REGIONAL DISTRICT OF NORTH OKANAGAN
GREATER VERNON ADVISORY COMMITTEE MEETING
Wednesday, May 6, 2020 Boardroom - 9848 Aberdeen Road, Coldstream, BC 4:00 p.m.
REGULAR AGENDA
A. CALL MEETING TO ORDER
1. That in accordance with the Order of the Minister of Public Safety and Solicitor General Emergency Program Act, Ministerial Order No. M083 section 4(1), a board or a board committee established under section 218 [appointment of select and standing committees] of the Local Government Act is not required to allow members of the public to attend an open meeting of the board or committee; and further,
That in accordance with Ministerial Order No. M083 section 4(2), if a board or a board committee do not allow members of the public to attend an open meeting under subsection (1) of this section, the open meeting is not to be considered closed to the public; and further,
That in accordance with the Order of the Minister of Public Safety and Solicitor General Emergency Program Act, Ministerial Order No. M083 section 7(1) a board or a board committee established under section 218 [appointment of select and standing committees] of the Local Government Act may conduct all or part of a meeting of the board or committee by means of electronic or other communication facilities; and further,
That in accordance with Ministerial Order No. M083 section 7(2) a member of a board or board committee who participates in a meeting by means of electronic or other communication facilities under this section is deemed to be present at the meeting.
B. APPROVAL OF AGENDA
1. Greater Vernon Advisory Committee - May 6, 2020
(Opportunity for Introduction of Late Items) (Opportunity for Introduction of Late Items - In Camera)
RECOMMENDATION 1 That the Agenda of the May 6, 2020 regular meeting of the Greater Vernon Advisory Committee be approved as presented.
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Greater Vernon Advisory Committee Agenda May 6, 2020
C. ADOPTION OF MINUTES
1. Greater Vernon Advisory Committee - April 8, 2020
RECOMMENDATION 2 Page 5 - 8 That the Minutes of the April 8, 2020 regular meeting of the Greater Vernon Advisory Committee be adopted as circulated.
D. DELEGATIONS
E. UNFINISHED BUSINESS
F. NOTICE OF MOTION
G. NEW BUSINESS
1. Greater Vernon Services - 2020 First Quarter Report • Memorandum dated April 29, 2020 • First Quarter Report
FOR INFORMATION
RECOMMENDATION 3 Page 9 - 26 That the memo titled "Recreation Services - First Quarter Report" dated April 29, 2020 from the Director, Recreation Services be received.
2. Grey Canal Trail Connection - Galiano Road to Cypress Drive • Staff report dated April 27, 2020
RECOMMENDATION 4 Page 27 - 29 That it be recommended to the Board of Directors, the development of the Grey Canal Trail connection from Galiano Road to Cypress Drive for a total cost of $30,000 be approved; and further,
That the 2020 Financial Plan be amended to include the project, funded from the Greater Vernon Trails and Natural Spaces (060) Operating Reserve.
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Greater Vernon Advisory Committee Agenda May 6, 2020
3. Greater Vernon Natural Trails and Spaces Project Grant Application • Staff report dated April 27, 2020
RECOMMENDATION 5 Page 30 - 41 That it be recommended to the Board of Directors, funding from the Greater Vernon Trails & Natural Spaces Project Grant Program be awarded as outlined in the report titled Greater Vernon Trails & Natural Spaces Project Grant Application and dated April 27, 2020.
4. Greater Vernon Cultural Centre - Business Plan • Staff report dated April 22, 2020
RECOMMENDATION 6 Page 42 - 109 That it be recommended to the Board of Directors, the staff report titled Greater Vernon Cultural Centre – Business Plan, dated April 22, 2020, be received for information; and further,
That, given the project as defined in the Greater Vernon Cultural Centre – Business Assessment and Planning Report, dated April 27, 2020, cannot achieve the project objectives within the conditions and assumptions as presented at the time of Greater Vernon Cultural Centre borrowing referendum, the project not move forward until the capital funding and the operational funding gaps are addressed.
5. Greater Vernon Athletics Park • Verbal update from General Manager, Community Services
6. Water Service to Eastside Road
FOR DISCUSSION
H. REPORTS
1. Chair's Report
2. Chief Administrative Officer's Report
I. MEMBER INQUIRIES
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Greater Vernon Advisory Committee Agenda May 6, 2020
J. RESOLUTION TO GO IN CAMERA
RECOMMENDATION 7 That the regular meeting of the Greater Vernon Advisory Committee convene In Camera to deal with matters deemed closed to the public in accordance with the following paragraphs of Section 90(1) of the Community Charter: (e) the acquisition, disposition or expropriation of land or improvements, if the council considers that disclosure could reasonably be expected to harm the interests of the municipality; (k) negotiations and related discussions respecting the proposed provision of a municipal service that are at their preliminary stages and that, in the view of the council, could reasonably be expected to harm the interests of the municipality if they were held in public.
K. ADJOURNMENT
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REGIONAL DISTRICT OF NORTH OKANAGAN GREATER VERNON ADVISORY COMMITTEE MEETING Wednesday, April 8, 2020 Boardroom - 9848 Aberdeen Road, Coldstream, BC
REGULAR MINUTES
Members: Director A. Mund City of Vernon Chair Director B. Fleming Electoral Area "B" Vice Chair Director J. Garlick District of Coldstream Director V. Cumming City of Vernon Alternate Director K. Fehr City of Vernon Alternate Director R. Hoyte District of Coldstream Director A. Shatzko Electoral Area “C” T. Osborn Agricultural Representative
Staff: D. Sewell Chief Administrative Officer S. Banmen General Manager, Finance Z. Marcolin General Manager, Utilities M. Fox General Manager, Community Services A. Gregerson Communications Officer *R. Bronswyk Kassa Manager, Financial Services C. Howkins Clerk, Corporate Services
Also Media and Public Present:
*Denotes presence for part of the meeting
CALL MEETING TO ORDER The meeting was called to order at 4:02 p.m.
APPROVAL OF AGENDA Greater Vernon Advisory Committee - April 8, 2020
Moved and seconded That the Agenda of the April 8, 2020 regular meeting of the Greater Vernon Advisory Committee be approved with the following addition:
• Item G.6 - COVID-19 Parks and Recreation Trails Update CARRIED
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Greater Vernon Advisory Committee - Regular April 8, 2020
ADOPTION OF MINUTES Greater Vernon Advisory Committee - March 11, 2020
Moved and seconded That the Minutes of the March 11, 2020 regular meeting of the Greater Vernon Advisory Committee be adopted as circulated. CARRIED
DELEGATIONS Greater Vernon Water - Water Allocation Purchase Application RAZA, T. [File No. 20-0159-COL-WAA] 9790 Springfield Road, Coldstream
No one was present to speak to the application.
NEW BUSINESS Bylaw 2861 - Greater Vernon Water Subdivision and Development Servicing Amendment
Moved and seconded That it be recommended to the Board of Directors, Greater Vernon Water Subdivision and Development Servicing Amendment Bylaw No. 2861, 2020 be given First, Second and Third Readings; and further,
That Greater Vernon Water Subdivision and Development Servicing Amendment Bylaw No. 2861, 2020 be Adopted. CARRIED
Greater Vernon Water - Water Allocation Purchase Application RAZA, T. [File No. 20-0159-COL-WAA] 9790 Springfield Road, Coldstream
Moved and seconded That it be recommended to the Board of Directors, the purchase of 2.0 hectares (ha) of water Allocation for the property located at 9790 Springfield Road, Coldstream, BC and legally described as Lot 9, Plan KAP548, District Lot 13, ODYD, Except Plan B5455, be denied. CARRIED
2020 Greater Vernon Trails & Natural Spaces Project Grant
Moved and seconded That it be recommended to the Board of Directors, funding from the Greater Vernon Trails & Natural Spaces Project Grant Program be awarded as outlined in the report titled 2020 Greater Trails & Natural Spaces Project Grant and dated April 8, 2020. CARRIED
Okanagan Rail Trail - Bank Sloughing Advisory
The General Manager, Community Services provided a verbal update regarding the Okanagan Rail Trail - Bank Sloughing Advisory.
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Greater Vernon Advisory Committee - Regular April 8, 2020
Interest on Late Payments for Greater Vernon Water Customers
Moved and seconded That it be recommended to the Board of Directors, the City of Vernon and District of Coldstream be permitted to determine their own strategies respecting potential relief from interest charges on late payments related to Greater Vernon Water quarterly bills; and further,
That the billing cycle for all utility bills within Electoral Areas be delayed for thirty (30) days for utility bills normally issued prior to August 2020. CARRIED
COVID-19 Parks and Recreation Trails Update
The Chief Administrative Officer provided a verbal update regarding the accessibility of parks and recreation trails during the COVID-19 pandemic.
Moved and seconded That it be recommended to the Board of Directors, staff be directed to notify the public that the Greater Vernon Athletics Park will be closed until further notice to address social distancing requirements during the COVID-19 pandemic; and further,
That additional measures be taken to put up barriers around the perimeter of the Greater Vernon Athletics Park. CARRIED Opposed: Directors Fleming and Cumming
REPORTS Chair's Report
The Chair spoke to the COVID-19 pandemic.
Chief Administrative Officer's Report
The Chief Administrative Officer spoke to the COVID-19 pandemic.
RESOLUTION TO GO IN CAMERA
Moved and seconded That the regular meeting of the Greater Vernon Advisory Committee convene In Camera to deal with matters deemed closed to the public in accordance with the following paragraphs of Section 90(1) of the Community Charter: (e) the acquisition, disposition or expropriation of land or improvements, if the council considers that disclosure could reasonably be expected to harm the interests of the municipality; (j) information that is prohibited, or information that if it were presented in a document would be prohibited, from disclosure under section 21 of the Freedom of Information and Protection of Privacy Act; (k) negotiations and related discussions respecting the proposed provision of a municipal service that are at their preliminary stages and that, in the view of the council, could reasonably be expected to harm the interests of the municipality if they were held in public. CARRIED
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Greater Vernon Advisory Committee - Regular April 8, 2020
The regular meeting of the Greater Vernon Advisory Committee adjourned to meet In Camera at 5:25 p.m.
The regular meeting of the Greater Vernon Advisory Committee reconvened at 6:20 p.m.
ADJOURNMENT There being no further business, the meeting adjourned at 6:20 p.m.
CERTIFIED CORRECT
Chair Chief Administrative Officer
Akbal Mund David Sewell
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THE CORPORATION OF THE CITY OF VERNON INTERNAL M E M O R A N D U M
TO: Akbal Mund, GVAC Chair FILE: 7700-01
PC: Will Pearce, CAO DATE: April 29, 2020 Patti Bridal, Deputy CAO, Dir. Corporate Services
FROM: Doug Ross, Director, Recreation Services
SUBJECT: Recreation Services - First Quarter Report
This quarterly report will be unique and one that hopefully will not need to be repeated again in the future. As the concerns regarding the COVID-19 virus increased in February and March, programs and attendance began to be impacted. With the declaration of a Provincial state of emergency and the direction from the Provincial Health Officer limiting gatherings to less than 50 people, all recreation facilities were closed as of March 19, 2020. With the closures, the valuable services that we offer to the Greater Vernon citizens had to be cancelled. The numbers for participation, bookings and revenue all reflect the impact that COVID-19 has had on Recreation Services in the first quarter.
With all that we are experiencing, this is a good time to remind the community why we do what we do at Recreation Services. The Recreation Master Plan identified that 73% of respondents to the controlled survey indicated that they strongly agreed that Recreation was a “must have” service while another 21% said they somewhat agreed. The results of the open online survey showed even stronger support with 84% of respondents indicating they strongly agreed while 13% said they somewhat agreed with the statement. Several other statements were strongly supported by the public including “recreation contributes to civic pride”, “recreation helps strengthen and bring the community together” and “recreation programs and services in the Greater Vernon area are important to my quality of life”.
The Plan also identified “Celebrating Successes”; suggesting that more be done to “record, share, and celebrate the ways in which recreation positively impacts the community”. Please accept the information in the accompanying PDF as it will show that we were off to a good start to the year. The staff at Recreation Services are looking forward providing our valuable service to the public again and improve quality of life through Recreation.
RECOMMENDATION:
THAT it be recommended to the Board of Director’s that the memo titled “Recreation Services – First Quarter Report” and the accompanying PDF, dated April 29, 2020 from the Director Recreation Services, be received for information purposes.
Respectfully submitted:
Doug Ross
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Recreation Services 2020 First Quarter Report January 1– March 31, 2020 Page 10 of 109
Through Recreation We Improve Quality of Life Greater Vernon Advisory Committee
Playschool Recreation Programs
Page 11 of 109 2020 156 participants
17 activities
2019 160 participants
17 activities Greater Vernon Advisory Committee
Child 5-12 yrs Recreation Programs After School Program 2020 43 Kids Page 12 of 109 10 weeks 2019 40 Kids 10 weeks Home Safe & Babysitting 2020 42 Kids Trained 2019 59 Kids Trained Greater Vernon Advisory Committee
Sports Recreation Programs
Volleyball League
Page 13 of 109 2020 108 teams 2019 117 teams Drop-in Shinny 2020 505 user visits 2019 560 user visits Drop-in Sports 2020 942 user visits 2019 953 user visits Greater Vernon Advisory Committee
Fitness Programs
2020 User Visits
Page 14 of 109 Fitness Land 3208 Fitness Water 2540 Fitness Weights 1054
2019 User Visits Fitness Land 2954 Fitness Water 2720 Fitness Weights 1035 Greater Vernon Advisory Committee
Photo credit: Calvin Owen Jones Photography Program Registrations January 1 – March 31, 2020 Page 15 of 109
2538 Registrations
1154 In Person Registrations
1384 Online Registrations (4% increase) Greater Vernon Advisory Committee
Recreation Services Facility Pass Sales January 1- March 31, 2020
677– Adult 171– Senior
Page 16 of 109 172– Aquatic Fitness 28– Youth (13-18yrs) 35– Child (7-12yrs) 8– Preschool (3-6yrs) 10– Family
1101 passes sold
Adult Pass Senior Pass Aquatic Fitness Pass Youth Pass Child Pass Preschool Pass Family Pass Greater Vernon Advisory Committee
Facility Booking Hours January 1-March 31, 2020
Page 17 of 109 1242.25 hrs Ice Bookings
1190.25 hrs Meeting Rooms 673 hrs Gymnasium Hours Greater Vernon Advisory Committee
Major Events January 1-March 31, 2020
Page 18 of 109 32 events 17 Sporting Events
11 Community Events
4 Private Events Greater Vernon Advisory Committee
Vernon Aquatic Centre Learn to Swim Participants Jan 6 – Mar 31, 2020 Page 19 of 109 1417 participants 0.5% increase from 2019
One instructor taught 170 students swimming and water safe skills this winter. Greater Vernon Advisory Committee
Vernon Aquatic Centre Drop In Participants Jan 1 – Mar 31, 2020 Page 20 of 109
33,747 user visits 34% decrease from 2019
The difference at the end of February was a 6% decrease. Greater Vernon Advisory Committee
Special Event Swims Jopo Swim Saturday Feb 8 165 Participants Page 21 of 109 Family Day Swim Monday Feb 17 381 Participants Spring Break Splash Saturday March 14 130 Participants Greater Vernon Advisory Committee
Adapted Aquatics 107 Participants
Page 22 of 109 40 in 1:1 AquaDapt Sessions 56 in SD22 Adapted Aquatics Program 7 in Aquapercept 4 Paraswim Athletes Greater Vernon Advisory Committee
Vernon Aquatic Centre Incident Response Jan 1– Mar 31, 2020 Page 23 of 109 Minor First Aid - 78 (e.g. nosebleeds and skinned knees) Water Rescue - 6 (e.g. deep water rescue, water inhalation) Major First Aid - 4 (e.g. chest pain, loss of consciousness) Greater Vernon Advisory Committee
Impact of COVID-19 January 1 – March 31, 2020 Page 24 of 109
7 Spring Break Activities Cancelled 560 10 Aquafit Class Cancelled 200+ 16 Sports Drop-ins Sessions Cancelled 260+ 22 Swimming Lesson Cancelled 1330 Potential Aquatic User Visits Impacted 11,493 Facility Bookings – Revenue Lost $146,750 Greater Vernon Advisory Committee
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Recreation Services 2020 First Quarter Report January 1– March 31, 2020 Page 26 of 109
Through Recreation We Improve Quality of Life Greater Vernon Advisory Committee
pt ~ REGIONAL W''ii DISTRICT STAFF rlll ~~=~~GAN REPORT
TO: Greater Vernon Advisory Committee File No: 4750.04.GreyCanal.02
FROM: Community Services Date: April 27, 2020
SUBJECT: Grey Canal Trail Connection - Galiano Road to Cypress Drive
RECOMMENDATION:
That it be recommended to the Board of Directors, the development of the Grey Canal Trail connection from Galiano Road to Cypress Drive for a total cost of $30,000 be approved; and further,
That the 2020 Fin ancial Plan be amended to include the project, funded from the Greater Vernon Trails and Natural Spaces (060) Operating Reserve.
