community beyond the City, it was concluded that a municipal ownership and operation model was required. The associated governance model would involve an advisory board comprised of key cultural sector participants in the City (Arts and Culture Advisory Committee). It was also assumed that this committee would be active in managing some of the programming that occurs at the centre (save and except for direct programming by the City of Cornwall).

While the Arts and Culture Advisory Committee would be a partner in the operations and management, it would not take on a formal responsibility for cost and revenue control and would not be liable for the deficit created by the facility.

It is recommended by Sierra Planning and Management that the opportunity be taken to formalize the cultural community into an incorporated non-profit company pursuant to the new Ontario Not for Profit Corporations Act. It is important that over time the cultural community have a formal structure (as recommended in the Culturescape Plan). The more formal the organization, the greater the capacity for on-going annual funding provided by the City, but also upper levels of government, grant-making bodies, and donors. This will reduce the risk to the City.

At this time, Your Arts Council, Cornwall & the Counties (YAC) has been established in Cornwall as a not-for-profit community group that is dedicated to the promotion of performance and visual arts in the community. The YAC acts as a coordination and communications hub for all modes of visual, performance, and creative arts in the region. It is governed by a Board of Directors with Volunteer Board Members taking a direct lead on specific projects, and receives a grant from the City of Cornwall on an annual basis.

9.3


Impacts on the Location and Form of Development of a Cultural Centre

The following outlines the relationship between the operational model and the choice of site, in general conceptual terms.

APPROACH TO GOVERNANCE/OPERATING MODEL

Facility Scale Building Typology

Control of Asset Programming + Revenue Control

Operating Liability Economic Impact

A Local non-profit, smaller building, possibly adaptive re-use

Existing re-use; addition

Likely leased space; possibly shared use of larger building

Non-profit operator Non-profit operator with City an-nual grant

Low

B Mid-size, flexible use (new or exist-ing building)

Re-use; expan-sion; new build-ing possibly

Long-term lease; or ownership

Operator with municipal over-sight

Likely shared but with municipal subsidy (if operated independent-ly or operator responsible for di-rect program costs (excl. building)

Moderate

C Large-scale asset, new build

New build or ma-jor adaptive re-use

Municipal ownership Range of options:1) Municipal service model OR2) Non-profit operator with significant municipal over-sight

Municipal liability with variants Highest Capacity

Exhibit E: Operational Model and SIte Location Relationship Matrix

9.3



Based on this, the advantages of the short-listed sites become apparent:

1. Given the need for a municipal-backed operation, with deficits paid for by the City (at least for the foreseeable future), the option of co-locating with an existing city-owned operating asset is important;

2. Similarly, as a municipal operation, unless a workable partnership is established early on based on limiting the expense associated with lease or purchase of the facility, a renovated space at a privately held building (e.g. at the Cotton Mills), has limited potential. It also poses a delay in timing as the control of the property does not reside with the City.

3. The site selection process did not explicitly consider the likely operational model but did address the relative advantages of each site which included the potential for co-location, shared use of existing operating resources, city-ownership of land and buildings versus sites in private ownership.

As a result, the Cornwall Civic Complex emerged as the site which best fits the proposed program uses, characteristics and operating model for the cultural centre.

APPROACH TO GOVERNANCE/OPERATING MODEL 9.3


The Emergence of the Program Uses

The functional program elements – the demarcation of the main uses of space in the building, as well as the external organization of the site – have been developed as a result of public and stakeholder consultation, assessment of need, case study examples and economic development goals of the City.

Exhibit F: Rationales for Cultural Hub and Translating into a Program

As a result, there are a number of elements which define the purpose of building a cultural centre. The resulting rationale for creating a City-owned cultural centre (presented in the above diagram) is multi-dimensional.

By identifying the objectives of the centre in terms of how it operates and the uses it promotes, the types of spaces are also identifiable and can be further categorized in terms of their relative importance. The following outlines in more detail the space allocation for the proposed cultural centre: including a description and purpose for each space. In addition, as part of the development of a possible scenario of operating liabilities at the site, a more operationally-focused assessment of uses is provided. This includes the main business units operated under municipal control, as well as any alternative forms of operation of the spaces that could be considered.




The Program

The overall building Gross Floor Area (GFA) totals 24,688 sq. ft. (Option A) utilizing a portion of the existing building and the proposed addition. The proposed program spaces are presented below, complete with space description, potential users and uses, and a rationale for the inclusion of space in the building.

Exhibit G: Functional Program Spaces Description and Rationale

ITEM SPACE NET AREA (FT²)

QNTY TOTAL NET AREA (ft²)

SPACE DESCRIPTION POTENTIAL USERS / USES RATIONALE

1 Black Box Theatre / Event Space

4800 1 4800 Flexible performance and events hall; equipped with complete sound system and theatrical lighting system; Retractable bleacher system and retractable partition walls for maximum flexibility in space and capacity; Capacity 250;

Community and City cultural performances and events; Private functions and gatherings; City events (i.e. voting station, open houses); Flexible studio space for community groups;

Popular through consulta-tion; Flexible space reflects strong programming oppor-tunity for many community uses.

2 Main Entrance Hall

2750 1 2750 Rentable entrance hall with art exhibitions (temporary / permanent exhibits); Gathering space;

Community and City events, receptions, private functions; Open to public - free admission;

Core function; arts and cul-ture centre will function as an active, managed complex in the same way as recre-ation-focused centres.



ITEM SPACE NET AREA (FT²)

QNTY TOTAL NET AREA (ft²)

SPACE DESCRIPTION POTENTIAL USERS / USES RATIONALE

3 Back of House

868 1 868 Performance and event preparation space;

Community and City groups involved in performances and public / private events; Temporary storage area; Not open to the public;

Essential component of performance / event space.

4 Art Gallery

5400 1 5400 Permanent and temporary displays, guild space administered by the artists involved;

Gallery and retail space for local artist displays;

Popular through consultation; Gallery space acts as an additional rental space for smaller events.

5 Art / Media Room

1500 2 3000 Purpose built space(s)to accommodate programming related to painting, pottery and design disciplines; Includes natural light, easels, sinks, ventilation, storage;

Community and City programs, group classes, children's programming;

Popular through consultation; Range of uses (visual, performance, design) to be determined by City.

