Gravenhurst Opera House: Planning the Future. Draft Final Report,

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1 Gravenhurst Opera House: Planning the Future Draft Final Report,

2 Consulting Process for the Gravenhurst Opera House 1. An Environment Scan 2. Strategic and Business Plan 3. Marketing Plan

3 Introduction Culture is the fourth pillar of community sustainability. Gravenhurst s future will depend to a large degree on the municipality s investment in culture. Culture drives social, economic and environmental success. Annual subsidies to the Opera House are required for maximum community program impact and to maintain it as a well-preserved, technically up-todate theatre facility and community resource. Janis A. Barlow & Associates 3

4 1. ENVIRONMENTAL SCAN Janis A. Barlow & Associates 4

Key Market Conditions FT Population 12,000 PT Seasonal Residents 12,000 Growth 5.4% (2006-2011) Muskoka 60,000 Tourism 2,400,000 (2012) Mono-Culture 12.

5 Key Market Conditions FT Population 12,000 PT Seasonal Residents 12,000 Growth 5.4% ( ) Muskoka 60,000 Tourism 2,400,000 (2012) Mono-Culture 12.6% have a University degree Incomes and education lower than Ontario average A subsidized range of popular and educational performing arts programming is warranted for this community. Janis A. Barlow & Associates 5

History of Gravenhurst First settled in 1861 Now caters to tourists and cottagers The Gravenhurst Opera House: Built in 1901 as a Town Hall Centre Municipally designated historic site Hosted

6 History of Gravenhurst First settled in 1861 Now caters to tourists and cottagers The Gravenhurst Opera House: Built in 1901 as a Town Hall Centre Municipally designated historic site Hosted concerts since 1947 Restored in Muskoka Theatre Summer Festival Renovated to Ontario Fire Code in 1994 The Opera House is a valuable Town historic asset. Janis A. Barlow & Associates 6

Muskoka Theatre Market (Supply of Venues) Seating Capacity Venue Driving Distance 50-199 200-399 400-799 1,500 + Studio Theatre, 29 min 108 Orillia Opera House Trillium Court, Gravenhurst Opera House

7 Muskoka Theatre Market (Supply of Venues) Seating Capacity Venue Driving Distance ,500 + Studio Theatre, 29 min 108 Orillia Opera House Trillium Court, Gravenhurst Opera House Port Carling Memorial 25 min 268 Community Centre Rene M Caisse Memorial 19 min 303 Theatre, Bracebridge Main Stage, Gravenhurst Opera House Algonquin Theatre, 33 min 408 Huntsville Place Gordon Lightfoot Aud., Orillia Opera House 29 min 700 Casino Rama 29 min 3030 The GOH has a competitive advantage in its seating categories. Janis A. Barlow & Associates 7

8 Current User Groups (Licensee Demand) Muskoka Concert Association Dragonfly Theatre Productions Muskoka Fine Films Chamber of Commerce Town Presents ie. Youth at Heart, Smile Theatre, Mayor s Tea High Schools Tour Promoters Probus Rotary BIA Janis A. Barlow & Associates

9 Audience Survey (Demand) The GOH box office system is segmenting more audience information. A 2014 survey resulted in 162 responses. In the past year, the majority of respondents attended events at the Opera House 1-2 times. Audiences are most inclined to attend music, theatre and tours by professional artists. Occupational sectors of audience members include Manager, Administrative staff and Educational Services. Cost is one barrier to audience participation. There are requests for more children s programming. 9

10 GRAVENHURST MANDATE - Official Plan Community Improvement Goals To develop a more attractive, safe and efficient community... To provide for the continued social and economic viability of the Town of Gravenhurst. To provide an environment that is attractive to new investment in the Town of Gravenhurst. To encourage ongoing maintenance, rehabilitation, upgrading... of the physical environment, and within a framework of sound fiscal management. The Opera House is an example of town goals fulfilled. Janis A. Barlow & Associates 10

The Gravenhurst Economic Development Strategic Plan 2014-2019 Expectations of the Gravenhurst Opera House: Properly supported and leveraged, the Opera House can: be an important attraction for the

11 The Gravenhurst Economic Development Strategic Plan Expectations of the Gravenhurst Opera House: Properly supported and leveraged, the Opera House can: be an important attraction for the creative classes; create jobs & career enhancement, especially in the arts; foster an entrepreneurial and creative culture; invigorate community pride, and; increase the number of visitors and seasonal residents while improving everyone s quality of life. The Opera House is a key strategy in economic plans. Janis A. Barlow & Associates 11

12 Typical Municipal Cultural Institutions

Municipal Roles in Cultural Practice Serve individual citizen needs for expression through community recreation facilities and programs.