SUMMARY:
The Grey Canal Trail has been identified as an important trail connection in the region. The Regional District of North Okanagan has been working with the Ministry of Transportation and Infrastructure to obtain a Right-of-Way that would allow the connection between Galiano Road and Cypress Drive (Attachment A). Staff have also recently obtained a permit to construct and maintain this section of the Trail. The Ministry of Transportation & Infrastructure has set at completion date of November 30, 2020 for the construction of this trail section, so staff are recommending approval of the development of this trail connection in 2020. This is one of the few trail connections left to complete on the Grey Canal Trail.
FINANCIAL/BUDGETARY CONSIDERATIONS:
The total length of the connection is approximately 600m at a cost of $30,000 funded from the Greater Vernon Trails & Natural Spaces (060) Operating Reserve.
As at December 31, 201 9, the 060 Operating Reserve was $1.36 million, with $512, 000 allocated within the 2020 Budget. The remaining unallocated balance is approxim ately $848,000.
Attachment A - Proposed trail connection from Galiano Road to Cypress Drive
Submitted by: Reviewed and endorsed by: AAff_U Andy Affleck Mike Fox 7 Parks & Trail Technician General Manager, Community Services
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Report to: Greater Vernon Advisory Committee File No. : 4750.04 From: Community Services Date: April 27, 2020 Re: Grey Canal Trail Connection - Galiano Road to Cypress Drive Page 2 of 2
. ( Approved for lnclus1 n: Reviewed and endorsed by: (
Davi Sewelf Chief Administrjltive Officer GenSte~~n ce
Page 28 of 109 Greater Vernon Advisory Committee ² Attachment A
To Boss Creek
Galiano Road
To Cypress Drive
Legend
Grey Canal Trail
1:6,000 Grey Canal Trail Road Connection
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STAFF REPORT
TO: Greater Vernon Advisory Committee File No: 4700.13.01
FROM: Community Services Date: April 27, 2020
SUBJECT: Greater Vernon Trails & Natural Spaces Project Grant Application
RECOMMENDATION:
That it be recommended to the Board of Directors, funding from the Greater Vernon Trails & Natural Spaces Project Grant Program be awarded as outlined in the report titled Greater Vernon Trails & Natural Spaces Project Grant Application and dated April 27, 2020.
SUMMARY:
During the 2020 intake for the Greater Vernon Trails & Natural Spaces Project Grant only one application was originally received and awarded to Friends of the Okanagan Rail Trail (FORT). Staff have since received a second application for funding from the North Okanagan Cycling Society (NOCS) after the application deadline.
The total 2020 program budget is $50,000, and $30,000 was awarded to FORT for trail, natural space and environmental improvements of KM 0 of the Okanagan Rail Trail. The application received from NOCS is eligible for funding as per the program guidelines outlined in RDNO Board Policy NO. BPOL 001 – Greater Vernon Trails & Natural Spaces Project Grant Policy.
DISCUSSION:
The application received by NOCS is being brought forward for the Committee’s consideration, with the application summary detailed as follows:
The purpose of the project is to formalize what will be Greater Vernon’s newest multi-use trail network within BX Ranchlands. Work to be completed with the funding includes: • Installation of initial trail signage and mapping of the area • Environmental Assessment (over trail areas) • Completion of trail improvements to existing trails and new trail connections to connect to the existing trails on crown land. It is estimated that 2km of trail construction would more efficiently open these trails to broader user groups.
Applicant Project Request Recommended Comments NOCS BX Ranchlands $15,000 $15,000 Recommended
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Report to: Greater Vernon Advisory Committee File No. : 4700.13. 01 From: Community Services Date: April 27, 2020 Re: Greater Vernon Trails & Natural Spaces Project Grant Page 2 of 2
While staff have provided a recommendation based on application review, which is guided by endorsed policy direction and priorities, it is understood that the Greater Vernon Advisory Committee may choose to make adjustments to th is recommendation. Staff also recommend that the RDNO not only work with NOCS, but with the full Greater Vernon Trails and Natural Spaces Group to make sure all points of view are considered. Staff would bring back the plan to GVAC for information once all parties are in agreement.
FINANCIAL/BUDGETARY CONSIDERATIONS:
Staff is recommending $15,000 in additional funding award for 2020. This would bring the total awarded funding through this program to $45,000. Any unspent funding will be free to use throughout the year for opportunities that arise and, if unallocated, will go into general reserves at the end of the year.
ATTACHMENTS:
Attachment A - NOCS Program Application - Received April 27, 2020
Submitted by: Reviewed and endorsed by:
Mike Fox · General Manager, Community Services General Manager, Finance
Approved for I ( ~
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Attachment A
2020 Greater Vernon Trails & Natural Spaces Project Grant Application
Application Deadline: February 28, 2020
Last updated: August 1, 2019
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2020 Greater Vernon Trails & Natural Spaces Project Grants
The Regional District of North Okanagan allocates annual grant funding to community organizations which intend to complete project based improvements on select Greater Vernon Trails & Natural Spaces for the benefit of Greater Vernon residents or the environment.
Eligible organizations need not be from parks & trails sector. Innovation and collaboration across sectors and interests is encouraged.
Project Grant funds may be requested for up to 50% of the total cost of a project. A total of $50,000 yearly in funding has been approved. An effort will be made to award funding to a number of projects from the predetermined funding allocation.
Please review the eligible uses for funding within this package for further information.
This funding support acknowledges that: • Valuable projects often need ‘seed money’ and support to get started • Trails & natural spaces build community connectedness and enjoyment; • Successful projects can be initiated by individual or collaborative groups whose primary mandates may be unrelated to trails & natural spaces; and • The work of community organizations and the availability of enjoyable trails & natural spaces contributes to Greater Vernon’s quality of life, identity and economy.
Note that these grants have a project focus. An organization’s operating costs are not eligible for funding.
PROJECT GRANT DEADLINE: February 28, 2020
Funding is intended to support project expenses during the calendar year beginning March 1, 2020.
For more information, contact:
Regional District of North Okanagan Keith Pinkoski, Manager, Parks [email protected] / 250-550-3658
Regional District of North Okanagan Project Grant Guidelines and Application ii
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2020 Regional District of North Okanagan Greater Vernon Trails & Natural Spaces Project Grant Application
Submission Deadline: February 28, 2020
Mail or deliver completed and signed application form, along with supporting materials by the deadline to:
Trails & Natural Spaces Project Grant Regional District of North Okanagan 9848 Aberdeen Road Coldstream, BC V1B 2K9
Applications will also be accepted by email at [email protected]
Declaration
Note: This declaration is to be signed by two signing officers of your organization.
I certify to the best of my knowledge that the information provided in this application is accurate, complete and endorsed by the group I represent. Information about an applicant’s operations is collected for the purpose of adjudicating the application and for administrative purposes. It is collected under the authority of the Local Government Act, Community Charter, and the Freedom of Information and Protection of Privacy Act.
Signature Title
Name (please print) Date
Signature Title
Name (please print) Date
For RDNO Staff Use Only Date/Time Complete Sent Adjudication Recommended Notification Payment Final Rec’d to Complete Amount Letter Sent Made Report CFO Rec’d
Regional District of North Okanagan Project Grant Guidelines and Application 1
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Applicant Information
Organization Name:
Address:
Phone: Fax:
Website: Email: Registered Non-Profit Society Society No.: Yes No Date of Incorporation:
Contact Name: Title:
Phone: Email:
Alternate Contact: Title:
Phone: Email:
Has your organization applied for a RDNO Grant in the past? New Applicant* Previous Applicant
The Regional District reserves the right to request additional background documents, such as a copy of the applicant organization’s constitution and bylaws, or evidence of good standing.
Grant Request
Total 2018 Project Grant Request: $______
Percentage of Total Project Budget: ______%
Please indicate the focus of your project (can select more than one):
Trail Natural Space Environmental Improvement Improvement Improvement
Regional District of North Okanagan Project Grant Guidelines and Application 2
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Project Description
1. Proposed Project Location: 2. Proposed Project Date: 3. Describe your project. What is the purpose or objective?
4. What makes it unique and innovative?
5. What is the primary target audience or user group?
6. Describe how this project complements other existing trails and natural spaces infrastructure in the community. (Projects may complement each other by linking with one another, building on and/or leveraging off of one another).
7. Describe how this project improves trails or natural spaces in the community.
8. Attach (separately) a brief timeline for your project, and any supporting material.
9. Is this a new project or expansion of an existing project? New Existing
Regional District of North Okanagan Project Grant Guidelines and Application 3
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Key Personnel and Partners
10. Who are the members of the project management team or organization representatives? What role will they play? What similar experience/related skills do they have?
11. Has your organization and/or members of the project management team successfully developed a project of similar magnitude to the one proposed? Please provide a brief description.
Regional District of North Okanagan Project Grant Guidelines and Application 4
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12. Outline the estimated number of volunteers needed to complete the project.
13. Describe any training that you will provide to the volunteers.
Planning and Financial Information
14. How will the grant money be spent in your project? Please be specific.
15. What other sources of project funding are you currently pursuing? Identify any groups, agencies, or businesses that you have approached as donors or sponsors for this project.
Regional District of North Okanagan Project Grant Guidelines and Application 5
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16. Please outline how this project will be continued in future years (how will it be sustainable). (Recipients of Project Grants may be able to re-apply for funding for the same project, if there is evidence of a growth trend. The project will not be eligible for a third year.)
17. If the amount requested as part of this application is not fully granted, how will you proceed differently with this project (e.g. seek more sources of alternate funding, cancel certain aspects of the program, run the project from a different venue, etc)?
18. If you have a deficit, what is your plan to address it?
19. Please identify any other challenges or issues facing the proposed project. Please describe how these risks will be mitigated and any contingency planning that your organization has done.
20. Complete the financial information form on the next page, or provide a more detailed Project income statement in your own format. Project financial statements must be separate from your organization’s operating financial statements.
Regional District of North Okanagan Project Grant Guidelines and Application 6
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Funds dispersed through a Regional District of North Okanagan Arts, Culture and Youth Project Grant must be spent by the end of the year awarded. If the funds are not spent, they must be returned. If you hare facing challenges carrying out your project, please contact the Regional District. Eligible Expenses Details Cash Expense In-Kind Donations (est. value) Project Management Fees Design, Production, fabrication and Installation Fees Volunteer recruitment, training and support Permits / Insurance Other: 1. Total Eligible Expense 2. Total Eligible In-Kind TOTAL PROJECT COST (Line 1 + 2 + 3)
Total Grant Request Total cash revenues from other $ sources Less total cash costs = Demonstrated financial need
Evaluation and reporting
21. How will you evaluate this project? How will you determine whether it has been successful?
22. As a condition of funding, grant recipients will be required to complete a follow-up report in a prescribed format for the RDNO, which should be submitted upon completion of the project or no later than December 31st of the funding year. Receipt of the final report is a precondition for consideration of an organization’s future grant applications, in any category. Your final report will be used in analysis of future grant applications.
See the Regional District website (www.rdno.ca/communitygrants) for the Final Report form.
Regional District of North Okanagan Project Grant Guidelines and Application 7
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Checklist
All Applicants
Complete application – Signed original, plus electronic copy
Financial Statements presented at last AGM
Planning and Activity schedule or timeline for project
Copies of construction quotes (where applicable)
Letters of support from community partners (letters from elected officials and/or local government staff will not be accepted)
Regional District of North Okanagan Project Grant Guidelines and Application 8
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STAFF REPORT
TO: Greater Vernon Advisory Committee File No: 4850.01.04.GVCC
FROM: Community Services Date: April 22, 2020
SUBJECT: Greater Vernon Cultural Centre – Business Plan
RECOMMENDATION:
That it be recommended to the Board of Directors, the staff report titled Greater Vernon Cultural Centre – Business Plan, dated April 22, 2020, be received for information; and further,
That, given the project as defined in the Greater Vernon Cultural Centre – Business Assessment and Planning Report, dated April 27, 2020, cannot achieve the project objectives within the conditions and assumptions as presented at the time of Greater Vernon Cultural Centre borrowing referendum, the project not move forward until the capital funding and the operational funding gaps are addressed.
SUMMARY:
Prior to moving forward it is critical that the RDNO is confident in the ability of the Greater Vernon Cultural Centre project to deliver upon both its capital objectives of effectiveness, successful funding and construction, and its operating objectives of increased programming, exhibitions and vibrancy.
Upon Board direction, RDNO retained a consulting team to develop a business plan and a fundraising feasibility study for the Greater Vernon Cultural Centre project. The purpose of this work was to confirm whether or not the Greater Vernon Cultural Centre project as proposed can achieve its objectives within the confines of the project conditions and assumptions presented to the public through communication during the referendum; specifically: 1. That the two primary initial tenants of the Greater Vernon Multi-Purpose Cultural Facility be the Vernon Public Art Gallery and the Greater Vernon Museum and Archives, but additional, flexible community space is integral to the project. 2. That the business plan(s) developed (for the Greater Vernon Cultural Centre) will not include any additional (RDNO) financial support to the Vernon Public Art Gallery (Art Gallery) or the Greater Vernon Museum & Archives (Museum). 3. That the capital funding strategy for the Greater Vernon Cultural Centre will include a $4 million contribution from fundraising, $6 million in grant funding, and $5 million in partnership contributions (in addition to the $25 million in borrowing). 4. That the building and site for the Greater Vernon Multi-Purpose Cultural Facility will be approximately 59,000 square feet with emphasis on the flexibility and reusability of space by multiple cultural organizations. 5. That the building occupancy costs (utilities / maintenance) related to the Greater Vernon Cultural Centre will result in an overall tax increase that is roughly equivalent to $1/resident.
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Report to: Greater Vernon Advisory Committee File No.: 4850.01.04.GVCC From: Community Services Date: April 22, 2020 Re: Greater Vernon Cultural Centre – Business Plan Page 2 of 11
With the Greater Vernon Cultural Centre Business Assessment and Planning Report (Attachment “A”) and supporting Fundraising Feasibility Study now complete, it has been determined that the project as proposed can not achieve its objectives without some adjustment to the assumptions and conditions presented at the time of referendum communications.
A summary of the findings has been provided in the discussion, followed by a detailed outline of the following options: A. Take a cautious step forward. B. Defer all project decisions until at least September 2020. C. Defer the project beyond 2021. D. Adjust the scale of the project. E. Adjust the scope of the project.
All options except Option C will require some adjustment to the assumptions / conditions provided during the referendum communications. The options are also not mutually exclusive, in that options A – C relate to project schedule, and D – E relate to project assumptions.