6 Music Program Room

2150 1 2150 Purpose built space to accommodate programming related to music disciplines; Proper acoustic treatments;

Community and City operated programs, private lessons, weekly group classes, ongoing children's programming;

Market research; Popular through consultation; Range of uses to be determined by City.

7 Servery 646 1 646 Provides staging area for refreshments and access to Black Box Theatre and Entrance Hall for catering services;

Catering and food services companies; Community groups;

Essential component of event space.

8 Offices - Agency + Organi-zations

390 2 780 Lockable and furnished dedi-cated private offices for use by agencies and organizations on a full-time basis;

Functional administrative space for use by local agen-cies;

Popular through consulta-tion.



The Revenue Framework for Operating the Spaces

The City has two options for operating the spaces in the Arts and Culture Centre to garner revenues. The first includes operating the spaces as public rental space booked through the City’s booking service. This would constitute primarily public uses.

Alternatively, the spaces could be operated as dedicated leasing opportunities by third party operators for certain spaces. With this type of use of space it is important for the City to keep in mind that equitable access by all is important and should be maintained to a certain degree. Some blend of these options would likely provide appropriate and diverse uses.

Item Space Net Area (ft²) Primarily Public Uses Alternative Uses1 Black Box Theatre

/ Event Space4800 Smaller Performance Space: owned, managed and operated

by the City:

1) Organized use of space through rental agreements by local cultural groups (generally participant-based use);2) Ticketed events for a moderate number of theatrical, concert and performances – building provided on a risk-free basis (rental)3) General rehearsal space – on a subsidized rental basis, and open access to the school boards as part of a reciprocal agreement;4) Special events/small conventions/corporate functions

Dedicated lease of part or all of the space to a third party operator such as a non-profit cultural groups (or Arts Council) established to establish and deliver programs, exhibitions and cultural tourism in partnership with the City and surrounding municipalities.



Item Space Net Area (ft²) Primarily Public Uses Alternative Uses2 Main

Entrance Hall2750 A large space dedicated to general programming and rental

revenue generation:1) Community receptions including an array of weekly “Downtown” opportunities for recital, music, reading, instructions, etc. Example: Rotary Centre for the Arts, Kelowna, part of Cultural District2) Corporate receptions3) Potentially mobile concession opportunities4) Potentially significant function for seasonal indoor-outdoor hosting (festivals and events in the park). Example: Roundhouse Toronto, Baggage Building in Thunder Bay

The alternative uses are the range of innovative ways that the building as a whole and a double height entrance gallery could be used to showcase local talent, provide informal, weekly programs of “lunch & learns”, café style performances, etc.

4 Art Gallery and Lounge

5400 As a formal program space with necessary storage, preparation and exhibit needs, art gallery is a principal draw to the Cultural Centre; programming and events to maintain this year-round traffic. Special temporary (travelling) exhibits offer potential to create impetus for cultural tourism.

Operated by City, with open policy of public access (example: Aurora Cultural Centre) supplemented by ticketed events.

Could be dedicated to an operator for a lease period – e.g. YAC or other established single-purpose cultural development non-profit, likely supported in part by City and surrounding municipalities.



Item Space Net Area (ft²) Primarily Public Uses Alternative Uses5 Art / Media Room

(2) (1500x2)=3000 Programmable space for City-run programs and rental by

cultural groups and undertaking own programmingImportant that these spaces are not defined as subsidized spaces to the uses in a dedicated fashion by individual user groups. Important that the principle of equitable access is maintained.

Accordingly, dedication of space to specific groups through leases not recommended. A well-developed utilization program involving shared access and allocation of room-time

6 Music Program Room

2150 Programmable space for City-run programs and rental by cultural groups and undertaking own programming

7 Servery 646 Essential building feature which can be leveraged for effective use for indoor and outdoor events, as well as events in Civic Complex.

Essential for broader function for corporate, participant-based black box theatre, banquet and meeting functions.

8 Offices - Agency + Organizations

390 Should become the central location for administration of cul-tural program development in the City.

Options can include rented hoteling office space for individuals and groups seeking office style services on a tem-porary or infrequent basis.



FINANCIAL ANALYSIS

Capital Costing Estimation

+VG Architects have provided a high-level cost estimate for the construction of Option A (Civic Centre Adaptive Re-Use to an Arts and Culture Centre) compared with Option B (Civice Centre and Adjacent Arts and Culture Centre).

OPTION A Area Cost Per SF OPTION B Area Cost Per SFPresented at Open House Square Foot $ Addition Only Square Foot $

Including Salon A, B, C Not Including Salon A, B, CBreakdown Area Breakdown Cost/Area Breakdown Area Breakdown Cost/Area

Entrance (orange) 2,750 sf $400/sf Entrance (orange) 2,750 sf $400/sfMain Black Box (grey) 4,800 sf $400/sf Main Black Box (grey) 4,800 sf $400/sfBack of House (green) 1162 $400/sf Back of House (green) 1162 sf $400/sf#Art Gallery and Lounge/flex (blue) (2300 + 3100) = 5,400 sf $400/sf Art Gallery and Lounge/flex (blue) 5,400 sf $400/sf*Art/Media Rooms (purple) Salon A and C (1500 x 2) = 3,000 sf $150/sf Art/Media Rooms (purple) (1000 x2) = 2,000 sf $400/sf*Music Room (pink) Salon B 2,150 sf $150/sf Music Room (pink) 700 sf $400/sf*Servery (yellow) 646 sf $150/sf Servery (yellow) 650 sf $400/sf*Offices and Meeting room (brown) (2 rooms x 390) = 780 sf $150/sf Offices and Meeting room (brown) (2 rooms x 390) = 780 sf $400/sf

Area of Proposed Addition 14112 sf ($400/sf) = $5,532,000.00 Area of Proposed New/Addition 18,242 sf ($400/sf) = $7,296,800.00Area of program in existing build. (approx) 6,576 sf ($150/sf) = $986,400.00 Area of circulation/services (approx ) 4,000 sf ($400/sf) = $1,600,000.00Area of circ./existing circ./existing services (approx) 4,000 sf ($150/sf) = $600,000.00Base Total Cost 24,688 sf $7,118,400.00 Base Total Cost 22,242 sf $8,896,800.00Average Cost Cost Per SF Total $289/sf Average Cost Cost Per SF Total $400/sf