13 Municipal Roles in Cultural Practice Serve individual citizen needs for expression through community recreation facilities and programs. Support culturally specific space for amateur and preprofessional development. Ensure a professional calibre of facility and presentation to showcase ideas and serve the public interest. Janis A. Barlow & Associates 13

14 Spectrum of Cultural Practice Recreation is leisure-time activity pursued for refreshment of body and mind. Amateur status describes individuals and groups who pursue a particular activity out of love for it. Semi or pre-professional are those who have trained but are not paid practitioners on a full-time basis. Professionals are those who have completed training, are recognized by peers and/or are paid for services. The Opera House is suited for recreationalists, amateur groups, semi-professional and professional groups. Janis A. Barlow & Associates 14

15 A Theatre is: Labour intensive Non-polluting Renewable Innovative Equitable Creative Janis A. Barlow & Associates 15

16 2. STRATEGIC BUSINESS PLAN Janis A. Barlow & Associates 16

17 Gravenhurst Opera House Values Supporting the vision, mandate and principles of the Town s Recreation, Arts and Culture Department with: High standards Accessibility Diversity of Programming A Welcoming Attitude and A Sense of Historical Place Janis A. Barlow & Associates 17

18 Opera House Goals (Integrating Values) To provide a consistently high standard of artist and audience services to ensure an optimum quality of presentation. To ensure accessibility to the Opera House for audiences and local not-for-profit arts groups. To attract Gravenhurst s annual and seasonal residents, the GOH will seek to program a diversity of arts events and activities. As a cultural cornerstone and ambassador of the Town, the GOH will be welcoming to all guests and visitor to the building, To share and celebrate the sense of HISTORICAL PLACE that comes alive in the Opera House. Janis A. Barlow & Associates 18

19 Fulfilling Individual and Community Needs: - Cultural - Heritage - Social - Infrastructure - Economics 11

20 Benefits of the Performing Arts Providing significant economic and community impact. Serving as partners in social problem solving. Expressing ourselves, our community values, identity, heritage, local and national culture. Improving the quality of community life. Encouraging democratic and experiential dialogues Hearing the alternative voices and perspectives on our social, economic and environmental conditions. Janis A. Barlow & Associates 20

21 Performing Arts Participation Can Reduce Drop-Out Rates, Juvenile Delinquency, Teen Pregnancy, Racism, Alienation and Loneliness Arts in Education stimulate:... academic achievement, social and emotional development, civic engagement, and equitable opportunity. Involvement in the arts is associated with gains in math, reading, cognitive ability, critical thinking, and verbal skill. Arts learning can also improve motivation, concentration, confidence, and teamwork. Edutopia Magazine,

22 GOH Mission and Core Business Elements Who are you? - A Public Service Whom do you serve? - Artists (+ Community Interests) What do they need? - Access to Audiences and Resources How do you serve? - Provide Resources Why? - Community Wellness, Creativity and Prosperity Janis A. Barlow & Associates 22

23 Proposed Lines of Business Conditions: Performing arts should be offered on a cost-recovery, sponsored or funded basis. Primary Lines of Business: Rentals - to provide facilities and resources to arts groups Presenting to complement users and enlarge audiences Producing to serve community interests with innovation Exhibiting Film to engage a larger audience in the GOH Education Programs to engage youth and emerging artists Ancillary Lines of Business: Rentals - to provide event facilities to community groups Ticketing Services to serve community ticketing needs Janis A. Barlow & Associates 23

24 Programming Strategy Seek resident companies, rentals and signature series: Theatre for Young Audiences Popular, Musical and Comic Genres on Tour Performance Series for Full-time & Seasonal Residents Performances Featuring Local Residents Classical Series Sponsored by Local Companies Summer Seasonal Programs for Visitors Classic Film Series Sponsored by Interest Groups Janis A. Barlow & Associates 24

25 Seasonal Program and Business Focus October April Rentals Focus on resident company use, local user groups and tour promoters for events, education and entertainment May to September Co-Presenting Focus on featuring a unique summer season produced for all residents and visitors and a summer arts camp for youth Janis A. Barlow & Associates 25

26 Functions of the Arts Management Cycle 1. Artist Relations to serve the artist and client groups and enhance their presentations. 2. Audience Relations to serve and develop audiences and offer hospitality to all. 3. Community Relations to promote the value of the arts and develop resources. 4. Resources to manage and provide resources for the artists and arts groups and ensure the maximum benefit to the community. Janis A. Barlow & Associates 26