DISCUSSION:
As illustrated in the endorsed critical project path (figure 1), it is essential that the RDNO is confident in the success of both the construction and ensuing operations of the Cultural Centre before it proceeds to a public fundraising campaign and on to the detailed design and construction.
Figure 1 - Greater Vernon Cultural Centre - Project Critical Path
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Findings Compared to Initial Assumptions / Conditions:
1. Assumption: That the capital funding strategy for the Greater Vernon Cultural Centre will include a $4 million contribution from fundraising, $6 million in grant funding, and $5 million in partnership contributions (in addition to the $25 million in borrowing).
Finding: the Greater Vernon Cultural Centre Fundraising Feasibility Study (Attachment “B”) suggests that the total fundraising capacity for this project is $4 million.
While this confirms the feasibility of the fundraising target set in the capital funding strategy, it invalidates the assumption that additional endowment funds can be raised to offset operating shortfalls or reduce the borrowing total.
Through a review of comparable projects, a grant funding target of $6 to $11 million is thought to be reasonable, with any partnership contribution further reducing this target. However, it is not yet known how the current COVID-19 pandemic and ensuing economic impact will affect fundraising or infrastructure grant programs moving forward.
In addition to reviewing the capital funding strategy, a review of the initial conceptual design and costing was done, which identified some areas of risk for the total project cost. However, the review also identified practical options to manage this risk and total capital budget that would not compromise the ability of the facility to meet its endorsed objectives.
2. Assumption: That the building occupancy costs (utilities / maintenance) related to the Greater Vernon Cultural Centre will result in an overall tax increase that is roughly equivalent to $1/resident.
Finding: the financial projections developed as part of the business assessment suggest that the total Cultural Centre facility operating cost, excluding programming expenses, will be $585,000 (Table 1).
This total includes not only building maintenance and utilities, but also insurance, security, janitorial and grounds keeping; all of which benefit from coordination and use beyond the Museum and Art Gallery. It also includes a net revenue generated through the proposed presentation space.
Table 1 - Greater Vernon Cultural Centre – Summary of Projected Facility Operating Cost Impact, Greater Vernon Cultural Centre Business Assessment and Planning Requirements, April 2020 RDNO Contributions Facility Operations Forecast Summary YR 1 YR 2 YR 3 YR 4 YR 5
Identified Operating Contributions Current RDNO Facility Occupancy Costs 172,400 175,848 179,365 182,952 186,611 Net revenue contribution (Presentation Venue) 62,465 63,714 64,988 66,288 67,614 Tax Contribution ($1 per household) 60,000 61,200 62,424 63,672 64,946 Contributions (all) $ 294,865 $ 300,762 $ 306,777 $ 312,913 $ 319,171 Future Expenses Common Area Maintenance (CAM) $ 585,000 $ 596,700 $ 608,634 $ 620,807 $ 633,223
Additional Funding Requirement $ 290,135 $ 295,938 $ 301,857 $ 307,894 $ 314,052
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The RDNO currently budgets $172,400 per annum (estimated) for facility costs associated with the existing Art Gallery and Museum facilities within its cultural service.
This amount does not include the operating grant funding provided to the Art Gallery or Museum, nor does it reflect any current contribution to reserves or capital repair / replacement related to the older buildings. Costs associated with the presentation and common space would be considered new costs.
Given the current commitment of $172,400 for facility costs, combined with the additional $60,000 of committed funding ($1/resident) and the anticipated net revenue estimated from the presentation space, the total pre-committed funding available to operate the facility is $294,865.
This leaves an upset funding gap related to facility costs of $290,135.
Alternatives: There are several, reasonable adjustments that could be made to help close the funding gap related to facility expenses (listed in order of recommendation): (a) Reduce the proposed annual building maintenance budget from $150,000 to $50,000, in contemplation of the building being new and not requiring full funding levels for at least ten years (phase-in option confirmed through a review of Vernon and District Performing Arts Centre building maintenance budget history). (b) Phase-in full security/on-site service levels, which are currently costed at high-level service. Reduce the proposed budget of $125,000 by up to $50,000 (service could be supplemented through volunteer base as confirmed by trends at Vernon and District Performing Arts Centre). (c) Phase-in janitorial services, reducing the current budget of $75,000 by up to $25,000.
In addition to these adjustments, which have a combined total reduction potential of $175,000, there is an anticipated savings related to debt servicing costs (approximately $100,0001) that could be reallocated to fully close the funding gap without impacting the total requisition as brought forward in the referendum communication. These potential reductions to building maintenance total $275,000, however would have to be increased over time.
Finally, there are a couple of items that could impact the operating budget beyond what is mentioned above that are worth noting: • If building management is outsourced (rather than internally provided by RDNO) this would require an additional budget item that has not been included. • If landscape and grounds are deemed to be park or provided as part of a development, the annual estimate of $60,000 may be reduced. • If the presentation space operates at the high-end of its use projections, the building budget could see an increase of $40,000 - $50,000 of additional revenue that would help offset expense.
1 At the time of referendum, the annual debt servicing requirement was estimated to be $1,718,000; equating to an increase to taxation of $48/year per household.
The annual debt payment sensitivity range on $25 million over 20 years through the MFA is anticipated to be between $1,435,000 and $1,802,500, depending upon the interest rate achieved at the time of issue and the assumed investment return on the sinking fund. The more likely annual debt payment is $1,610,000. Thus, the more likely scenario will be approximately $108,000 per year less than originally estimated at the time of referendum.
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3. Assumption: That the business plan(s) developed (for the Greater Vernon Cultural Centre) will not include any additional (RDNO) financial support to the Art Gallery or the Museum & Archives.
Finding: the operational budgets of the Art Gallery and the Museum have been based on the assumption that the building maintenance expenses are paid directly by the RDNO.
Based on this assumption, along with a rigorous assessment of realistic revenue and expense projections for both the Art Gallery and the Museum, it is estimated that there is a total program funding gap of roughly $160,000 (Table 2).
Table 2 – Greater Vernon Cultural Centre Operating / Programming Funding Gap, Greater Vernon Cultural Centre Business Assessment and Planning Requirements, April 2020
Tenant Budgets Gap Assessment YR 1 YR 2 YR 3 YR 4 YR 5 Current Operating Grants GVMA 211,000 215,220 219,524 223,915 228,393 VPAG $ 206,500 $ 210,630 $ 214,843 $ 219,139 $ 223,522 Current Funding Level $ 417,500 $ 425,850 $ 434,367 $ 443,054 $ 451,915 Gap Assessment GVMA 70,163 73,013 75,520 78,091 80,728 VPAG 91,186 94,337 98,924 103,625 108,442 Funding Gap 161,350 167,350 174,445 181,717 189,170
Alternatives: given that the fundraising feasibility study does not suggest additional fundraising capacity beyond the $4 million capital target, generating an adequate endowment to realize interest revenue is not attainable.
While an increase in operating grant funding could be phased-in, a significant reduction (>20%) may increase the risk of securing target revenues (which already carry a 20% risk factor) and / or compromise the ability to deliver on the project objective and community’s expectation of increased programming and vibrancy; for these reasons, a reduction to the funding gap is not recommended. It is also recommended that the organizations be tasked with minimizing the risk.
To inform the Committee’s consideration and discussion around any operating grant increase, it will be helpful to note that an increase of $73,300 is equivalent to 1.0% tax increase for the overall Greater Vernon Parks, Recreation and Culture services.
Consequently, to generate the required $160,000 to close the program funding gap would require a 2.2% increase on the overall tax requisition. To provide further context, the 2020 tax base growth within Greater Vernon was 2.0%.
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OPTIONS:
Since the time this project was initiated, the COVID-19 pandemic has created a high degree of economic uncertainty and will require a period of economic recovery of a duration yet to be determined.
This new condition warrants reflection on potential impacts and opportunities on the Greater Vernon Cultural Centre project, including: • The ability to achieve the $4 million fundraising target within the required timeline. • Partnership opportunities becoming limited over the short-term as economy and development recovers. • Senior level grant funding may be scarcer or, equally as likely, more readily available as the Provincial and Federal governments invest in infrastructure projects to kick start the economic recovery process (focus of and levels of future infrastructure investment yet to be determined). • The impact on arts and culture consumption trends due to the concern related to large gatherings.
Given the current uncertainty, it may be prudent to move slowly forward until such time as the period of economic recovery begins and the impact on the capital funding strategy can be fully understood.
On review of the business assessment and in consideration of the current economic uncertainty, the following options have been provided to help inform the Committee’s consideration of next steps.
These options are not necessarily mutually exclusive and all options but Option C would require some adjustments to the assumptions and conditions presented at the time of referendum.
A. Take a Cautious Step Forward
This approach would require that the RDNO was willing to consider funding the gap for programming, which would conflict with the assumptions communicated during the referendum.
This option would also assume some risk related to service-level phase-in of building expenses as outlined above.
However, if the Committee was to agree to the risk and assumption adjustments above, it could choose to take steps to prepare for infrastructure grant funding opportunities and a future fundraising campaign, including: • Initiating the discussion with the City of Vernon to secure the land. • Budget for undertaking conceptual / schematic design to refine cost estimate and support grant applications. • Developing a fundraising risk mitigation strategy and subsequent fundraising campaign strategy (to be undertaken by community stakeholder).
Taking a step forward would put the RDNO at an advantage for securing infrastructure funding for this project through anticipated funding programs that are rolled out to initiate economic recovery following the COVID-19 pandemic.
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It would also have the benefit of serving as a catalyst to community renewal and investment coming out of the pandemic, resulting in jobs related to planning and construction as well as low interest and construction rates.
A risk to this option is that, once the pandemic has passed, the ensuing impacts are significant enough to create challenges with the funding capacity required for operational costs, or challenges in achieving the capital fundraising goals.
To reduce the risk of this option, the Committee could agree to continue to seek grants for the project, but not move forward with any additional financial investment to planning. This alteration would have the additional risk of not generating the necessary project momentum to be confident in borrowing for the project prior to the expiry of the borrowing window.
B. Defer Project Decisions until at Least September 2020
This approach would defer all decisions related to project funding and planning with the hope that the COVID-19 pandemic restrictions would be over by the fall.
Deferring decisions in the short term would help reduce the project risk by allowing for a more fulsome understanding of the pandemic-related impacts on the project (financial, cultural consumption trend, etc.); however, it has the added risk of jeopardizing access to grant funding that may become available early on in the post-pandemic recovery period.
The delay may also impact the ability to generate the required project momentum to be confident in its success prior to the sunset of the authorized borrowing window (October 2023).
C. Defer Project Beyond 2021
This approach would defer all decisions related to project funding and planning indefinitely.
Indefinite deferral would eliminate the potential risks of moving forward with the project during the current uncertain conditions, however it would result in the expiry of the borrowing window for the referendum-approved $25 million contribution and require renewal of elector assent in the future (through referendum).
This option offers the greatest financial risk mitigation and acknowledges that the assumptions at the time of the referendum can not be met, however it may have the resulting impact of forfeiting infrastructure funding that is available post-pandemic, and/or frustrate the electorate that supported the borrowing for this project (60% approval).
D. Adjust the Scale of the Project
The Business Assessment and Planning Study outlines several options for practical adjustments to the project. These include further refinement of the value design (reducing overall size) at the time of schematic design, and adjustments to some elements of the project.
It is important to note adjustment to the facility size, if substantive, would be outside of the assumptions communicated during the referendum (square footage of 59,000 ft. sq.), however some additional reductions may be done without significantly impacting the programmatic objectives of the facility.
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Any scale adjustments may also impact the projected program revenue, and the projections would need to be updated.
Upon review of the business assessment and in consultation with the project stakeholders, it has been confirmed that there may be opportunities to reduce the scale of the project in the following areas:
• A reduction of the presentation space
The size (area and seats) of the presentation space proposed in the Business Assessment was increased from the initial design as a result of the development of its strategic plan and a community gap analysis (4% - 10% increase of total net area, from 70 – 200 seats when including ancillary spaces).
While a larger venue is recommended as outlined in the business assessment, this space could be reduced to its original size and still address some of the identified community gap and project objective. While this would reduce the capital and operating costs, the impact on revenue offset would need to be reassessed.
This option is strongly discouraged by the Business Assessment and Planning document and consultant due to the reduction in the community value of the space.
• Leave the archives in its current location and reduce from project
The archives have costly infrastructure requirements (fire vault and shelving), which are already well accommodated at its current location. They also serve as a municipal service, holding all of the City of Vernon’s records that are archived by legislation.
The archives can reasonably operate independently from the museum and remain in its current location. While it would likely require an increase in space in the future, this could be addressed at a later time and within its current location.
Additional steps could also be explored for aligning the archives services with the City of Vernon municipal service, reducing operational costs of the GVCC.
• Global reduction of building size
In recognition of both the capital and operating funding gap, the stakeholders have acknowledged the need to consider a further reduction to the facility size.
Currently both the museum and gallery are increasing their allocated space by an average of 25% but will also have the opportunity to access the common space (lobby, etc.) as well as the presentation venue for their programming.
A global reduction at the time of schematic design of 5% could be easily achieved and a 10% reduction could be realized. A reduction beyond 10% would begin to compromise the objectives of the project.
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E. Adjust the Scope of the Project
In order to significantly reduce the project (to be closer to the 25 million borrowing range in total), the project scope and objectives would need to be extensively altered, likely eliminating one or more of the proposed purposes, being Art Gallery, Museum and Presentation Space.
An elimination of one or more of the elements would require a significant change to the assumptions that were communicated at the time of referendum and could arguably be outside of the legal authority for borrowing if the scope change is significant enough. For these reasons this option is not recommended.
While there are several options that have been presented for consideration, the Committee may also propose additional variations that can be discussed. As noted earlier, the options are also not mutually exclusive as they relate to both project parameters and timing.
Prior to finalizing any decision, it is recommended that staff bring back a more detailed report on the option of interest.
BACKGROUND:
The Regional District of North Okanagan (RDNO), and specifically the Greater Vernon Cultural Service as established by Greater Vernon Cultural Service Establishment Bylaw No. 2785, 2018, has been planning for a new Cultural Facility consistent with the direction provided within the Greater Vernon Cultural Plan (RDNO, 2016).
To date the RDNO, with the guidance of a professional architecture firm and the cooperation of community stakeholders, has developed a high-level functional plan for the Cultural Facility in order to establish an initial construction cost estimate that would enable a borrowing referendum to be held in conjunction with the 2018 local general elections.
The construction cost estimates were in 2020 dollars, and based on a gross square footage of 58,000, a footprint of 27,000 square feet located on the undeveloped Vernon Block (2910 32nd Ave.), and initial occupancy by the Vernon Public Art Gallery (Art Gallery), Greater Vernon Museum and Archives (Museum & Archives), and flexible community workshop and presentation space. With this information the RDNO proceeded to referendum in October 2018, resulting in 60% of voters in favour of the RDNO borrowing up to $25 million for the purposes of “…financing a portion of the monies required for the acquisition of lands and construction of a new Multi-Purpose Cultural Facility” (RDNO, 2018).
At a Board of Directors meetings held on March 20, 2019 and April 3, 2019, the following project assumptions and directives were confirmed through resolution, as recommended by the Greater Vernon Advisory Committee: • The objectives of the Greater Vernon Multi-Purpose Cultural Facility project recognize the importance of operating, capital construction and partnership success. • That both the building and site location be considered in the operational vibrancy and functionality of the Greater Vernon Multi-Purpose Cultural Facility. • The two primary initial tenants of the Greater Vernon Multi-Purpose Cultural Facility be the Vernon Public Art Gallery and the Greater Vernon Museum and Archives. • Additional building space will be identified as it is an integral component of the Greater Vernon Multi-Purpose Cultural Facility development process.