Breakdown Percentage/sf Breakdown Overall Cost Breakdown Percentage/sf Breakdown Overall Cost**Site Work, Demolition, Excavation, Urbanscaping Area TBD = Estimate Cost Only $1,779,600.00 **Site Work, Excavation and Urbanscaping Area TBD = Estimate Cost Only $1,779,360.00Cost of Construction $8,898,000.00 Cost of Construction $10,676,160.00

Soft Costs 15% of Construction Cost $1,334,700.00 Soft Costs 15% of Construction Cost $1,601,424.00Sub Total Costs $10,232,700.00 Sub Total Costs $12,277,584.00

Contingency (10% approx) 15% ( part renovation) $1,534,905.00 Contingency (5% approx) 10% $1,227,758.40Cost of Construction + Contingency $11,767,605.00 Cost of Construction + Contingency $13,505,342.00^^Escalation Contingency (2.5% - annually) ^^Escalation Contingency (2.5% - annually)

Escalation Contingency - 5 years 2.5% added per year for 5 years TBD Escalation Contingency - 5 years 2.5% added per year for 5 years TBDEscalation Contingency - 10 years 2.5% added per year for 10 years TBD Escalation Contingency - 10 years 2.5% added per year for 10 years TBD

Total Approx. Capital Cost - Civic + Addition 24,688 sf $11,767,605.00 Total Approx. Capital Cost - Adj. to Civic Centre 22,242 sf $13,505,342.00# art gallery and lounge is two levels, upper (2300) and lower (3100)

*spaces within existing building

**areas for site work have osting has been provided as: Option A - 25% of the Base Total Cost/SF Option A requires demolition and site excavation, and the conditions of these are not known at this point

Option B requires minor demolition and site excavation, and the conditions of these are not known at this point

^^ escalation costs - compounded interest calculated at 2.5% annually (approximate)

All costing is approximate and based soley on information available at the time of the report, based on a conceptual design only; This costing does not include operating and administrative costs

CORNWALL FEASIBILITY STUDY - CAPITAL COSTING ANALYSIS - JUNE 2016 +VG Architects

Option B - 20% of the Base Total Cost/SF

9.4

OPTION A - CIVIC CENTRE ADAPTIVE RE-USE OPTION B - CIVIC CENTRE ADJACENT


FINANCIAL ANALYSIS 9.4

Schematic Financials

The following is a high level financial overview of the operations of the Cultural centre operating as part of the Cornwall Civic Centre. As such, the analysis is based on Design Option A – Civic Centre Adaptive Re-use – wherein a significant portion of the cultural centre is an adaptive re-purposing of the lower level salons and open space within the Civic Centre.

It is important to recognize that the financial analysis is directional in nature and does not represent a detailed accounting of all costs and revenues that may arise over time. Notwithstanding, the analysis is undertaken to demonstrate the significant advantage to the City based on effectively co-locating the Cultural Centre with the Civic Centre, creating a series of cost efficiencies while potentially creating additional revenue sources. As the site analysis has shown, the Cultural Centre can take advantage of the existing hard infrastructure in place at the Civic Centre, including parking, potentially existing servicing, building systems (electrical/mechanical, HVAC and more). While additional capital expenditures are required to crate the Cultural Centre, normal capital costs can be offset somewhat by its nature as a partial adaptive re-use concept. All such cost reductions should be verified at the next level of due diligence and program development prior to schematic design.Just as important in conceptual terms is the capacity of adaptive re-use and co-location to generate operational efficiencies and cost reductions compared to what would otherwise be required if the Cultural Centre was developed as a standalone facility. These cost savings include a range of cost centres including salaries and labour costs, utilities, shared services, integration of administrative systems, and purchased services.

The analysis conducted is for Option A only. Option B – Civic Centre Adjacent – represents a standalone facility. As such, its cost base can be expected to be higher while the potential will still exist very much for certain shared efficiencies as a result of its effective co-location with the Civic Centre. A standalone facility which is not co-located can expect to have more significant costs as a result of the need to operate independent of any other City-owned/operated asset. This is an important distinction – one that impacts the resulting financial analysis significantly: A co-location proposition can potentially reduce the operating deficit for a cultural centre asset, depending on the level of integration with an existing building. A cultural centre developed, operated and governed as an independent building which is removed from existing City assets (i.e. not part of an existing City campus of municipal uses) can be expected to result in higher costs and higher deficits. These conclusions are regardless of the revenue side of the equation which could remain equivalent at a range of alternative sites.


FINANCIAL ANALYSIS 9.4Approach and Principles

The operating proforma has been developed based on the assumption that the new facility will be developed as an addition to the existing Cornwall Civic Complex (CCC) (Option A). As such, the new facility will add a range of new spaces and facilities to the existing complex to grow revenue generation opportunities.

1. Accordingly, we have worked with City staff to develop an understanding of the existing budgets for operations (revenue and cost) for the Convention Centre side of the CCC operations.

2. We have undertaken the financial analysis based on the Convention centre budget and adjusting it for the inclusion of the Cultural Centre. We have itemized the existing Convention Centre revenues and costs and shown the additions for the Cultural Centre as additional line items;

3. The resulting financial profroma is based on the convention centre and the cultural centre combined. By so doing, the analysis avoids unnecessary details as regards specific operating relationships between these two functions and recognizes that whatever structure of operations is imposed, the convention centre and cultural centre can be viewed as part of the same overall financial picture.

4. This is important because the principle of this feasibility assessment is that the cultural centre can achieve important cost savings to the City if it is rolled in with the convention centre space.

It should also be noted that the resulting financial estimates are based on a normalized operating cash flow after several years of operation. In year 1 and year 2 it can be expected that revenues will not be maximized as it will take time to create market presence and achieve market penetration. Costs also will not be at there highest, particularly those which are variable to some degree such as the costs associated with hosting events. Notwithstanding, it is expected that fixed costs will be significant and as such the deficit for the facility in the early years of operation (years 1 and 2) can be expected to be higher than illustrated in the summary of financial performance which follows.

As discussed, the ease with which the operating position can be ramped up to expected levels of utilization and revenue will depend largely on the degree to which the operator successfully plans and executes an effective business plan for events hosting, programming and rental structure for rent and lease of space in the facility.