27 Typical Delivery of Theatre Operational Goals Owner Governance Executive Artist Relations Mgt. & Staff Audience Relations Mgt. & Staff Community Relations Mgt. & Staff Resource Management Mgt. & Staff Janis A. Barlow & Associates 27

28 GOH 2014: Full-Time Manager and Part-Time Staff Theatre Manager Theatre Operations Assistants (2) Box Office Administrative Assistants (3) Theatre Stage Technician The 2014 staffing structure was inadequate for fulfilling economic strategies. Town staff assist with IT, accounts, maintenance and capital improvements. This structure lacks individuals focussed on community relations, marketing and income development. Janis A. Barlow & Associates 28

29 Functionally Oriented GOH Organizational Hierarchy Ownership Municipality of Gravenhurst Governance Department of Recreation, Arts and Culture Services Arts & Culture Manager Management Theatre Manager Functions: Artist/Client Relations Audience/ Customer Relations Community Relations Resource Management Team Members: Tech. Director & Facility Services Box Office and Audience Communications Marketing & Fundraising Coordinator Finance Mgr. Client Services Mgr. Front of House Mgr. & Custodial Services Accountant New positions 2 recommended from 2014 Existing positions IT Systems Human Resources

30 Proposed Annual Budget Expenses % $ Artist & Client Relations / Programming 25% $150,000 Audience Relations / Advertising 8% $48,000 Community Relations / Marketing 2% $12,000 Human Resources 50% $300,000 Facility Occupancy (Utilities, Janitor, etc.) 13% $78,000 Administration 2% $12,000 Total Expenses 100% $600,000 Revenues % $ Earned Revenue Ticket Sales and Concessions 25% $150,000 Contributed Revenue Sponsors, Members, Donors 5% $30,000 Government Grants 70% $420,000 Total Revenues 100% $600,000 A $420,000 subsidy for the Opera House is comparable to the Library.

31 Venue Comparing Municipal Support Fly System Municipal Grant / % Annual Budget Mady Centre, Barrie No $398,900/76% $522, Gravenhurst Opera House Yes $405,568/73% $556, Orillia Opera House Yes $539,561/51% $1,054, Stockey Centre, Parry No $237,926/50% $477, Sound Oakville Centre Yes $713,020/35% $2,022, Seating capacities, # of venues, # of professionals employed, technology and activity all affect the need for municipal subsidy and the social and economic impact. A larger Municipal investment in the Opera House will improve outcomes and income. Janis A. Barlow & Associates 31

32 3. THE MARKETING PLAN Janis A. Barlow & Associates 32

33 Marketing Priorities Ensure audience database technology (CRM) and data collection is adequate and staff are trained in its use. Develop and cross reference audience lists. Develop audience communications plans. Solicit every community group, school or business in Gravenhurst with 50 or more members for program ideas. Communicate new messages and images to audiences and potential audiences and seek feedback. Seek program partnerships with groups that can sell tickets. Choose a signature series that will brand the GOH. Work to a three to five year plan! Janis A. Barlow & Associates 33

34 Summer Market - Theatres Across Ontario A summer theatre attraction in Gravenhurst has to be artist-driven, professional, distinctive and compelling. Janis A. Barlow & Associates 34

Public Message Identify Champions and Leadership Circle for a Friends

35 Group Consensus on Next Steps Nov Present Plans to Key GOH Stakeholders and Refine Develop and Present Public Message Identify Champions and Leadership Circle for a Friends group Seek Stable Multi-Year Municipal Funding for Staff, Administration and Facilities Janis A. Barlow & Associates 35

36 Proposed Repositioning Our medium is theatre Our strengths are people Our result is a vibrant community Janis A. Barlow & Associates 36

SUMMARY Gravenhurst s demographics warrant a subsidized theatre. The Gravenhurst Opera House is a valuable historic icon. The GOH has a competitive edge with its seating capacities.

37 SUMMARY Gravenhurst s demographics warrant a subsidized theatre. The Gravenhurst Opera House is a valuable historic icon. The GOH has a competitive edge with its seating capacities. The GOH is an example of Town goals fulfilled. Properly financed, the GOH is a strategy in economic strategies. The GOH is suited for recreational, amateur, pre-professionals and professional uses under the safe supervision of professionals. The GOH has been understaffed and unable to meet economic goals. Two new positions are recommended one has been filled. A $420,000 subsidy to the GOH is comparable to the library. A larger Municipal investment will improve outcomes and income. A summer theatre has to be artist-driven, distinctive and compelling. 37

Downtown Revitalization. Strategic Action Plan

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