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• The currently projected building and site for the Greater Vernon Multi-Purpose Cultural Facility is approximately 59,000 square feet with emphasis on the flexibility and reusability of space by multiple cultural organizations. • The development of a detailed project timeline for the Greater Vernon Multi-Purpose Cultural Facility will be dependent on pending development of an operating business plan. • That the business plans developed will not include any additional financial support to the Vernon Public Art Gallery or the Greater Vernon Museum & Archives. Subsequently, staff were directed to develop a business plan for the Cultural Facility (hereon in referred to as Cultural Centre) as outlined on the Greater Vernon Cultural Centre Critical Path document below, testing the ability of the project to build a successful business case while complying with all of the assumptions and directives.
LEGAL/STATUTORY AUTHORITY:
Greater Vernon Cultural Service Establishment Bylaw No. 2785, 2018 This bylaw establishes a service that is limited to: a) the provision of planning and administrative support for cultural services in the service area; b) the acquisition, disposition, operation and maintenance of, and borrowing for, land, facilities and cultural assets for the purposes of cultural programming in the service area; and, c) the provision of grants in relation to cultural facilities, programming or projects.
Greater Vernon Multi-Purpose Cultural Facility Loan Authorization Bylaw No. 2786, 2018 This bylaw authorizes the RDNO to borrow up to $25 million to facilitate a portion of the funding required for the acquisition of lands and construction of the Greater Vernon Multi-Purpose Cultural Facility, with repayment of the debt over a twenty (20) year term.
Elector assent was achieved through referendum as part of the general local elections, providing the authority to borrow up to $25 million for the purposes of constructing a multi-purpose cultural facility.
While this authority has a limit of five years within which the monies must be borrowed, if the RDNO is confident that the project will proceed, the funding can be borrowed and held in an account to fund the project after the five year borrowing window, however it will be from this point in time that the RDNO will start incurring interest and principal payments.
EXISTING POLICY:
Greater Vernon Cultural Plan, 2016
COMMUNICATIONS CONSIDERATIONS:
Rising from the Committee’s discussion and ensuing decisions, communications should go out to the public on next steps.
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• Attachment "A"
GREATER VERNON CULTURAL CENTRE Business Assessment and Planning Requirements
Abstract A business assessment and planning document based on information and feedback provided by the GVCC Steering Team and information and research by Colliers Project Leaders, Diamond Schmitt Architects, and Global Philanthropic.
Colliers Project Leaders / Advisory Services 4/27/2020
890783.01-0085 (1.0)
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Attachment "A" CONTENTS Introduction ...... 3 About this Document ...... 3 Vision and Mission ...... 3 Background ...... 4 Market Trends ...... 5 Design and Programming ...... 5 Local Demographics ...... 6 Tourist Activities ...... 7 Consumption of Arts and Culture ...... 7 Market Demand ...... 8 Utilization...... 8 Use of Admission Fees ...... 9 The Presentation Venue ...... 9 Other Considerations ...... 12 Recommendations based on Market Research & Analysis ...... 13 Capital Resource Review ...... 14 Resource Identification ...... 14 Risk and Gap Assessment ...... 14 Recommendations based on Capital Resource Review ...... 17 Advancing to Shovel Ready ...... 18 Operational Resources Review ...... 19 Resources Identification ...... 19 Key Considerations ...... 19 Financial Forecast Summary ...... 20 Operating Budget Risk and Gap Assessment ...... 21 Recommendations – based on Operational Resource Review ...... 22 Project Governance ...... 24 Learnings ...... 24 Risk Management: Quality, Cost and Time ...... 25 Budgets and Budget Responsibility ...... 25 Operational Governance ...... 26 Tenant Relationship Structure ...... 26
1
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Lease ...... Attachment "A" 27 Appendix A – Project Charter ...... 28 Appendix B: Working Committee ...... 33 Appendix C – Environmental Scan, Attendance ...... 34 Appendix D – Windsor Comparative ...... 35 Appendix E – Interviews ...... 36 Appendix F - Environmental Scan, Performace Venues ...... 38 Appendix G - Fundraising Study Summary ...... 39 Appendix H – Programming, Diamond Schmitt ...... 42 Appendix I – Class D Budget ...... 45 Appendix J – Gross Floor Area Cost Assessment ...... 46 APPENDIX K – Comparative Assessment ...... 47 Appendix L – GVMA 5 year forecast ...... 49 Appendix M – VPAG 5 year forecast ...... 50 Appendix N – Gift Shop 5 year forecast ...... 51 Appendix O – Presentation Venue 5 year forecast ...... 52 Appendix P – Building Occupancy Contributions...... 53 Appendix Q – RACI ...... 54
2
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Introduction Attachment "A"
About this Document This document summarizes current matters pertaining to the proposed development and operations of the Greater Vernon Cultural Centre (‘GVCC’ or ‘the Project’).
A third-party review assessment as well as additional research and planning was requested by the Regional District of North Okanagan (RDNO) to Colliers Project Leaders | Advisory Services examining the following for the Project:
• market research and analysis, including experiences, learning and considerations of similar projects, operations and of the industry; • visitor projections; • use and requirements of the Presentation Venue; • the proposed capital budget; • operational budget requirements; and, • considerations for governance. In conjunction with the development of this summary report, additional work was conducted with Diamond Schmitt Architects for further refinement of facility programming to inform the building gross area and budget, and Global Philanthropic on the fundraising feasibility within the region for project capital and potential for development of an endowment fund for future operations. Vision and Mission The Working Committee established to following Vision and Mission Statements:
VISION The Greater Vernon Cultural Centre will become the arts and cultural heart of the downtown: bringing together diverse community members, increasing the vibrancy of the streetscape, and providing a catalyst for downtown development and revitalization.
MISSION The PROJECT OBJECTIVES established by the GVCC Steering Committee are:
1. The GVCC enables the delivery of critically acclaimed arts and cultural services to become an arts and cultural hub / destination 2. GVCC strengthens the regions artistic and cultural vibrancy 3. GVCC functions as a cultural catalyst in the region 4. GVCC enables the protection of the community’s heritage 5. The GVCC achieves and maintains a successful and sustainable operation model Please see Appendix A – Project Charter for further information
3
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Background Attachment "A" A key objective of the GVCC is to create a dynamic new museum1 attraction in the heart of Greater Vernon. Primary requirements defining the GVCC include co-location of the Greater Vernon Museum and Archives (GVMA) and Vernon Public Art Gallery (VPAG), plus integration of a new 200 seat mixed- use Presentation Venue.
Objectives of the project also recognize that the GVCC will act as an economic and social stimulus for the Greater Vernon area. Investment decisions will have offsetting benefits beyond the specific cost and revenues measured in the analysis of the Project itself.
Prior to this report, preliminary site assessment reviews were completed, test fit studies conducted on the preferred location, and preliminary programming was established that resulted in the development of a Class D construction estimate. With this information, a total project budget of $40 million was set, and the Project taken to the electors of North Okanagan. The ensuing approved referendum provides the RDNO with the authority to borrow up to $25 million for the Project; grants, fundraising and other partnership opportunities were identified as the sources to make up the remaining $15 million required.
Early contemplation of a program-related operating shortfall identified the potential of endowment fund revenues to help offset future operating costs. The target endowment fund explored was $3M. It was also assumed there would no material changes in operating costs for the GVMA, VPAG, and that the Presentation Venue was of scale <100 seats.
While the Project has significant momentum, material issues exist relating to both capital and operational planning that required further exploration to ensure alignment of resources and operational governance. A working committee was established to further examine facility requirements that inform the capital budget, and operational requirements that inform the overall facility operating budget.
See Appendix B – Working Committee - for committee representatives
1 For this report the term ‘Museum’ means a building which ‘historical, scientific, artistic, or cultural interest are stored and exhibited.’ And in the context of the GVCC, means all elements comprising the facility, including the GVMA, VPAG and the Presentation Venue 4
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Market Trends Attachment "A"
Museums are held in high regard in public opinion, however like all forms of education and entertainment, museums are subject to industry trends and reinvestment is required at regular intervals to remain relevant and attract and retain their audience. When successful, museums instill local pride and attract visitors. When museums fail to remain current, public support dwindles and they lose their place within the community.
Successful museums are a destination for local residents and visitors and provide:
• Cultural identification • High sense of purpose driving a strong volunteer community • Educational support • Entertainment Design and Programming To ensure the success of the GVCC, the project must respond to design and programming trends.
MUSEUM DESIGN TRENDS2:
Trends Working Committee Response 1. The Museum as artwork and • Architecture remains priority attractor • Design under review to incorporate outdoor area and other programming requirements
2. Greater emphasis on retail and • Retail to be combined restaurant components • Limited food service for events / use of catering • Downtown location provides ability to leverage local restaurants in the area 3. An after hour venue – incorporation • Scale and typology under review (see this report) of ‘Great Hall’ for events 4. Flexible Gallery Space • Future consideration with GVMA VPAG designs, use of common space under review
5. More Outdoor Art and Landscaping • Revision of plans to include courtyard/plaza
6. Hardwiring for Technology • Budgetary consideration under review
7. Parking / Transportation friendly • Considerations for drop-off zones • Underground parking not included in facility program • Location selection includes considerations for proximity to available surface parking
Figure 1 Current trends in Museum Design and the GVCC
2 https://www.bdcnetwork.com/7-new-trends-museum-design http://designdisplay.com/new-trends-museum-design/ 5
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MUSEUM PROGRAMMING TRENDS3 Attachment "A" Trends Working Committee Response 1. Pop-ups for community outreach • Future consideration for GVMA, VPAG • Not within scope of ‘the project’ 2. Collaborative community • Recommended consideration for GVMA, VPAG on individual experiences, shared history is exhibition space designs unique and distinguishes the community, connect emotionally 3. Adapting programming based on • Consideration for GVMA, VPAG, GVMA and VPAG to align current trends build requirements to programming and budget. 4. Augmented reality, engage the • Design considerations to be reviewed by GVMA, VPAG senses, not gadgets • Multi-purpose design considerations to be reviewed • Future project stage – design development 5. Embracing a start-up mindset to • Consideration for GVMA, VPAG drive innovation and change • Not within scope of ‘the project’ 6. Shift from ‘classroom’ to ‘creation’ • ‘Classroom space’ is incorporated, programming of use of space within mandate of GVMA and VPAG 7. Creative aging and volunteer support • Future consideration for GVMA, VPAG • Not within scope of ‘the project’ Figure 2 Current trends in Museum Programming and the GVCC Local Demographics While the regional population information confirms that Vernon has and will continue to experience population growth, the GVCC will be most directly impacted by the local population specific to the Greater Vernon area.
Focus for local demographics and programming by age category are: • <25 Primary connection for participation in education programs, primary, secondary and post-secondary • 25 - 45 Primary connection is participation through family programs • 45 - 60 Primary connection is through adult education programs, social events and volunteering • 60+ Primary Connection is through social events and volunteering
Local museum visitation is strongest between ages 35 and 60 and declines rapidly in later years.4 Education is the strongest pattern in local arts participation.5
3 https://medium.com/museum-tech-trends/top-10-museum-trends-in-2019-3c5582ed8253 https://coolerinsights.com/2012/05/7-trends-for-the-museum-of-the-future/ http://www.admtwo.com/current-trends-museum-exhibits/ https://museumplanner.org/category/future-of-museums/ 4 Museum Visitorship and Demographic Change, Office of Policy & Analysis, Smithsonian Institution https://www.si.edu/Content/opanda/docs/Rpts2006/06.08.ChangingFaces.Final.pdf 5 Demographic Patterns in Canadians’ Arts Participation in 2016 https://hillstrategies.com/resource/demographic- patterns-in-canadians-arts-participation-in-2016/ 6
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Tourist Activities Attachment "A" Destination British Columba6 identified that overnight and same day tourist travels to the Thompson Okanagan region accounted for a traveller volume of 8.4 million visits (in 2014), with overnight visits accounting for 44% of the visits. Almost one fifth (20%) of visitors rated arts and cultural activities as 'important' or 'very important' motivators in their decision to return to the Okanagan Valley.
BC Residents Other Canadians US Residents Other International 1 Beach Beach Park Visitation Park Visitation 2 Hiking / backpacking Boating Historic site Wildlife viewing 3 Camping Hiking / backpacking Wildlife viewing Historic site 4 Boating Park Visitation Museum or art gallery Museum or art gallery 5 Park Visitation Camping Hiking / backpacking Hiking / backpacking Figure 3 Top Trip Activities for Overnight Travellers (2014) Consumption of Arts and Culture The growing population in the Greater Vernon area, coupled with growing tourism, indicate that there is a high potential for arts consumption. The market area for the arts, depending on the individual event or program being presented, may extend to Kelowna, West Kelowna and the smaller communities to the north and east of Vernon. By attracting a variety of artists, programs and exhibitions, the cultural offering will become broader and generate access to a larger audience in surrounding communities.
Figure 4 Demographic groups with different arts attendance rates (excluding movie theatres)7
6 Regional Tourism Profile Thompson Okanagan (May 2017), Destination British Columbia. https://www.destinationbc.ca/content/uploads/2018/05/Thompson-Okanagan-Regional-Tourism-Profile_2017.pdf October 17, 2019 7Demographic Patterns in Canadians’ arts participation in 2016, Hill Strategies Research https://hillstrategies.com/resource/demographic-patterns-in-canadians-arts-participation-in-2016/ 7
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Market Demand Attachment "A"
Utilization Based on the local demographics, trends, and a number of projection methodologies and comparisons, the total projected visitation to the GVCC is estimated to be between 44,500 and 60,000 per year.8
As shown in figure 5, when contrasting the current art gallery and museum visits to the average projected art gallery and museum visits at GVCC it is anticipated that visitation will realize an increase of 32% compared to the visitation experienced in their current venues.
Individual Venues Current - 20199 GVCC Projected GVMA 6,789 VPAG 14,295 Subtotal 21,084 28,000 (+32%) Presentation Venue1 17,000 - 32,000 Total 45,000 - 60,000 Figure 5 Current and Projected Attendance Figures
GVCC Suggested Base Facility Visits Analysis Methods to Museum and Art Gallery Demographics and Tourism Assessment 41,810 Lord Cultural Resources Study (adjusted)10 31,616 General Statistical Assessment 26,690 Combined Existing Visit Total 21,084 Environmental Scan 17,947 Average (yr3) 28,00011 (rounded) Figure 6 Projected Average Facility Visits (Museum and Art Gallery Only) at Stabilization
Due to the opportunity for a visitor to attend both the museum and art gallery when at the GVCC, the total audience impact is estimated to have a 65% increase, with visits to the art gallery and museum venues estimated at 42,000 per year (allowing for double-counting on combined visit).
See Appendix C - Environmental Scan, Attendance for more information See Appendix D - Windsor Comparative for more information
8 45,000 – base visitor projections, including presentation venue initial booking estimates at 30%/75% occupancy. 60,000 includes adjustment of presentation venue adjusted to 56% utilization/85% occupancy (similar to VDPAC) 9 Estimated on visits as of September 2019 10 A previous study conducted by Lord Cultural Resources for this project projected combined admissions will stabilize at 60,000 per year. The organization conducted a similar study on the combined Windsor Museum and Art Gallery in Windsor Ontario. Based on their experience after opening, the projections for the GVCC were adjusted accordingly. 11 Not including the impact of classroom programming of the VPAG or GVMA 8
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Use of Admission Fees Attachment "A" By for-profit standards museums are illogical, in that they have a business model where costs far exceed their revenues. However, while admission fee revenue will not likely achieve cost-recovery of the service, it can represent a barometer of the product’s success.
Prevailing (and contradicting) arguments regarding admission fees:
a. Free admission will ensure cost is not a barrier for those of limited means. Utilization of a donations system can make up the revenue difference. b. Whereas, admission fees define value: visitors may feel that “something that has no price, has no value.” Admission fees contribute to operational sustainability of a valuable product/service. As summarized above, the supporting information regarding use of entrance fees at museums is inconsistent. Numerous museums, large and small, both charge and do not charge or in some cases blend both positions.