Revenue

Approach to RevenueThe approach to revenues is consistent with the overall purpose of the Cultural Centre as a facility that services the cultural sector in the City-Region and provides a valuable base for cultural tourism. The revenue base is also driven by the program which places significant emphasis on a Black-box theatre concept as well as an art gallery. Accordingly, these uses have a de facto role to play in exposition – the programming of a wide range of events, some of regional significance, that generate ticketed revenues in addition to the normal course of renting these facilities out on a reasonable basis.The approach to revenues is therefore directly tied to a mandate of hosting events which generate visitation to the centre, including tourism visits. In order to achieve this, the City of Cornwall will be required to resource the Centre effectively with a staffing complement and managerial structure that enables this market draw to be achieved. Not everyone will agree with this perspective, however, it is based on the desired program elements that have arisen from consultation and the recognition from a fiscal perspective that if the City is to engage in this type of programming, it should strive to achieve the full range of revenues that are possible.

Revenue RiskThe major risk to revenue generation lies in the ticketed events – those which are predicated on effective marketing and management of the centre to maximize its role in cultural tourism for the region. If the City as operator is unwilling or unable to devote the resources required to develop


the revenue base, then these revenues will be at risk and the facility will likely generate increasing levels of deficit on an annual operating basis. Approximately 20% of revenues are estimated (targeted) to arise from ticketed events. However, to demonstrate balance, we have targeted approximately 19% of revenues from direct programming fees and some 15% from rentals of space in the cultural centre expansion space. By far the largest component (46% +) is the current convention centre revenues from the Civic Centre.

In order to achieve these revenues, a commitment will be required to enhance direct City programming and ensure full integration of the convention centre business and the cultural centre operations (as per the recommendations of the profroma financial analysis). If the direct programming revenues do not materialize in the manner envisaged – through direct City programming – then alternative approaches (as outlined earlier in this report) will be required to generate revenues.

All these risk factors will need to be weighed as the City undertakes its due diligence with respect to the operating model. As our report indicates, the form of development and desired programming lends itself necessarily to City control of operations, including absorbing the risk to revenues.


FINANCIAL ANALYSIS

Cornwall Arts Centre: Revenue Assumptions

# Space Net Area (Sq.Ft.) Assumptions Notes

1 Black Box Theatre

4,800

i. Organized Events Hourly Rental Rate $ 60.00 Average duration of rentals 4.0 hours # of annual rentals $ 100.00 Annual Revenue $ 24,000.00 ii. Audience Ticketed Events ‐ General Audience # of events per year 32 Average attendance per event 250 Average cost of ticket $ 20.00 Sell out rate 80%

Annual Revenue $ 128,000.00 To Promoter

Facility Share $44,160.00 iii. Audience Ticketed Events Schools/Other Hourly Rental Rate $ 30.00 Average duration of rentals 4.0 hours # of annual rentals 16.0 Annual Revenue $ 1,920.00



1 Black Box Theatre

4,800






1 Black Box Theatre

4,800




2

Main Entrance Hall

2,750 i. Community Receptions

Hourly Rental Rate $ 30.00 Average duration of rentals 4 # of annual rentals 100 Annual Revenue $ 12,000.00 ii. Corporate Receptions Hourly Rental Rate $ 45.00 Average duration of rentals 5 # of annual rentals 35 Annual Revenue $ 7,875.00

3

Art Gallery & Lounge

5,400 i. Public Open Access

No revenue associated with this use

ii. Ticketed Events Special Exhibits ‐Ticketed Annual Visitation 25,000.00 Visitors Average cost per ticket $ 5.00 Annual Revenue $ 125,000.00

9.4

The analysis of financial performance is based on both revenues and costs and both elements have risks attached to them – however, it is the revenue side of the equation that is most dependent on the operator of the facility developing an effective marketing, operations and revenue business case that is achievable and replicable year after year. Revenue performance is more uncertain than cost control issues in this building type.

Revenue Details by Space




1 Black Box Theatre

4,800






1 Black Box Theatre

4,800




4a Art/Media Room 1

1,500

i: Direct Recreation Programming ‐ City of Cornwall

Monday‐Sunday:

# Classes per day 4.00

Days per week 7.00 Length of session 8.00 weeks Sessions per year 4.00 Average cost of class $ 7.50 Maximum enrollment per session 16.00 participants Average fill rate 60% Revenue Subtotal $ 64,512.00

Cost of sales (program materials) % 10%

Cost of sales (program materials) $ $ 6,451.20

Annual Revenue $ 58,060.80 ii: User Group Rentals

Rental rate ‐ non‐profit user groups $ 50.00 per hour

Paid bookings: 4 per week Average duration of bookings: 2 hour/s

Weeks per year 51 Accounting for closures for public holidays

Annual Revenue $ 20,400.00

4b Art/Media Room 2

1,500


Monday‐Sunday:










5 Music Room

2,150


Monday‐Sunday:









Annual Revenue $ 51,000.00 6 Servery 646 No revenue associated with this space ‐ provided with theatre and entrance hall rentals

7a Office 1 390 No revenue associated with this space ‐ designated City office space 7b Office 2 390 No revenue associated with this space ‐ designated City office space


4b Art/Media Room 2

1,500


Monday‐Sunday:











b: ExpensesThe following table outlines the expenses assumptions.

b: Expenses

Cornwall Arts Centre: Expense Assumptions Line Item Assumptions Salary & Benefits

2016 Budget $ 158,175.00 Additional Staff $ 332,625.73

Janitor Hourly Wage $ 15.00

FTE hours 1912.5Assumes a 37.5 hourly week, 51 weeks per year to allow for public holiday closures

# FTE positions 1 Annual Salary $ 28,687.50 Benefits @ 6% Total Annual Cost $ 30,408.75 Admin/Booking Hourly Wage $ 23.00


# FTE positions 1 Annual Salary $ 43,987.50 Benefits @ 6% Total Annual Cost $ 46,626.75 Maintenance Hourly Wage 25


# FTE positions 0.5 Annual Salary $ 23,906.25 Benefits @ 6% Total Annual Cost $ 25,340.63 Building Manager Annual Salary $ 75,000.00 # Positions 1 Benefits @ 6% Total Annual Cost $ 79,500.00 Marketing Annual Salary $ 65,000.00 # Positions 1 Benefits @ 6% Total Annual Cost $ 68,900.00 Program Staffing $81,849.60

Total Annual Cost $ 46,626.75 Maintenance Hourly Wage 25


# FTE positions 0.5 Annual Salary $ 23,906.25 Benefits @ 6% Total Annual Cost $ 25,340.63 Building Manager Annual Salary $ 75,000.00 # Positions 1 Benefits @ 6% Total Annual Cost $ 79,500.00 Marketing Annual Salary $ 65,000.00 # Positions 1 Benefits @ 6% Total Annual Cost $ 68,900.00 Program Staffing $81,849.60

Utilities 2016 Budget $ 284,243.00 Adjustment $ 64,839.00 Additional Utilities $ 108,999.73 2016 Budget Electricity $ 246,550.00 Water $ 18,493.00 Natural Gas $ 14,700.00 CDH $ 4,500.00

Current Building Footprint (sq. ft.) 13,830.00

2016 Budgeted sq.ft. rates

Electricity $ 17.83 This appears too high for exclusively meeting space. We have chosen to use an adjusted rate of $3/sq ft

Water $ 1.34 This appears too high for exclusively meeting space. We have chosen to use an adjusted rate of $0.25/sq ft

Natural Gas $ 1.06 CDH $ 0.33 Additional Utilities

Expansion Building Footprint (sq.ft.) 23,500.00 Estimation

Electricity $ 70,500.00 Uses an adjusted rate of $3/sq. ft Water $ 5,875.00 Uses an adjusted rate of $0.25/sq. ft Natural Gas $ 24,978.31 CDH $ 7,646.42



Materials & Supplies 2016 Budget $ 20,535.00 Additional M&S $ 11,792.50 2016 Budget Line Items: Salt $ 1,000.00 Building Materials $ 2,785.00 Janitorial Materials $ 6,750.00 Equipment Supplies $ 10,000.00 Additional M&S Salt $ 200.00 Building Materials $ 1,392.50 Assumes a 50% increase in requirement

Janitorial Materials $ 2,700.00 Assumes a 40% increase in requirement based on shared washroom facilities

Equipment Supplies $ 7,500.00 Assumes a 75% increase in requirement based on shared space

Services & Rent 2016 Budget $ 117,399.00 Additional Services & Rent $ 45,842.40 2016 Budget Line Items: City Equipment Rental $ 6,813.00 Telephone Lines $ 1,626.00 Fibre Optic Lines $ 3,960.00 Contracted Services $ 105,000.00

Additional Services & Rent:

FINANCIAL ANALYSIS 9.4 City Equipment Rental $ 2,725.20 Assumes a 40% increase in requirement Telephone Lines $ 325.20 Assumes a 20% increase in requirement Fibre Optic Lines $ 792.00 Assumes a 20% increase in requirement Contracted Services $ 42,000.00 Assumes a 40% increase in requirement Financial 2016 Budget $ 335,167.00

Additional Financial Expenditures $ 117,676.05

2016 Budget Line Items: Corporate Costs $ 90,482.00 Contribution to Reserves $ 179,685.00 Contribution to Capital $ 65,000.00

Additional Financial Expenditures:

Contribution to Capital Reserves $ 117,676.05

Annual allocation 1% of capital costs Capital Cost $ 11,767,605.00 Option A Annual Contribution $ 117,676.05

Event Hosting Costs

Black Box Theatre

Promoter takes risk; City takes share plus its incremental costs (shown as revenue)

Gallery Exhibit Events $ 62,500.00

City Equipment Rental $ 2,725.20 Assumes a 40% increase in requirement Telephone Lines $ 325.20 Assumes a 20% increase in requirement Fibre Optic Lines $ 792.00 Assumes a 20% increase in requirement Contracted Services $ 42,000.00 Assumes a 40% increase in requirement Financial 2016 Budget $ 335,167.00

Additional Financial Expenditures $ 117,676.05

2016 Budget Line Items: Corporate Costs $ 90,482.00 Contribution to Reserves $ 179,685.00 Contribution to Capital $ 65,000.00

Additional Financial Expenditures:

Contribution to Capital Reserves $ 117,676.05

Annual allocation 1% of capital costs Capital Cost $ 11,767,605.00 Option A Annual Contribution $ 117,676.05

Event Hosting Costs

Black Box Theatre

Promoter takes risk; City takes share plus its incremental costs (shown as revenue)

Gallery Exhibit Events $ 62,500.00


Operating Performance

The following table outlines the projected operating performance of the Cornwall Arts Centre based on the above noted assumptions. The projected operating deficit for the CCC Convention building in 2016 was approximately $558,000.

Based on a directional assessment of operating performance as described above, the financial performance of the Cultural Centre will result in deficit – in the order of $130,000. This takes the CCC Convention building plus Cultural Centre from a budget estimate of (deficit) ($558,000) to ($687,000) as shown below.


Revenue NotesSpace/Room Rentals ‐ Expansion 132,495.00$ Space/Room Rentals ‐ Current Convention Centre 400,000.00$ Allocation based on 2016 budget for CCC Convention BuildingDirect Programming Fees 168,376.32$ Event Ticketing Revenue 169,160.00$ TOTAL REVENUE: 870,031.32$

ExpensesSalaries and Benefits 490,800.73$ Includes current staff at CCC Convention Building + program staffing

Utilities 355,549.73$ Includes current utilities at CCC Convention Building based on 2016 budget

Materials & Supplies 32,327.50$ Includes current materials & supplies at CCC Convention BuildingServices & Rent 163,241.40$ Includes current services & rent at CCC Convention BuildingFinancial 452,843.05$ Includes current financial expendtures at CCC Convention BuildingEvent Hosting (variable costs of staff, services, supplies) 62,500.00$ includes variable costs of marketing, staff increments and servicesTOTAL EXPENSES: 1,557,262.40$

NOI 687,231.08‐$

Operating Performance

The following table outlines the projected operating performance of the Cornwall Arts Centre based on the above noted assumptions. The projected operating deficit for the CCC Convention building in 2016 was approximately $558,000.

Based on a directional assessment of operating performance as described above, the financial performance of the Cultural Centre will result in deficit – in the order of $130,000. This takes the CCC Convention building plus Cultural Centre from a budget estimate of (deficit) ($558,000) to ($687,000) as shown below.