Currently the GVMA and VPAG do not charge for entry but utilize a door donations model. The GVCC revenue model used in this report proposes an admission fee structure, set at affordable levels in conjunction with opportunities for fee-based programs and no-cost access options.
Visitor Category Joint Admission Single Venue Admission Adult / Senior $ 15.00 $ 10.00 Family $ 25.00 $ 20.00 Student / Youth $ 10.00 $ 7.50 Figure 7 Proposed Attendance Admission Schedule
Projections of revenue from basic attendance may provide over $200,000 per annum in additional revenues; in comparison, current revenues from a donation box are negligible.
While an admission model has been used in this document and was developed in consultation with VPAG and GVMA, it has not been formally endorsed by either organization.
The Presentation Venue Utilizing the initial estimate of the Working Committee, the Presentation Venue will draw an estimated 17,00012 persons per year and may generate a small profit without reliance on operational funding grants.
The inclusion of the Presentation Venue at the proposed scale of 200 seats is highly recommended as a key factor to the overall success of the GVCC, a catalyst for the vibrancy of the building and audience development, and as a social contributor to the community.
12 114 events at 150 persons per event = 17,000 (rounded) (75% of capacity). The estimate is considered conservative as VDPAC booking rates are higher. 9
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ENVIRONMENTAL SCAN Attachment "A" As a result of an environmental scan conducted on all facilities in the market area, two themes emerged:
1. There is a clear market gap for a 200-seat venue designed for theatre, cultural events and presentations. 2. Existing venues at or near this target size have one or more of the following limitations: they are operating at capacity, they are not of quality to attract events, or they have restricted use for faith-based reasons. All trend research indicates inclusion of a presentation or performance space is intrinsic to the success of a cultural centre. It cultivates new audiences and is a complimentary draw to the resident organizations encouraging attendees to visit resident cultural attractions.
ATTENDANCE
Estimated use of the Presentation Space is shown in Figure 5. Assuming an annual maintenance shutdown similar to Vernon and District Performing Arts Centre (VDPAC) today, the initial use is projected at 57% of availability for weekends based on one event per day. Inclusive of weekdays, projected bookings represent 31% of available days.
Assuming the Working Committee projections are conservative when comparing to VDPAC, the venue may attract up to 32,000 visits per year. It is not unreasonable to consider a booking target similar to VDPAC with 56% weekday/weekend bookings13.
EVENTS Source Use LOCAL VDPAC VPAG GVMA Attendance Pro-Active Presenter shows 30+/- 4,500 Road-House Rental Shows 50+/- 7,500 Film Programs Presenter Shows 4 600 Community14 Rental Program 18+/- 2,700 Corporate Rental Program 12+/- 1,800 Attendance Total 17,000 (rounded) Figure 8 Estimated Event Rentals
CHARGES AND REVENUES
The suggested rental rates utilized to assess the sustainability of the presentation venue are based on average rates of two similar scale not-for-profit facilities in BC: The Shadbolt Centre Studio Theatre in Burnaby BC, and the Annex Theatre in Vancouver BC. These comparisons are reasonable, as theatre rates are not market driven.
13 56% booking target inclusive of 85% seating capacity utilized per booking (170 visitations) 14 No specific basis for Community/Corporate use, internal estimate only 10
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Attachment "A"
Weekend Ticket Daily Rate Labour Rental Category Rate Surcharges Mon – Thurs Charge Fri - Sun (same as VDPAC) Internal Rate (VPAG/GVMA) $ 506 $ 674 $ 605 $ 5.70 PAC Event Rate $ 778 $ 1,038 $ 605 $ 5.70 General Use / Corporate Rate $ 778 $ 1,038 $ 605 $ 5.70 Community Rate $ 506 $ 674 $ 605 $ 5.70 Figure 9 Suggested Facility Rental Rates
Based on 110 events per year, and accounting for common area maintenance charges, overhead and administration, the average operating cost per show is $880.00. This does not include its proportionate share of the carrying cost of capital required for its construction.
Utilizing the suggested rental rates and rental targets, the Presentation Venue could generate an estimated surplus of approximately $60,000 per year based on Working Committee booking projections
VDPAC is currently conducting a more comprehensive market survey on rental rates that can be used to refine this projection in the future. PRESENTATION VENUE DESIGN AND OPERATIONS
Where cultural demand exists, it is common to see small community-oriented venues in the 200 to 250 seat capacity. A smaller scale (100 – 150 seats) may be appropriate for local events, however a 200 to 250 seat capacity venue will not only attract roadshows that currently bypass the Vernon area, but it will also allow for a profitable margin on each event and required less operational subsidy.
From an arts consumption perspective, roadshow type performances, such as live theatre and pop music, are very popular (see Figure 7), and it is expected that this trend will hold true in Greater Vernon.
Figure 10 Arts Attendance (Percentage of Canadians 15 years or older attending least once in 2016), Statistics Canada, 2016 11
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Intrinsic to the venue success will be the relationship between management of programmingAttachment and venue "A" design. With thoughtful design and active programming, there is ample opportunity to increase venue utilization and visitor draw from the current projection.
While the Working Committee generally identified cultural opportunity for the Presentation Venue, the GVMA and VPAG do not have programming experience nor strong programming concepts in place for its venue management. The VDPAC identified target markets and provided market projections for rental shows and roadhouse opportunities (Figure 8) that would be complimentary (not competitive) to their current venue.
% Market Subject Matter Expertise Target Market Event Type Demand (Programmer) Artistic (dance/choral etc.) 21% VPAG, Other/Community Rental Program Live Theatre/Comedy 27% VDPAC Presenter Show, Roadhouse Pop / music shows 28% VDPAC, Other/community Presenter Show, Roadhouse Classical / Choral 11% Other/community Rental Program VPAG, GVMA, Presenter, Rental Program Cultural event 13% Other/community Figure 11 Market Demand of Target Markets for Presentation Venue
Based on VDPAC projections, 55% of their probable bookings would be derived from presenter shows and roadhouse events (Figure 8). Such events would primarily focus on live theatre/ comedy and pop music shows therefore the facility design should satisfy the operator of these event typologies first and foremost.
Other Considerations • Novelty of the new facility will be higher in the first two years and then stabilize. • Tourism visits are forecasted to contribute to the majority of base admission visits. • Local and day trip visits would contribute to the majority of Presentation Venue visits. • With increased visitation, there is a multiplier effect within the local vicinity for other business’ revenue generation (economic impact). • The GVCC could potentially be a catalyst for other businesses to develop in the area, increasing the tax base.
Please see Appendix E – Interviews for recommendations and feedback for the GVCC to guide capital development and operations. Please see Appendix F – Environmental Scan, Performance Venues for local presentation centres
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Recommendations based on Market Research & AnalysisAttachment "A" 1. It is recommended that the GVCC include an admission revenue model as evidence is inconsistent to the argument that entrance fees not be charged. Further, as explored in the Operational Resources section, the projected revenues of admission are material and may play a key role in achieving the objective of operational sustainability. If the Working Committee finds practical revenue alternatives this position could be re- considered. 2. It is recommended that VDPAC be responsible for orienting the design development of the presentation venue. 3. It is recommended that RDNO further explore the opportunity with VDPAC to act as the operator of the presentation venue. RDNO may choose to investigate the market further and contract out the management of the venue, however alternates to VDPAC are not yet identified. 4. It is recommend that the GVCC adhere to design trends outlined in Market Trends - Design & Programming
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Capital Resource Review Attachment "A"
Resource Identification The Project identified a maximum capital construction cost of $38.5 million (2018 dollars) and a land purchase contingency budget of $1.5 million15. The funding strategy, shown in figure 12, was tested through a combination of research and interviews.
Source Value Assessment Debt Financing $ 25,000,000 Referendum value Fundraising (global report) $ 4,000,000 Global Philanthropic Federal / Provincial / Partnership $ 11,000,000 Grant value received by Contributions Thunder Bay Gallery $ 40,000,000
Figure 12 Identified or targeted sources of capital
Testing these targeted values through a review by Global Philanthropic on fundraising potential, and the recent success by a similar project in Thunder Bay through current grant funding programs, the funding strategy is considered achievable.
The Global Philanthropic research indicated a maximum of $4 million could be raised through directed fundraising efforts. This conclusion was the result of research and interviews with 20 potential donors.
Specific partnership contributors are not as easily identified. Comparative research suggests (the Thunder Bay Gallery experience) the Project could access up to $11.5 million through the Canada Cultural Spaces Fund (CCSF).16 17 18 The CCSF annual grant and contribution budget is $54 million, available for the period 2018-2028. Recognizing the substantial nature of such a grant request from a singular public resource, it will take time and resources to achieve success.
See Appendix G - Fundraising Study Summary for more information Risk and Gap Assessment FINANCING ASSESSMENT (UPDATE)
Requested by Colliers Project Leaders, the RDNO Finance department updated the debt sensitivity analysis taking into account changes in the financial market and impacts to long term assumptions.
15 RDNO Report to the Greater Vernon Advisory Committee File No. 700.13 June 14 2017 16 Thunder Bay Art Gallery receives $11.5M federal government funding for relocation https://www.cbc.ca/news/canada/thunder-bay/thunder-bay-art-gallery-1.4750021 17 Canada Cultural Spaces Fund https://www.canada.ca/en/canadian-heritage/services/funding/cultural-spaces-fund.html 18 Example only. It is not part of this report mandate to conduct an environmental scan of all current resources available 14
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At the time of the referendum, the annual debt payment was estimated to be $1,718,000,Attachment which "A" equated to an increase to taxation of $48/year per household. Based on the debt sensitivity analysis, the table below shows the range of possible debt servicing payments relative to the referenced estimate in the referendum communication.
Interest Rate Annual Debt Cost / Annual Debt Cost / Household Scenario Payment Household Payment Worst Case $ 1,802,500 $ 49 $ 84,500 $ 1 Best Case $ 1,435,000 $ 39 - $ 238,000 - $ 9 More Likely Case $ 1,610,000 $ 44 - $ 108,000 - $ 4 Figure 13 Interest Rate Scenarios and Impact Assessment
The annual debt payment sensitivity range on $25 million over 20 years through the MFA is anticipated to be between $1,435,000 and $1,802,500, depending upon the interest rate achieved at the time of issue and the assumed investment return on the sinking fund. The more likely annual debt payment is $1,610,000. Thus, the more likely scenario will be approximately $108,000 per year less than originally estimated at the time of referendum.
PROGRAMMING ASSESSMENT
Diamond Schmitt’s updated report projected a net floor area increase of 3% primarily due to associated requirements of the Presentation Venue expansion from 70 seats to 200 seats. Adjusting for contingent impacts – circulation space, washrooms, etc. the overall outcome is an increase of 6% in area requirements. Additional adjustments to the gross-up were also recommended if the Project were to be designed over three versus two stories.
Response: The Working Committee believes these impacts are manageable and can realign the Project to fit the original gross area estimate through the following actions19:
1. Land area –Ensure land area accommodates a two-story structure. Preliminary discussions with Vernon land planners suggest the identified land area could be modified. 2. General Programming – Enforce a 5% reduction in tenant space programming (excluding the Presentation Venue). This approach has been successful in other projects. 3. Common Area – Current building gross up recommends 40% to 50% square footage for a two- story building. Targeted 40% gross up (original proposal) provides alignment. 4. Archives – Does not necessarily have to be co-located with the museum. Relocate the Archives (existing location or other) and reduce building scale accordingly. See Appendix H - Diamond Schmitt Programming for more information
CAPITAL BUDGET RISKS
A comparative budget exercise to current projects was conducted by Colliers Project Leaders examining completeness, quality expectations (judged by construction cost PSF), and contingencies.
19 Recommendations are in procedural order to align building gross area to original estimate. 15
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Identified areas to be managed within the budget structure include: Attachment "A" 1. Quality Expectations - (5% - 40%)20 2. Contingencies - Current budget provides a 10% contingency based off the hard construction cost estimate. A high level gap analysis suggests a 5% gap in the budget completeness. While early budgetary gaps are not uncommon, it demonstrates a larger contingency should be carried with a Class D estimate. 3. Parking – Parking is excluded from the building program (and the budget) Response:
1. It is recommended within a Class D estimate a 20% contingency be carried for projects of low complexity up to 30% for those of high complexity.21 2. While the quality expectations are not clearly defined at this stage of development, there are many examples where both clients and designers lose control of the budget early on, through focusing on quality only. In part, this is what a larger contingency allowance will help manage as the design solidifies, and by the time the project advances to tender, a reasonable contingency still remains. 3. Underground and surface parking has been intentionally excluded from programming in response to development requirement discussions with the City of Vernon. Parking has a material impact in building construction and, if introduced at a later date, will require a significant increase to the capital budget. See Appendix I - Class D Budget for additional information See Appendix J - Gross Floor Area Cost Assessment for additional Information See Appendix K – Comparative Cost Assessment for additional information
20 5% is average difference to GVCC budget of comparable assessed, 40% represents difference for hard cost construction to Thunder Bay Gallery, the highest cost comparable project and the most direct comparable. See Appendix L for further information 21 Guide to Predictability in Construction, Joint Federal Government / Industry Cost Predictability Taskforce https://www.cca- acc.com/wp-content/uploads/2016/07/GuideCostPredictability.pdf 16
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Recommendations based on Capital Resource Review Attachment "A" Assuming the capital budget will not be adjusted upward, programming and budget risks identified can be managed utilizing one of the two approaches (or a combination thereof) outlined throughout the planning stage:
OPTION 1 OPTION 2 ‘Aggressive Risk Reduction’ ‘Ongoing Risk Assessment’ Driver: Cost Expectation Driver: Functional Expectation Programming: Programming: . Reduced building scale . Building scale remains as set by original target . No change in PSF base . Acceptance of current PSF budget . No increase in contingency allowance Budget Budget . Increase contingency to 20% allowance . Acceptance of Current Budget Benefits Benefits . Meets current cost expectation . Meets current cost expectation . Addresses probable risk to current budget . Attempts to address programming expectation . Early stakeholder alignment on management to quality. Key Risks Risks . Stakeholders not able to achieve program . Budget expansion or projects cuts may be reduction requirements required in future. . Expectations for quality and programming are more difficult to manage during the process and diminishing value of decision may result. Risk Management Risk Management . More aggressive program tightening and . General program tightening (items 1 -3) consideration for removal of Archives . Create clear understanding on the quality (items 1 through 4) expectations relative to budget. . Early stage-gate to be set with Working . Clear expectations set for future architect Committee to reduce area requirements election with programming provided. . Secondary test fit plan recommended on site utilizing two story model . Clear expectation set for future architect selection with programming provided. Targets Targets . Gross Area 53,000 sq ft . Gross 58,000 sq ft Area . Cost PSF 726 PSF . Cost PSF 633 PSF . Budget $38.5 M . Budget* $38.5 M Figure 14 Capital Management Options
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Advancing to Shovel Ready Attachment "A" While there are associated risks, they can be managed as the Project advances through the pre- construction stage. Targets can be set for fundraising and securing funding contributions. To continue advancing the Project initial support through debt financing, or through current RDNO cash flows is required. Approximately 70% of project soft costs are associated with up-front design and engineering. If RDNO approves advancing this Project to a point where it is ready for public tender or ‘Shovel Ready’, a $2.5 million budget is recommended meet this next milestone22.