ECONOMIC IMPACT OF A NEW CULTURAL CENTREIntroduction to Economic Impact Modelling

The Ontario Ministry of Tourism, Culture and Sport developed the Tourism Regional Impact Model (TREIM) to facilitate the assessment of the economic impact of visitors’ and businesses’ spending at tourism-related activities. TREIM produces the following:

• Estimates of the Direct, Indirect and Induced impacts of tourism-related activities on GDP, Labour Income, and Employment• Estimates of the Direct and Total impacts of tourism-related activities on Federal, Provincial and Municipal Tax Revenues.

These terms are briefly described below.

Exhibit H: Type of Economic Impact and Principal Geographic Scale of Impact

9.5


Direct ImpactDirect impacts are associated with immediate changes in demand generated by employment, personal and household income, governmental expenditures, and private and public capital investment and formation. Direct impacts can be measured in a number of ways – all of which are alternatives and not cumulative measures. These include: total spending, Gross Domestic Product (GDP), income, employment and other related measures such as sales and income taxes generated. Direct investment and employment will create iterative rounds of income, employment creation and spending. These multiplier impacts are referred to as indirect effects and induced impacts.

Indirect ImpactIndirect effects are essentially inter-industry impacts such as changes in employment, household income, governmental expenditures, and private and public capital investment added from industry purchases of all items needed to furnish a product or service. Indirect effects measure the impacts of these purchases.

Induced ImpactInput-Output modeling also can potentially estimate induced effects. Induced effects are changes in spending patterns of households caused by changes in household income--generated by direct and indirect effects. These new expenditures are reintroduced into the economy as a new demand. Induced employment refers to the employment created in the total economy as a result of the so-called “Keynesian Multiplier” effect. This latter impact equates to employment created throughout the economy resulting from the expenditure of incomes generated through the direct and indirect impacts. In terms of the scale of impacts on local and regional economies, direct impacts are the most significant. Indirect and induced impacts are more broadly dispersed through the wider economy. Induced impacts were not measured for this study.

9.5


ECONOMIC IMPACT OF A NEW CULTURAL CENTRE

Visitor Profile

A profile of current visitation to Regional Tourism Organization 9 (RTO #9) is presented below to provide context for the development of an Arts and Cultural Centre in the City of Cornwall, which lies within RTO #9. Based on 2013 statistics as prepared by Statistics Canada and analysed by the Ontario Ministry of Tourism, Culture and Sport, it is the most current information available and provides a general understanding of the volume and nature of tourism activity in Cornwall.

Visitor OriginThe majority of visitors to RTO #9 come from within Ontario (83%), with equally small amounts (8%) of visitors coming from the US and other parts of Canada. Visitors originating from overseas are minimal at 1%.

Length of StayA majority (67%) of visitors to RTO #9 are same day visitors, while 33% are overnight visitors. This can likely be attributed to the high percentage of visitors from within Ontario.

Exhibit I: Visitor Origin

9.5


Average Visitor SpendingAverage spending per person visit was estimated at $112, with the highest spending at $186 per person visit recorded by overnight visits. Average spending for same-day visits was $76 per person.

Visitor spending in RTO #9 is focused on a number of items including transport, accommodation, food and beverage, recreation/entertainment, and retail/other. Spending on culture activities (included with the recreation/entertainment category) was estimated at just over $36 million in 2013, with nearly 60% of spending from visitors from Ontario and 26% from US visitors.

Relevant cultural activities to this study include both Cultural Performances and Museums/ Art Galleries. Two thirds of person visits for Cultural Performances originate from Canada, while nearly 30% originate from the United States. Museums / Art Galleries visitors are more diverse, with nearly 45% originating from Canada, 26% from Unites States, and nearly 30% are international visitors.

Purpose of Trip Pleasure and Visiting Friends and Relatives (VFR) are the primary trip purposes for 78.25% of all visits and 88.6% of overnight visits. 59.2% of all overnight visits stayed in a private home/cottage/cabin.

Exhibit J: Main Purpose of Trip (Person Visits)

9.5



Visitor Assumptions

The estimates of visitor spending impacts are based on the following visitation assumptions: • Total attendance at Arts and Culture Centre is estimated at 91, 400 visitors annually in 2018 (local and non-local) based on the proposed building program and anticipated events. Exhibit K outlines the distribution of assumed visitation by event type.

• Of this total it is assumed that 28,700 visitors are non-local (residing outside of the City and United Counties). Exhibit L identifies the proportional split of local versus non-local by event type.

• Of these visitors, a relatively high percentage are from Ontario, based on the 2013 Statistics Canada data for RTO#9, and therefore may not necessitate staying overnight when attending events at the Centre. This has been reflected in the assumptions below with approximately 22% of all non-local visitors staying overnight.


9.5


Event Type Events / Year

Attendance Sell-Out Rate

Total Attend-ance

Visitors (Total)

Duration of Stay (non-local)

Notes

Days People/ Event

Total Local Non-Local

Non-Local Total

Same Day

Same Day Total

Over-night

Over-night Total

Black Box Theatre1 Organized

Events100 200 20,000 100% 20,000 75% 25% 5,000 70% 3,500 30% 1,500 Average nights of overnight stays: 2.64

2 Audience Ticketed Events2a General

Audience32 250 8,000 80% 6,400 50% 50% 3,200 74% 2,371 26% 829 Average nights of overnight stays: 2.64

in RTO#92b Schools /

Other10 250 4,000 100% (4,000) 100% 0% 0 All attendees local, no impact

Art Gallery3 Special

Exhibits - Ticketed

2 (mos.)

12500 25000 25000 50% 50% 12,500 75% 9,375 25% 3,125 2 month (56 days average) exhibit run x 2 times / year; Average nights of overnight stays: 2.64

4 General Admission - Free

40,000 40,000 80% 20% 8,000 88% 7,040 12% 960 Majority local, low impact

TOTAL 91,400 28,700 6,414

Exhibit K: Visitor Assumptions Matrix

Note: Totals excludes visitors for school events as these events would attract 100% local visitors.

9.5



Economic Impact Results

For the purposes of this report, this section provides an estimate of the economic impact that the Cornwall Arts Centre is expected to have on Ontario’s economy, as calculated through TREIM. The full report generated through the model can be found in Appendix XX.