22Based on the current Class D budget. If a larger construction budget is approved, the soft cost estimate should be adjusted accordingly. 18
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Operational Resources Review Attachment "A"
Resources Identification Through consultation with the RDNO, VPAG, GVMA, VDPAC, and representation from community arts groups, a review of each organization’s historical performance and comparative research, the operating budgets that have been developed are predicated on the following assumptions:
1. Current operating grants would not increase but keep pace with inflation (2%). 2. Additional contributions for building operational requirements would be, in part, funded through taxation at a rate of $1 per year per resident (approximately $60,000 per year23). 3. All revenue opportunities, including senior level grant funding, sponsorship, fundraising, admission and fee revenue will be realistically maximized and reflected. 4. Remaining funding requirements for operations will be provided through the development of endowment funds. 5. New costs for base building operations (Common Area Maintenance or “CAM” charges) are assumed to be accepted as RDNO funding commitment. Key Considerations With input from the Working Committee, the following key factors were assessed to support the development of the operational budget:
1. Staffing Assessment a. On-site facility management b. Additional GVMA, VPAG, and Presentation Venue staffing to meet programming and revenue projections c. Adjustments to current wages and salaries to align with industry standards24 2. General Operational Costs a. Costs associated with GVMA and VPAG general operations and programming b. Common operating maintenance (CAM / building occupancy costs) c. Facility maintenance reserve funds (indirect costs) 3. Sources of Revenue a. Endowment funding (Global Philanthropic) b. Third party generated revenue (other grants) c. Fundraising / sponsorship d. Programming revenue e. Admissions, ticket sales and memberships
23 Inclusive of contribution from commercial/industrial tax base 24 Operational Budget Report, Catherine Cole and Associates, Nov 25, 2013 19
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Financial Forecast Summary Attachment "A" RDNO Contributions Facility Operations Forecast Summary YR 1 YR 2 YR 3 YR 4 YR 5
Identified Operating Contributions Current RDNO Facility Occupancy Costs 172,400 175,848 179,365 182,952 186,611 Net revenue contribution (Presentation Venue) 62,465 63,714 64,988 66,288 67,614 Tax Contribution ($1 per household) 60,000 61,200 62,424 63,672 64,946 Contributions (all) $ 294,865 $ 300,762 $ 306,777 $ 312,913 $ 319,171 Future Expenses Common Area Maintenance (CAM) $ 585,000 $ 596,700 $ 608,634 $ 620,807 $ 633,223
Additional Funding Requirement $ 290,135 $ 295,938 $ 301,857 $ 307,894 $ 314,052
Tenant Budgets Gap Assessment YR 1 YR 2 YR 3 YR 4 YR 5 Current Operating Grants GVMA 211,000 215,220 219,524 223,915 228,393 VPAG $ 206,500 $ 210,630 $ 214,843 $ 219,139 $ 223,522 Current Funding Level $ 417,500 $ 425,850 $ 434,367 $ 443,054 $ 451,915
Gap Assessment GVMA 70,163 73,013 75,520 78,091 80,728 VPAG 91,186 94,337 98,924 103,625 108,442 Funding Gap 161,350 167,350 174,445 181,717 189,170
Summary (Facility Operations and Tenant Operating YR 1 YR 2 YR 3 YR 4 YR 5 Facility Operations (Current RDNO funding) $ 294,865 $ 300,762 $ 306,777 $ 312,913 $ 319,171 Tenant Grants (Current RDNO funding) $ 417,500 $ 425,850 $ 434,367 $ 443,054 $ 451,915 $ 712,365 $ 726,612 $ 741,144 $ 755,967 $ 771,087 Facility Operations (New RDNO Contribution assumed) $ 585,000 $ 596,700 $ 608,634 $ 620,807 $ 633,223 Tenant Grants (existing & funding gap) $ 578,850 $ 593,200 $ 608,812 $ 624,771 $ 641,085 $ 1,163,850 $ 1,189,900 $ 1,217,446 $ 1,245,578 $ 1,274,308 Additional Funding for Facility Operations, (estimated at $290,000 YR1) include charges for grounds maintenance (may be removed if park or developer provided), janitorial, and security / onsite services.
For further information, please see: Appendix L – GVMA, 5 year forecast Appendix M – VPAG 5 year forecast Appendix N – Gift Shop 5 year forecast Appendix O – Presentation Venue 5 year forecast Appendix P – Building Occupancy Contributions
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Operating Budget Risk and Gap Assessment Attachment "A"
After maximizing revenues in a tested and defendable way, and using the assumptions outlined previously, the VPAG operating budget results in an annual shortfall of $91,000 and the GVMA results in an annual shortfall of $70,000.
This forecasting indicates a clear reliance and need for a robust endowment fund to make up such shortfalls in absence of additional RDNO grant subsidy.
Endowment Fund Interest generated
Requirement annually at 2% CAM Future Expenses $ 585,000 $ 29,250,000 $ 295,000 GVMA and VPAG Gap $ 160,000 $ 8,000,000 $ 160,000 Assessment $ 645,000 $ 37,250,000 $ 645,000 Figure 15 Endowment Funding Requirement for Total Operating Budget Gap
KEY ISSUES
1. Endowment Funds - Accepted as a gap issue • The original budget aspired a total campaign target of $7 million ($4 million capital + $3 million endowment).
• The Global Philanthropic research study found a maximum of $4 million could be raised through fundraising efforts. Capital development had greater appeal to potential donors. The remaining $3 million that was tested for an endowment fund has been excluded as a contributing revenue.
2. GVMA and VPAG Venue Operations a. Labour • increased staff to operate a larger center and deliver more programming • change in remuneration to align with industry b. Operations • Increased budget for programming and promotion
3. GVMA and VPAG Revenue Projections A probability assessment was conducted with both GVMA VPAG reviewing the associated risk with both developing and achieving projected revenue streams. Revenue streams are comprised of admissions, public funding, fundraising and programming.
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Attachment "A"
GVMA VPAG Average Admissions and Memberships 53 % 30% 46.5% Public Funding Programs 45 % 63% 54% Fundraising Events 1 % 7% 3.5% Program Revenues 1 % 1 % 1%
Figure 16 Risk Assessment by Revenue Source
Probable revenue at risk is assessed at 20% of total projections. The VPAG expressed greater risk associated to their programming and other revenue resources than that expressed by the GVMA. • Admission and Memberships: concern identified centered on introducing admissions fees. • Public Funding Programs: continuance or access to current programs is identified as a key risk. 4. Presentation Venue Operations At the projected 110 shows a year, the Presentation Venue is sustainable and generates a modest operational surplus of $62,000 per year. This forecast is conservative, and the Venue is underutilized, therefore maximizing rental opportunities will materially contribute to the sustainability of the GVCC. An additional 50 shows per year has the potential of generating $35 - $45,000 in additional rental fees.25
5. Facility Management It is assumed that the requirements for building management are absorbed by RDNO. If additional third party service are required for its management, total costs may be increased to account for related fees and profit. Recommendations – based on Operational Resource Review A financial gap exists for the proposed operations, due to:
a. limitations of fundraising for both the Project and an endowment fund at the same time; and, b. additional operating costs of the VPAG and GVMA to meet programming expectations To address this gap, RDNO have the following options:
1. Reallocation of anticipated debt financing contribution - the option to re-assign contribution dollars aimed at servicing future capital debt to support operating expenditures. Based on the financing assessment update, there is a potential savings of $108,000 per year relative to the original debt servicing cost estimates at the time of referendum (see Capital Resources Review – Financing Update). 2. Increase to GVMA and VPAG operating grants – accept the increase of $160,000 required by GVMA and VPAG for GVCC program management, however VPAG and GVMA remain
25 Dependent upon rental mix (community vs commercial rates, weekdays vs weekends) 22
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responsible for managing any additional shortfalls associated with risks from otherAttachment funding "A" sources of the organizations (see Risk and Gap Assessment, Key Issue 3). 3. Endowment – recognizing that the capacity to generate additional endowment funding through fundraising is not available at this time, but that the development of endowments may be possible in the future, phase in the endowment targets.
Funding gaps have been estimated using research and rigorous testing, however there are several key areas that may impact the funding gap that should be acknowledged:
• Given the additional capacity for booking events, the Presentation Venue and comparative performance of VDPAC, may exceed bookings and revenue projections further offsetting operating expenditures.
• Building maintenance (CAM) costs have included grounds maintenance, security and janitorial. Depending on service responsibility and level decisions, these items could be reduced or even eliminated from the budget.
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Project Governance Attachment "A"
Learnings The following observations are based on interviews with similar cultural organizations, and best practices with respect to governance of capital projects:
1. Set-up a. Insure all tangible objectives are defined; separate all objectives that do not fit into the budget parameters and remove or address through a separate budget. 2. Executive Oversight a. Establish Senior Administrative/Executive strength and credibility to avoid committee biases relative to objectives. b. Clearly communicate executive decisions to the cultural community even if decisions are unpopular. c. Define and inform stakeholders through shared interest and influence26 3. Steering Committee a. Clearly identify parameters of influence and decisions for tenants (museum, art gallery, etc.) as each group prefers autonomy. b. Groups want to influence aspects for which they are not necessarily accountable throughout Project duration or upon completion. Clearly state parameters of decision making and influence to avoid unproductive debate. 4. Third Party a. Leverage Expertise - ensure design review is being performed by personnel with both technical knowledge and understanding of the functional and programming requirements of the different tenant entities. b. Integrate an owners’ representative / project manager early on to ensure transparency, guide and document the process. 5. Construction a. Assess the risk of various procurement models at an early stage (bid/design-build, design/build and design/bid build) before advancing the project.27 See Appendix E - Interview Summary for more information
26 Standard stakeholder management based on level of influence and level of interest (Keep Informed – Keep satisfied/consulted – collaborate closely) 27 Cautionary note by one interviewee whereby the design-build process lead to overruns, however it is noted that overruns may be due to lack of process and controls. 24
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Risk Management: Quality, Cost and Time Attachment "A" The Working Committee’s primary objective is quality. The second objective expressed is time, feeling the Project should be advancing faster. All projects have three primary drivers: Quality, Time and Cost.
Quality: Given the Working Committee has little influence over time and focus is quality, balance must be within project governance and controls for time and cost issues:
Responsibility for Time: Inclusion of an experienced project manager responsible for schedule, but an influencer on the balance between cost and quality when required.
Responsibility for Cost: Inclusion of Senior Administrative/Executive responsible for cost, but an influencer on the balance between quality and time when required. Budgets and Budget Responsibility Given the Project’s different development requirements that have different levels of interest and influence with the stakeholders, it is recommended the following budget envelopes be established: • Base Building • Common Areas - ‘shared services’ • VPAG - ‘tenant improvement allowance’ • GVMA – ‘tenant improvement allowance’ • Presentation Venue ‘tenant improvement allowance' Once each envelope is established, management of each budget should remain independent of the other.
STRUCTURE
The suggested reporting and responsibility structure below is based on RACI principles. The structure breaks out the development into a series of projects, aligning governance and reporting with budget responsibility a described above.
Figure 17 Proposed Governance Structure for Project Development 25
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Operational Governance Attachment "A"
Three service categories define facilities operations that must be addressed. While the categories are not cut and dry and do not specifically match the objectives of the tenancies, they do provide a simplified framework for governance and related roles and responsibilities.
Area of Governance Service Definition Facilities Services - Day to day requirements Facilities Operations - Taking care of the asset Facilities Management - Policies, controls and planning
Figure 18 Operational Governance and Deliverables
The VPAG and GVMA expressed a strong requirement for autonomy related to their operations within the GVCC, including day to day operations of their tenancies and the ability to control decisions related to the facility.
Tenant Relationship Structure A landlord-tenant model was developed with the inclusion of a facility governance board to address key issues between stakeholders.
Figure 19 Operational Governance Model
Please see Appendix Q - RACI for roles and responsibilities Working Committee exercise results
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Lease Attachment "A" Consistent with other RDNO third party agreements, a gross lease approach is recommended.
As there are multiple ‘tenancies,’ RDNO remains responsible for the general building operations. This is inconsistent with RDNO’s current policies, however all other community leases are based on one tenant per facility.
Options for consideration:
a) RDNO Direct Management b) Managed Services Agreement (Market) c) Assignment Management responsibility to one of the key stakeholders It should be noted that assigning management of the overall facility to GVMA or VPAG may introduce challenges with ensuring high-quality service within their mandates.
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REGIONAL DISTRICT OF NORTH OKANAGAN TRAVEL AND EXPENSE CLAIM
TRIP INFORMATION Employee name: Location: Purpose of travel:
Travel starts: Date Time
Travel ends: Date Time
EXPENSE CLAIM EXPENSE TYPE GL CODE GST TOTAL
Airfare:
Mileage: kms @ $ 0.55 per km Taxi, ferry, highway toll, parking, internet connection:
Hotel nights @ / night:
Meals (see page 2 for per diem/meal limits): Registration fees, textbooks and course materials: Other (specify):
TOTAL CLAIM $ $
CERTIFICATION
I hereby certify that this expense claim is true and accurate, and has been prepared in accordance with RDNO policy.
Claimant signature: Date: Authorized by: Date:
INSTRUCTIONS 1. Attach all relevant backup and receipts to this expense claim. 2. Ensure GST is extrapolated from all mileage, per diems, parking, meals etc. 3. Attach a copy of your approved Authorization form to this expense claim form, and submit to Accounts Payable for expense reimbursement. 4. Attach travel comparatives, if applicable. Pursuant to policy, the claim for reimbursement shall be adjusted downwards to match the form of transportation with the lowest cost where one elects to travel by a more expensive form of transportation. 5. Please specify if you travelled with other RDNO staff or elected officials, or if you shared expenses.
Form revision date: December 1, 2019
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Travel and Expense Claim Page 2 of 2
PER DIEM – for travel of more than 1 day and requiring overnight stay
• A per diem of up to $65 per day, without receipts, will be paid to cover all meals, gratuities, personal telephone calls, and other incidental costs • Day of departure/day of return prorated – 50% prior to 2:00pm and 50% after 2:00pm • No adjustment required for meals provided by event
MEAL LIMITS – for travel of 1 day or less
• For travel not requiring an overnight stay, meals will be reimbursed up to the meal limits set out below. • A full receipt with GST amount and GST registration from the restaurant must accompany any credit card or debit card receipt. Reimbursements will not include alcoholic beverages.
Breakfast $20 Lunch $25 Dinner $45
REFERENCES:
BPOL-003 – Travel and Expense Policy
Form revision date: December 1, 2019
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Appendix A – Project Charter Attachment "B" 890783-0065 (4.0) December 3, 2019
1.0 PURPOSE
This Project Charter defines the purpose, vision, objectives, intent and opportunities of the Greater Vernon Cultural Centre (GVCC) facility.
2.0 VISION
. The Greater Vernon Cultural Centre is the arts and cultural heart of the downtown: bringing together diverse community members, increasing the vibrancy of the streetscape, and providing a catalyst for downtown development and revitalization. 3.0 PROJECT OBJECTIVES & SUCCESS METRICS
Project Objectives Success Metrics 1 GVCC enables the delivery of Services critically acclaimed arts and • VPAG, GVMA and the Presentation Venue becomes a cultural services to become an destination of choice for the community, art and arts and cultural hub / museum exhibitions, travelling performances, and destination community gatherings (i.e. programming quality and opportunity increases) • VPAG, GVMA and the Presentation Venue achieves a high number of booking days. Programming reflects a diverse range of events • GVCC will enable more yearly exhibits, programs and presentation, and be able to accommodate multiple community uses • Overall facility utilization is above regional average Critically acclaimed • VPAG, GVMA and the Presentation Venue are recognition received by peers • Receipt of architectural, exhibition and operation awards • VPAG, GVMA and the Presentation Venue becomes the institution of choice for grants, and philanthropic donations (i.e. increasing donations over time) • GVCC will enable VPAG, GVMA to become a designated organization that meets the best practices associated with their service, and level of service goals.
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2 GVCC strengthens the regions • VPAG, GVMA and the Presentation VenueAttachment reflect an "B" artistic and cultural vibrancy increasing level of diversity in size, type, and variety of programming and bookings • VPAG and GVMA visitors and memberships increase year over year • Visitors represent a broad demographic • Increased number of visitors make use of the broad offering of the GVCC instead of visiting only one entity. • Number of new cultural organizations using the cultural centre.