The following table provides an overview of the assumed number of visitors to the Arts Centre on an annual basis. We have provided assumptions regarding the relative visitation by origin, in addition to the propensity of each visitor category to visit overnight or remain same-day only:

Same Day OvernightOrigin Total

No. of Visitors

Percentage of Visitors’ Origin

Percentage of Visitors’ Origin

Average Length of Stay (nights)

Ontario 24,682 85% 15% 2Rest of Canada 1,435 75% 25% 3USA 2,296 10% 90% 4Overseas 287 0% 100% 4TOTAL 28,700

Exhibit L: Number of Visitors for Activity (or Event) of Type Any Cultural Activity

TREIM allows users to input data specific to identified spending patterns. Understanding that this type of historic and detailed information is not always available however, TREIM also provides a series of assumptions regarding the likely spending patterns of visitors based on their place of origin and duration of stay. These assumptions are derived from Statistics Canada’s Travel Survey of Residents of Canada, and the International Travel Survey. Exhibit X outlines the model’s assumptions in this regard:

Exhibit M: Detailed Spending Expenditure

Travel Services $0Public Transportation $171,698Private Transportation - Rental $55,132Private Transportation - Operation $549,701Local Transportation $13,303Accommodation $403,920Food & Beverage - At Stores $204,860Food & Beverage - At Restaurants/Bars

$976,960

Recreation & Entertainment $1,115,090Retail - Clothing $495,628Retail - Other $126,746Total $4,113,037

9.5


Total Visitor Spending (Annually) and Impact on GDP:Based on the aforementioned assumptions, the TREIM model estimates the current annual economic impact associated with visitor spending at the Cornwall Arts Centre. Total visitor spending on an annual basis (2018 dollars) is estimated to be $4,113,037, all of which is expected to come from residents of the United Counties of Stormont, Dundas, and Glengarry. The estimated direct impact on GDP is expected to be $1,765,994. Direct impacts are local in scale and do not extend outside of the United Counties of Stormont, Dundas and Glengarry. The estimated indirect impact on GDP is expected to be $475,999. The model does not estimate that there will be any induced impact on GDP (the broader economy).

Visitor spending at the Cornwall Arts Centre is expected to positively impact a broad range of industries both within the United Counties of Stormont, Dundas and Glengarry, and the broader province. As it pertains to the United Counties, the total impact on GDP is estimated to be greatest within the following industries:

Industry Total Impact on GDP: United Counties of Stormont, Dundas

and Glengarry ($)

Total Impact on GDP: United Counties of Stormont, Dundas and Glengarry (as a % of total impact)

Retail Trade $ 211,026 9.4%Other Transportation and Warehousing $ 114,870 5.1%Arts, Entertainment and Recreation $ 421,211 18.8%Accommodation Services $ 326,948 14.5%Food & Beverage Services $ 291,578 13.0%

9.5


ECONOMIC IMPACT OF A NEW CULTURAL CENTREImpact on Annual Labour IncomeTREIM also calculates the economic impact of visitor spending on labour income. Based on the assumed series of events and visitation at the Cornwall Arts Centre, the model estimates that the centre will generate an additional $1,189,443 in direct (local) employment income on an annual basis, and an additional $347,757 in local indirect labour income, and $137,480 province-wide. Based on the scale of operations at the Cornwall Arts and Culture Centre, the model does not expect the centre to generate any additional labour income outside of Ontario (induced impact).

Employment GenerationTREIM calculates the estimated additional jobs (FTE) that can reasonably be expected to be generated through the annual operations of the Cornwall Arts and Culture Centre. Specifically, the model estimates than an additional 32 FTE positions will be created as a direct result of the centre’s operations, and an additional 5 FTE positions indirectly.

Impact on TaxesLastly, TREIM calculates the estimated annual taxes generated through visitor spending at the Cornwall Arts and Culture Centre. The model estimates that the centre will generate an additional $1,152,234 in direct taxes as a result of visitor spending on an annual basis, $3,814 of which will remain within the municipality.


9.5


SUMMARY OF FINDINGSSummary

Demographics and Market AnalysisCornwall has a slow growing population with an increasing aging population and declining younger population. Cornwall’s average income is lower than the provincial average. Research indicated that the region was lacking large flexible event space that could be divisible and available for community group rental uses. Rentable program spaces are available within the City but are limited in size and number.

Governance and Operational ModelThere are a range of governance and operational models for arts and culture centres, from local, non-profit governance and operations with a smaller range of uses and programs, to municipally governed and operated with a full suite of uses, users, programs and partners. A range of partnership options to share governance and operations fall in between these two options. Based on the desired range of uses and programming, the candidate locations for the development of a new cultural centre, and the desire to serve the community beyond the City, it was concluded that a municipal ownership and operation model was required. The associated governance model would involve an advisory board comprised of key cultural sector participants in the City (Arts and Culture Advisory Committee). It was also assumed that this committee would be active in managing some of the programming that occurs at the centre (save and except for direct programming by the City of Cornwall).

A new build or major adaptive re-use is often the building typology associated with this type of governance and operational model. Keeping this in mind, and based on the short-listed sites, the Cornwall Civic Complex emerged as the site which best fits the proposed program uses, characteristics and operating model for the cultural centre.


9.6



SUMMARY OF FINDINGSProgram UsesThe functional program was developed based on public and stakeholder consultation, assessment of need, case study examples and economic development goals of the City. The overall rationale for creating a City-owned cultural centre is multi-dimensional and includes culture sector development, opportunity for performance and exhibition, cultural tourism and placemaking, education, social development, and community programming, amenity and gathering. This rationale provides justification for the building program that was developed.

Revenue Framework There are two alternatives for operating the spaces within the Centre in order to garner revenues – operating the space as public renal space booked through the City and as dedicated leasing opportunities by third party operators. Likely, a blend of these two types of operating the spaces would be most advantageous.

Financial AnalysisThe financial analysis consists of an operating proforma, which has been developed based on the assumption that the new facility will be developed as an addition to the existing Cornwall Civic Complex (CCC) (Option A). As such, the new facility will add a range of new spaces and facilities to the existing complex to grow revenue generation opportunities. A number of assumptions have been made about how the spaces will be used and the revenues associated with these uses, as well as the key expenses for the building addition.

These assumptions are utilized to project the operating performance in the proforma. The projected operating deficit for the CCC Convention building in 2016 was approximately $558,000. Based on a directional assessment of operating performance as described above, the financial performance of the Cultural Centre will result in deficit – in the order of $130,000. This takes the CCC Convention building plus Cultural Centre from a budget estimate of (deficit) ($558,000) to ($687,000).

9.6



SUMMARY OF FINDINGSEconomic Impact of a New Arts and Culture CentreBased on the visitor profile and assumptions, it was estimated that the Centre would attract approximately 28,700 non-City visitors annually. This number was used in the TRIEM model to estimate visitor spending, impact on GDP, impact on annual labour, employment generation, and impact on taxes.

Based on the aforementioned assumptions, the TREIM model estimates the current annual economic impact associated with visitor spending at the Cornwall Arts Centre. Total visitor spending on an annual basis (2018 dollars) is estimated to be $4,113,037, all of which is expected to come from residents of the United Counties of Stormont, Dundas, and Glengarry.

The estimated direct impact on GDP is expected to be $1,765,994. Direct impacts are local in scale and do not extend outside of the United Counties of Stormont, Dundas and Glengarry. The estimated indirect impact on GDP is expected to be $475,999. Based on the assumed series of events and visitation at the Cornwall Arts Centre, the model estimates that the centre will generate an additional $1,189,443 in direct (local) employment income on an annual basis, and an additional $347,757 in local indirect labour income, and $137,480 province-wide.

The model estimates than an additional 32 full time equivalent (FTE) positions will be created as a direct result of the centre’s operations, and an additional 5 FTE positions indirectly.

The model estimates that the centre will generate an additional $1,152,234 in direct taxes as a result of visitor spending on an annual basis, $3,814 of which will remain within the municipality.


9.6



FINAL RECOMMENDATIONS


Key Outcomes - Site, Program and Operations

+VG and Sierra Planning and Management, through a consultation and evaluation process for cultural programs, program and spaces, and site selection, recommend that the best option for the location of a new Arts and Culture Centre would be at the Civic Centre Complex in the City of Cornwall.

As an adaptive re-use and addition project, included as Option A in this report, the design and construction of the facility under Option A utilizes some existing spaces within the Civic Centre on the lower level, along with a large addition to accomodate the new accessible Entrance Hall, Black Box Theatre and Back of House spaces. This option would meet both the cultural program requirements and the space requirements for the proposed Arts and Culture Centre. These requirements include flexible, multi-use spaces for several different types of cultural programs, an art gallery, studio spaces and classrooms, as well as a large Black Box Theatre space that could accomodate approximately 250 people. This location also provides opportunities to connect with the waterfront and adjacent public facilities while meeting new accessibility requirements and serving local demographics of the community, key factors affecting site selection.

The Arts and Culture Centre Adaptive Re-Use project would work best under a form of municipal ownership operation model to serve the range of uses and programming, and the associated governance model would include an advisory board.

There are two alternatives for operating the spaces within the Centre in order to garner revenues – operating the space as public rental space booked through the City, and as dedicated leasing opportunities by third party operators. Likely, a blend of these two types of operating the spaces would be most advantageous.

10.0


FINAL RECOMMENDATIONSKey Outcomes - Economic Impact

The projected operating deficit for the CCC Convention building in 2016 was approximately $558,000. Based on a directional assessment of operating performance as described above, the financial performance of the Cultural Centre will result in deficit – in the order of $130,000. This takes the CCC Convention building plus Cultural Centre from a budget estimate of (deficit) ($558,000) to ($687,000) as shown below.


Based on the visitor profile and assumptions, it was estimated that the Centre would attract approximately 28,700 non-City visitors annually. Based on the aforementioned assumptions, the TREIM model estimates the current annual economic impact associated with visitor spending at the Cornwall Arts Centre. Total visitor spending on an annual basis (2018 dollars) is estimated to be $4,113,037, all of which is expected to come from residents of the United Counties of Stormont, Dundas, and Glengarry. The estimated direct impact on GDP is expected to be $1,765,994. Direct impacts are local in scale and do not extend outside of the United Counties of Stormont, Dundas and Glengarry. The estimated indirect impact on GDP is expected to be $475,999.

The model estimates that the centre will generate an additional $1,189,443 in direct (local) employment income on an annual basis, and an additional $347,757 in local indirect labour income, and $137,480 province-wide. The model estimates than an additional 32 full time equivalent (FTE) positions will be created as a direct result of the centre’s operations, and an additional 5 FTE positions indirectly. The model estimates that the centre will generate an additional $1,152,234 in direct taxes as a result of visitor spending annually, $3,814 within the city.

Ultimately, the Civic Centre - Adaptive Re-Use (Option A) recommended in this report would be the best and most feasibile option for an Arts and Culture Centre for the City of Cornwall and surrounding townships, based on the results of this feasibility study.

10.0


NEXT STEPS


Moving Forward....

Following the submission of this report to the City of Cornwall for review by City Council, several steps should be taken:

1. Formal presentation to Council and the Public with a recommendation, presented by +VG Architects.2. Formal selection of the preferred option and three (3) professional renderings.3. Further Design Development of the preferred option.4. Class D - Order of Magnitude Costing, completed by a professional costing consultant.5. Proposal to Council for Capital Fundtraising and Planning. 6. Exploration of potential funding and forcasting the project into the budget for Fall 2016 (prior to next election).6. Incoporate the Study into the Formal Business Plan and Capital Budget for the City of Cornwall for Fall 2016.7. The Municipality progresses to design and construct the Arts and Culture Centre.

+VG Architects and Sierra Planning and Managament look forward to presenting this report and its findings to City Council, and to further discussion and collaboration on the "Next Steps" for the new Arts and Culture Centre in the City of Cornwall, serving Cornwall and the surrounding townships.

11.0

APPE

NDI

CES

References

Official Plan of the Corporation of the City of Cornwall 2004Cornwall Waterfront Plan 2007Senior Friendly Demographics Study 2016Cornwall Recreation Master Plan 2020DocoMomo

APPENDICESAppendices

Culturescape Report 2011Online SurveySummary Notes from the First Open HouseSummary Notes from the Second Open HouseEconomic Impact Report - TREIM

Documents

FEASIBILITY STUDY - mail.cornwall.camail.cornwall.ca/Active/Development/egenda.nsf/0... · CORNWALL ARTS + CULTURE CENTRE FEASIBILITY STUDY JULY 5, 2016 CORNWALL ARTS + CULTURE CENTRE