3 GVCC functions as a cultural • GVCC enables an increasing level of activity and catalyst in the region programming for existing and emerging cultural groups • An increase in cultural economic development can be measured, • The downtown core, and neighbouring sites redevelop in a manner that positions the surrounding area to emerge as an arts and cultural district (i.e. increased visitors, redevelopment, supporting cultural programs and facilities)
4 GVCC enables the protection of • GVCC retains the cultural and historical records of the the community’s heritage Greater Vernon region • Heritage, museum and art collections are protected from the risk of damage according to CCI guidelines • Reduction in the number and significance of damage and maintenance issues
5 GVCC achieves and maintains a • VPAG’s operating and capital requirements are met successful and sustainable • GVMA’s operating and capital requirements are met operating model. • Presentation Venue’s operating and capital requirements are met • RDNO’s operating and capital requirements are met
4.0 SCOPE MANAGEMENT
In Scope
The following provides the overview of project scope for the GVCC (GVCC Referendum Brochure):
. Key tenants of the facility will be − Vernon Public Art Gallery (VPAG); − Greater Vernon Museum and Archives (GVMA); and 29
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− An auditorium-style Presentation Venue will offer a venue to house lectures,Attachment presentations "B" and serve as an entertainment venue.
. The facility will: − Be used by many cultural and community organizations; − Provide classrooms, meeting rooms and spaces to meet and to create; and − Be designed to be flexible and adaptable to accommodate many community uses. Out of Scope
The following components are not in scope of the project:
. Increased tenancy beyond those identified;
5.0 TIME MANAGEMENT
The Project Schedule milestones are listed below:
Milestone Scheduled Date Phase 1 Planning July 2019 – May 2020 June 2020 – December Phase 2 Development 2023 June 2023 – December Phase 3 Implementation 2023 Open to the public December 2023
6.0 COST MANAGEMENT
The GVCC project has a total project estimate of $40 million (in 2020 dollars), which includes construction, equipment, land and offsite costs (GVCC Referendum Brochure).
The proposed project would be funded through a combination of borrowing, grants, fundraising and donations. As a result of the October 20, 2018 Greater Vernon referendum, voters decided to:
. support borrowing up to $25 million for the purpose of constructing a new multi-purpose cultural centre in downtown Vernon; and
. establish a cultural service under which to operate the cultural facility.
7.0 STAKEHOLDER MANAGEMENT
A high-level list of the key internal and external stakeholders is summarized in the table below.
Name / Organization Interest Greater Vernon Advisory • Achieve the referendum expectations of providing a new multi- Committee (GVAC) purpose cultural centre in downtown Vernon 30
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• Strengthen the cultural opportunities in the regionAttachment "B"
• Achieve the intent identified in the approved referendum Regional District of North • Enable organizational and capital stability of the VPAG and Okanagan (RDNO) GVMA • Facilitate continued downtown development
• VPAG operating and capital requirements are met Vernon Public Art Gallery • Maintain organizational autonomy (VPAG) • Benefit from collaboration, and collocation
• GVMA operating and capital requirements are met Greater Vernon Museum and • Maintain organizational autonomy Archives (GVMA) • Benefit from collaboration, and collocation
• Ability to access, use and participate in the cultural centre Cultural community • Expanded variety of exhibitions, programs and presentations
• Ability to access, use and participate in the cultural centre Residents • Expanded variety of exhibitions, programs and presentations • Bring community together, provides spaces to meet and create
• Ability to access, use and participate in the cultural centre • Expanded variety of exhibitions, programs and presentations Visitors • Provide additional activities to encourage additional overnight days.
8.0 HUMAN RESOURCES MANAGEMENT
The development of the GVCC is currently proceeding under the direction of the GVCC Steering Team. A list of key Steering Team members and their roles are provided in the table below.
Person Role Responsibilities Chair / Steering Tannis Nelson • Represent the interests of the RDNO Team Member Steering Team Michael Fox • Represent the interests of the RDNO Member Steering Team Dauna Kennedy • Represent the interests of the VPAG Member Steering Team Steve Fleck • Represent the interests of the GVMA Member
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Steering Team • General member, represent the interestsAttachment of "B" Gale Woodhouse Member the Arts Council of the North Okanagan Steering Committee • General member, represent the interests of Jim Harding Member the Vernon & District Performing Arts Centre. Steering Team Scott Pickles • Strategic Advisor to the GVCC Steering Team Member
9.0 COMMUNICATIONS MANAGEMENT
The GVCC Steering Team will provide the GVAC with regular updates and engaged with the identified stakeholders as per the RDNO’s communication plan.
Throughout the planning, development and implementation phases the GVCC Steering Team will be engaging consultants and participating in / receiving regular project updates, progress reports, executive summaries and status updated.
10.0 RISK MANAGEMENT
The GVCC Steering Team Planning will oversee a Risk Register for this project that will identify and manage potential risks that may impact this project. The Risk Register will be monitored monthly at project team meetings. Any emerging risks that could be realized and/or have the biggest potential impact on the project will be discussed at the GVCC Steering Team meetings.
11.0 QUALITY MANAGEMENT
All documents created and maintained by the Project Manager will be managed using Colliers’ ISO 9001:2015 Quality Management System throughout the project. All deliverables generated by the Project Manager will be identified, released and traceable to personnel and organizations. The Project Plan, Master Project Schedule, Cost Tracking Log, and Risk Register documents will be managed as Controlled Documents so that all recipients are aware of the most current document version.
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Appendix B: Working Committee Attachment "B" A stakeholder Working Committee was established to review initial assumptions, assess information provided by the consultants and provide feedback that help formulate information of this report.
The Working Committee includes:
Tannis Nelson Regional District of North Okanagan Michael Fox Regional District of North Okanagan Steve Fleck Greater Vernon Museum & Archives Cuyler Page Greater Vernon Museum & Archives Dauna Kennedy Vernon Public Art Gallery Lubos Culen Vernon Public Art Gallery Gale Woodhouse Arts Council of the North Okanagan Jim Harding Vernon Performing Arts Centre Natalia Polchencko Vernon Proms / Performance Space
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Appendix C – Environmental Scan, Attendance Attachment "B" Red Deer Museum and Art 32,107 2017 Gallery
Canmore Museum 14,000 2017
Touchstones Nelson Museum 15,500 2018 of Art and History
Penticton Museum and 14,715 2018 Archives
Kelowna Art Gallery 27,500 2017
Kelowna Museums 39,751 2018
• Okanagan Heritage Museum
• Wine and Orchard Museum
• Okanagan Military Museum, Okanagan
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Appendix D – Windsor Comparative Attachment "B"
Museum Windsor opened its doors in 2016 following an addition and extensive renovations. The project combined the Cheimczuk Museum into the AGW (Art Gallery Windsor). Such combination was to increase operating efficiencies and remove the associated debt of AGW with the asset. The facility is of a similar size and of similar characteristics to the proposed GVCC project.
The project conducted a similar Feasibility Development Study (Lord Cultural Resources 2012). The study concluded that at third year of stabilization, the museum would have an annual visitation of 29,000 visitors.
The Cheimczuk experienced a 23% increase in attendance was experienced in year two. This increase however was only 73% of the estimate from the Feasibility Development Study.
In the last 6 months, the AGW and the Cheimczuk Museum have a combined ticket offering. The combined ticket is quite popular and is increasing individual visitation. a (verbal) estimate suggests that over 75% of ticket sales are combined tickets. While this suggests there is better utilization of the facility as a whole and the guest experience has increased, this does not necessarily mean that the overall visits to the facility as a whole is increasing. Data is not yet available.
Comparing to GVCC
Utilizing the experience of Museum Windsor the following may be projected for GVCC:
Annual venue attendance MUSEUM WINDSOR Annual venue attendance opportunity with combined ticket Cheimczuk Museum 21,291 (2018) 55041 AGW 45,000* 60968 Annual Facility Attendance 66291
2018 venue Projected venue Annual venue attendance opportunity 28 GVCC attendance attendance (+23%) with combined ticket VPAG 11410 14,034 27220 GVMA 14295 17582 28107 Annual Facility Attendance 25705 31616
With a population 233,763, the Museum Windsor ratio of visits to population is 28% With a population of 84,354, the GVCC projected ratio of visits to population is 37%
28 2019 attendance for GVMA have reported a decrease since time of comparative review 35
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Appendix E – Interviews Attachment "B" Through the direction of the Working Committee interview surveys were conducted with similar organizations on their experience with Design, Construction and Operations.
Facility Interviewee Role MAG - MAG Red Deer Museum & Art Gallery (Red Deer, Lorna Johnson Executive Director AB) OAG - Ottawa Art Gallery (Ottawa, ON) Alexandra Badzak Director and Chief Executive Officer ESP - The Esplanade (Medicine Hat, AB) Joanne Marion Superintendent, Exhibitions & Collections Reach - The Reach Gallery & Museum (Abbotsford, BC) Laura Schneider Executive Director Kamloops Art Gallery (Kamloops, BC) Margaret Chrumka Executive Director Kelowna Art Gallery (Kelowna, BC) Nataley Nagy Executive Director These learnings build previously executed29 studies of GVCC. Key learnings are summarized as follows:
DESIGN/CONSTRUCTION
Topic Findings GVCC Response Site Selection . Colocation with other cultural facilities as well as private developments benefits attendance Incorporated Functional . Space should be designed to accommodate 50% permanent and 50% changing exhibitions Design Review Program . Space for changing exhibitions requires a flexible layout/design Process (tenant) . Include revenue generating spaces such as social spaces, coffee shops and gift shops Incorporated . Enable social events of various nature by including a small commercial / catering kitchen . Allow sufficient space for cafés and gift shops that contribute to long-term financial sustainability Scale under review . Consider street access for café and gift shop depending on location . Include sufficient storage space and loading space for large objects Scale under review . Separate service elevator is high priority In Programming Off-site storage to be . Do not build collections storage underground considered . Program and exhibition space should be priority. Must have a reasonable amount of onsite Off-site storage to be storage (accommodate donations and some permanent collection turnover), but offsite storage considered can be considered where space is constrained. . Classroom/programming space should have the ability to be darkened. In Programming Design . Ensure design review is being performed by personnel with both technical knowledge and Design Review Planning understanding of the functional and programming requirements of the different entities Process (expertise and Process . Ensure all entities contribute equally into the design process communication to be . Ensure all entities are as equally visible to facility visitors (e.g. circulation, access, etc.) established) . Consider evolving requirements for exhibitions from a layout and acoustic perspective. Allow for Design Review different noise levels to enable various experiences. Process (tenant) . Incorporate social spaces and enable social media (e.g. selfie themed scavenger hunt) Design Review . Introduce a real life, tactile, experiential, and sensory experience into exhibitions Process (tenant) Procurement . Be aware of implications, advantages and disadvantages of design build model – evaluate Procurement to be carefully how important control over cost and design is to the future users and operator. managed by RDNO . Issue an RFQ / RFP to procure food services (if required) to identify individual strengths of Procurement to be suppliers supporting the cultural programming managed by RDNO
29 Refer to GVCC Chapter 3 Key Lessons from Museum Collocations, Case studies included the Art Gallery of Windsor, Aurora Culture Centre, Museum and Archives, Peel Art Gallery Museum and Archives, and The Rooms Cultural Facility. 36
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OPERATIONS & GOVERNANCE Attachment "B"
GVCC Topic Findings Response Funding . City / facility owner should ideally be responsible for the operating budget for the building . The individual entities (museum, art gallery, performance groups etc.) should be responsible for Under Review the operating budgets associated with their space and programming . Communicate clearly to the arts and cultural community what the mandate of the facility and the Under Review entities is (museum, art gallery, performance groups etc.) to be included in the programming Governance . Ensure one board oversees the facility operations and that its terms of reference do not include Proposed oversight on cultural programming (e.g. funding applications, etc.). i.e. local government to governance provide oversight as a landlord but should not get involved in cultural programming structure under . Establish Senior Administrative/Executive strength and credibility to avoid board biases review . A facility owned and operated by the local government may simplify daily operations but may Proposed make operational decision-making around changes more complex because of the requirements governance to adhere to local government policies, processes and procedures. This should be considered structure under when establishing the governance structure. review . Ensure responsibilities are clearly defined and adequate resources for the management of the facility are allocated . Clear definition of the operating structure at the outset is critical Roles and . Establish a clear operating agreement with the local government responsibilities . Clearly identify assumptions (museum, art gallery, etc.) as each group will prefer autonomy under review . Communicate clearly to the cultural community even if the decisions are not popular to share . Administrative coordination of a shared building relies heavily on good relationships and a sound Concept of agreement on coordination. A building committee can be helpful, but can also become overly building bureaucratic. Ensure that there are clear lines of roles and responsibilities between tenants and committee owner, and an efficient and responsive process for coordination and approval. under review Food Services . Ensure non-exclusivity to maintain flexibility for events – outside catering may be preferred Under Review . Maintain awareness that food operator will impact facility’s reputation . Establish clear organizational alignment between not for profit and for profit organizations . Any restaurant or coffee shop should be 3rd party so not to distract from organizational mandates. Under Review Operational . Operational board can manage shared spaces, joint events and allow for equal access Agreements to Programming . Develop specific and unique agreements for the use by the respective operating organizations be established . Local government to provide oversight as a landlord but not engage in cultural programming Proposed . Establish awareness of different planning cycles for the different entities and their programs Impact to be . Consider implications of planning cycles when determining governance and joint agreements determined . School groups can be a strong visitor demographic, and can be funded through special grants. Outside of Up to three school tours can be accommodated per day. scope Admissions . Identify relevant demographics and their requirements (opening hours, admission fee, etc.) See this . Consider extended opening hours (e.g. 9 am – 9 pm) document . First year of operation may have significantly higher visitor numbers vs. subsequent years and Three years to may require additional staffing in the short term stabilization . Contemplate free admission or implement a ‘pay what you wish’ policy to increase attendance Under Review and instead drive revenue from other activities/amenities Cultural . Focus on intent, mandate and purpose of the facility Design phase, Programming . Avoid combining too many functions in one facility development . Understand market niche of each facility / entity, especially within a competitive market tenant delivery . Consider the ‘Pre-theatre’ concept – for a small service fee, visitors of a performance can also Under Review visit gallery and museum prior to the event . Research community needs to ensure the facility is perceived as a community centered and Tenant delivery make arrangements to include all groups and demographics into the arts and culture community
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Attachment "B"
Appendix F - Environmental Scan, Performace Venues Based on an environmental scan of 16 venues in the area, the community is serviced with several facilities with a capacity between 150 and 300 seats. Gap analysis indicates that most facilities are either unsuitable or unavailable, for a variety of uses:
Capacity Description Use Notes Theatre Music Choral Perfor Lecture Social Show Event mance / Class Event FAITH BASED FACILITIES / Dance Church of Jesus Christ of >200 Sanctuary X X X 1,2 Latter Day Saints Emmanuel Baptist Church TBC Sanctuary X 1,2 Grace Bible Church TBC Sanctuary X 1,2 Knox Presbyterian 210 Sanctuary X 1,2 260 Hall X 1,2,3 Vernon Alliance Church TBC Sanctuary X 1,2 Trinity United Church TBC Hall X 1,2 TBC Sanctuary X 1,2 All Saints Anglican Church 200 Hall X X 1,2,4 180 Sanctuary X X 1,2,4
FOR PROFIT VENUES Prestige Vernon Lodge and 750 Conference X X 3,6 Conference Centre (divisible) / Banquet Paddlewheel Hall 250 Banquet X 6
NOT FOR PROFIT VENUES Powerhouse Theatre 240 Perform. x x X 3,4,5,6 Okanagan College 190 Lecture X Lecture Theatre
Notes
1. Restriction on use with faith based facilities 2. Restrictions on use due to current scheduling 3. Stage 4. Acoustical properties 5. Not available for booking 6. Other services available 38
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Appendix G - Fundraising Study Summary Attachment "B" FUNDRAISING ASSESSMENT - GLOBAL PHILANTHROPIC
The RDNO engaged fundraising expertise to report and assess the feasibility of launching a major campaign that would support the proposed cultural facility. Major donors were identified and interviewed providing the basis of findings.
The study indicates a campaign target of $4m is more realistic than the initial $7m proposed. Adjusting for pandemic concerns, the study determined the following funding seems attainable.
Global Philanthropic does not identify the breakdown of the use of funds between a Capital Development campaign and Operational Endowment funding, however suggests that the capital campaign will resonate more at this time with potential donors.
SWOT ANALYSIS
Three overriding issues were identified to be addressed in advance of a fundraising campaign:
1. The operating model of the cultural center was not understood, and in the absence of a clear model, potential donors expressed reservations about committing funds. 2. The endowment funding purpose was not clearly articulated. In particular, concern was expressed as to what these funds would be applied to, and who would administer the endowment. 3. The art gallery and museum lacked community profile and although there was strong support for the center, it was felt these entities are ‘small’ in vision and need to ‘step-up’. Strengths
• There is an indication of strong community support for the cultural center by potential donors. • Interviewees expressed appetite for matching gift incentives and purchasing naming rights.
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Weakness Attachment "B" • Draft campaign materials are unclear and require re-design to present a compelling case for the cultural center. • Clarity with respect to an endowment fund as to what the funds will support (special exhibits/ programming preferred) and who will administer it. • Determine the structure of the campaign - who will be the lead sponsor or champion and how this impacts the current fundraising efforts of the VPGA and GVMA.
Opportunities
• The report offers the opportunity to develop a donor database through leveraging the study interviews. The database would provide a starting point for building relationships with Vernon’s major donor community. • A high-profile fundraising campaign would aide in raising the profile and stature of both the GVMA and the VPGA within the region. • Should the campaign be managed through a joint/ independent body it could be used post campaign as the foundation to build a forum for operational decision making, provide direction for endowment funds and serve a means to coordinate programming to maximize facility attendance.
Threats
• Inexperience with large-scale capital campaign. • Limitations and past fundraising practices of both organizations challenge the ability to develop a sufficiently deep funding pool. This includes selection of a campaign chair to champion efforts, without which a positive campaign outcome diminishes. • Although most interviewees expressed openness to giving and assisting (57%), the majority were not interested in actively participating in the campaign (e.g. Campaign Committee Chair or member). • COVID-19 pandemic measures will continue to depress the economy and thus impact willingness and ability to give funds.
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Attachment "B" SIGNIFICANT CAMPAIGNS (recent & ongoing) IN THE REGION BENEFICIARY YEAR SECTOR SCALE Kelowna General Hospital Foundation 2013 – 2015 Health $12,000,000 “Be a Lifesaver” Aberdeen Preparatory School 2013 – 2015 Education $8,600,000 Building Campaign Joanna’s House 2017 - Health $8,000,000 Better Together Kelowna General Hospital Foundation 2017 Health $3,000,000 “Give Giggles” Kelowna General Hospital Foundation 2017 Health $2,000,000 “Not Alone” Okanagan Rail Trail 2016 – 2018 Environment $7,800,000 Development Campaign Health Similkameen Medical Foundation 2016 Health $20,000,000 Facility Expansion Okanagan College Foundation 2014 Education $7,000,000 ”Bright Horizons, Building for Skills Okanagan College Foundation “Caring 2017 Education $5,000,000 starts Here” UBC Okanagan UBC 2017 Education $35,000,000 + Okanagan Bursary Fund Okanagan Bursary Fund The Commons Building Fund Okanagan Athletics Scholarship Foundation Vernon Jubilee Hospital Foundation 2018 Health $3,600,000 “OPERATION: Surgical Care for Life”
Greater Vernon voters passed a referendum allowing the officials to borrow up to $25 million that would house the Vernon Public Art Gallery and the Vernon Museum and Archives. Grants and fundraising are required for the remaining $15 million.
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Appendix H – Programming, Diamond Schmitt Attachment "B" ZONE FP ORIGINAL REVISION 30 Jan20 SHARED VPAG GVMA PRESENT A PUBLIC/ NON-COLLECTIONS m2 f 2 ft2 ft2 ft2 ft2 A1 Cultural Centre Entry & Visitor Amenities A1.1 Main Entrance / Vestibule 9.3 100 9.3 100 100 A1.2 Lobby 83.6 900 92.9 1000 1000 A1.3 Lobby Storage 7.0 75 0.0 0 0 A1.4 Coat Check 13.9 150 9.3 100 100 A1.5 Reception & Ticket Sales 18.6 200 0.0 0 0 A1.6 Gift Shop (w/ Office) 46.5 500 55.7 600 600 A1.7 Art, Video, Audio Rental 18.6 200 0.0 0 A1.8 Art, Video, Audio Rental Storage & Admin. Area 27.9 300 27.9 300 300 A1.9 Gift Shop Storage (Shared) 13.9 150 13.9 150 150 A1.10 First Aid Room 9.3 100 9.3 100 100 A2.4 Table & Chair Storage n/a n/a 23.2 250 250 A1.11 Public Washrooms - Female gross gross gross gross gross A1.12 Public Washrooms - Male gross gross gross gross gross A1.13 Public Washrooms - Family gross gross gross gross gross A1.14 Public Elevator (if required) gross gross gross gross gross Subtotal 248.5 2675 Subtotal 241.5 2600 2300 300 0 0
A2 Multipurpose Cultural Facilities & Amenities A2.0 Presentation Space Lobby 125.4 1350 1350 A2.1 Presentation Space (Performances/ Events) 130.1 1400 325.2 3500 3500 A2.2 Tech Booth 7.4 80 4.6 50 50 A2.3 Dressing/ Green Room w/ Washroom 23.2 250 13.9 150 150 A2.4 Table & Chair Storage 23.2 250 23.2 250 250 A2.5 Support (Workshop - Seminar) 9.3 100 0.0 0 46.5 500 A2.6 Boardroom 46.5 500 500 7.0 75 A2.7 Boardroom Storage 7.0 75 75 A2.8 Café 27.9 300 27.9 300 300 A2.9 Café Kitchen / Catering 18.6 200 18.6 200 200 A2.10 Café Storage 9.3 100 5.6 60 60 A2.11 Satellite Café / Bar - Presentation Space n/a n/a 13.9 150 150 Subtotal 302.4 3255 Subtotal 611.8 6585 2485 0 0 4100
m2 f 2 A3 Group Entry A3.1 Vestibule 9.3 100 9.3 100 100 37.2 A3.2 Group Entrance 37.2 400 400 400 A3.3 Reception / Check-In 23.2 250 0.0 0 0 A3.4 Cloakroom 13.9 150 13.9 150 150 Subtotal 83.6 900 Subtotal 60.4 650 650 0 0 0
A4 VPAG Dedicated Visitor Amenities & Education A4.1 VPAG Foyer 46.5 500 125.4 1350 1350 A4.2 Classroom(s) 111.5 1200 111.5 1200 1200 A4.3 Education Program Storage & Teacher Prep. 9.3 100 9.3 100 100 Subtotal 167.2 1800 Subtotal 246.2 2650 0 2650 0 0
A5 GVMA Dedicated Visitor Amenities & Education A5.1 GVMA Foyer 18.6 200 55.7 600 600 A5.2 GVMA Archives Public Reading Room 46.5 500 74.3 800 800 A5.3 GVMA Archives Collection Workroom 55.7 600 66.9 720 720 A5.4 GVMA Archives Storage Vault 111.5 1200 92.9 1000 1000 111.5 1200 A5.5 Classroom(s) 111.5 1200 1200 A5.6 Education Program Storage & Teacher Prep. 9.3 100 9.3 100 100 Subtotal 353.0 3800 Subtotal 410.6 4420 0 0 4420 0
Zone Total 1154.8 12430 Zone Total 1570.5 16905 5435 2950 4420 4100
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Attachment "B"
B PUBLIC/ COLLECTIONS m2 f2 B1 VPAG Galleries B1.1 VPAG Main Gallery 325.2 3500 325.2 3500 3500 B1.2 VPAG Secondary Gallery 185.8 2000 139.4 1500 1500 B1.3 VPAG Community Gallery 92.9 1000 0.0 0 B1.3 Emerging Artists Gallery 46.5 500 37.2 400 400 Subtotal 650.3 7000 Subtotal 501.7 5400 0 5400 0 0
B2 GVMA Exhibitions B2.1 GVMA Permanent Exhibitions 603.9 6500 603.9 6500 6500 B2.2 GVMA Temporary Exhibitions 139.4 1500 139.4 1500 1500 B2.3 GVMA Visible Storage 27.9 300 0.0 0 Subtotal 771.1 8300 Subtotal 743.2 8000 0 0 8000 0
Zone Total 1421.4 15300 Zone Total 1244.9 13400 0 5400 8000 0
2 2 C NON-PUBLIC/ COLLECTIONS m f C1 Collection Handling C1.1 Exterior Truck Bay/ Loading Dock n/a n/a n/a n/a n/a C1.2 Enclosed Shipping / Receiving 37.2 400 37.2 400 400 C1.3 Moving Equipment Storage (Shared) 9.3 100 0.0 0 0 C1.4 Isolation Room (Decontamination) 11.6 125 9.3 100 100 C1.5 Packing Supplies 9.3 100 0.0 0 C1.6 Crate Storage / Packing for Shipping 46.5 500 46.5 500 500 C1.7 AV Workroom 9.3 100 27.9 300 300 C1.8 Lighting Workroom 9.3 100 C1.9 Exhibition Prop Storage (Shared) 18.6 200 27.9 300 300
C1.10 Shared Transit Room (Holding In / Out) 55.7 600 37.2 400 400 C1.11 Collection Elevator (if required) gross gross gross gross gross Subtotal 206.7 2225 Subtotal 185.8 2000 2000 0 0 0
C2 VPAG & GVMA Collections Processing m2 f2 C2.1 VPAG Collection Work Room 46.5 500 69.7 750 750 C2.2 GVMA Collection Workroom 55.7 600 83.6 900 900 C2.3 VPAG Collection Workroom - Clean 18.6 200 0.0 0 C2.4 GVMA Collection Workroom - Clean 18.6 200 0.0 0 C2.5 Collection Workroom - Clean (Storage) 4.6 50 0.0 0 C2.6 Photography / Digitization Room 11.1 120 0.0 0 C2.7 Conservation Studio 13.9 150 18.6 200 200 C2.8 Conservation Supplies 4.6 50 0.0 0 Subtotal 173.7 1870 Subtotal 171.9 1850 200 750 900 0
C3 VPAG Collection Storage m2 f2 C3.1 Paintings Vault 72.0 775 97.5 1050 1050 C3.2 Works on Paper Vault 13.9 150 0 0 Subtotal 85.9 925 Subtotal 97.5 1050 0 1050 0 0
C4 GVMA Collection Storage m2 f2 C4.1 Organic 130.1 1400 104.5 1125 1125 C4.2 Non-Organic 236.0 2540 192.3 2070 2070 C4.3 Deaccession Vault 18.6 200 0 0 Subtotal 384.6 4140 Subtotal 296.8 3195 0 0 3195 0
Zone Total 851.0 9160 Zone Total 752.0 8095 2200 1800 4095 0
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Attachment "B" 2 2 D NON-PUBLIC/ NON-COLLECTIONS m f D1 VPAG Administration & Admin. Support D1.1 Executive Director's Office 13.9 150 13.9 150 150 D1.2 Curator's Office 8.4 90 8.4 90 90 D1.3 Administration & HR Office 8.4 90 8.4 90 90 D1.4 Marketing Office 8.4 90 8.4 90 90 D1.5 Education Coordinator Office 8.4 90 8.4 90 90 D1.6 Open Administrative Offices (6) 37.2 400 37.2 400 400 D1.7 Reception (Area) 4.6 50 4.6 50 50 D1.8 Meeting Room 27.9 300 27.9 300 300 D1.9 Office Support (Printing, Supplies) 9.3 100 9.3 100 100 D1.10 File Storage Room 7.0 75 9.3 100 100 Subtotal 133.3 1435 Subtotal 135.6 1460 0 1460 0 0
D2 GVMA Administration & Admin. Support D2.1 Executive Director's Office 13.9 150 13.9 150 150 D2.2 Director of Collections Office 8.4 90 8.4 90 90 D2.3 Director of Exhibitions Office 8.4 90 8.4 90 90 D2.4 HR 8.4 90 8.4 90 90 D2.5 Marketing Office 8.4 90 8.4 90 90 D2.6 Open Office / Volunteer Work Areas 46.5 500 46.5 500 500 D2.7 Reception (Area) 4.6 50 4.6 50 50 D2.8 Meeting Room 27.9 300 27.9 300 300 D2.9 Office Support (Printing, Supplies) 9.3 100 9.3 100 100 D2.10 File Storage Room 7.0 75 9.3 100 100 Subtotal 142.6 1535 Subtotal 144.9 1560 0 0 1560 0
D3 Shared Staff Support D3.1 Lunch Room 18.6 200 37.2 400 400 D3.3 Staff Washroom - Female gross gross gross gross gross D3.6 Staff Washroom - Male gross gross gross gross gross D3.7 Staff Showers 9.3 100 0.0 0 0 D3.7 Staff Lockers 7.0 75 7.0 75 75 Subtotal 34.8 375 Subtotal 44.1 475 475 0 0 0
2 2 D NON-PUBLIC/ NON-COLLECTIONS m f D4 Building Support & Sevices D4.1 Service Entrance 13.9 150 9.3 100 100 D4.2 Non-Collections Shipping/ Receiving 18.6 200 13.9 150 150 D4.3 Security Office 13.9 150 13.9 150 150 D4.4 Garbage & Recycling Bins 4.6 50 4.6 50 50 D4.5 Flammables Storage Room 4.6 50 2.3 25 25 D4.6 Chemical Storage Room 4.6 50 2.3 25 25 D4.7 Custodial/ Maintenance Storage 9.3 100 9.3 100 100 D4.8 Custodial Rooms gross gross gross gross gross
D4.9 Facility Storage 18.6 200 23.2 250 250 D4.10 Workroom - Dirty 18.6 200 9.3 100 100 D4.11 Main Server Room 9.3 100 gross gross gross Subtotal 116.1 1250 Subtotal 88.3 950 950 0 0 0
Zone Total 426.9 4595 Zone Total 413.0 4445 1425 1460 1560 0
net area 3854.1 41485 net area 3980.4 42845 9060 11610 18075 4100 gross factor assumption 1.4 1.4 1.4 ss factor 1.4 1.4 1.4 SHARED VPAG GVMA PRESENT gross area 5395.7133 58079 gross area 5572.6 59983
net area 3980.4 42845 gross factor 1.5 1.5 1.5 gross area 5970.6 64268
net area 3980.4 42845 gross factor44 1.5 1.6 1.6 gross area 6368.7 68552
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Appendix I – Class D Budget Attachment "B"
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Appendix J – Gross Floor Area Cost Assessment Attachment "B"
Diamond Schmitt Architects hosted a workshop with the Working Committee to review the original programming, define other programming requirements, and identify reduction opportunities. The results of the workshop indicate a 3% to 18% increase in the gross sq ft required from the programming presented in April of 2019.
KEY PROGRAMMING CHANGES
1. Presentation Venue Scale . Change in scale identified with increase in capacity from 75 seats to 200 seats . 4% increase in estimated net sq. ft. 2. Additional Gross-up factor due to the Presentation Venue . Increase of scale in the presentation venue changes the load factor of the building, increasing washroom requirements, spill-out areas, service requirements and hallway sizes/fire egress requirements. . Possible 5% increase (+/-) in total gross sq ft. 3. Additional Gross-up factor due vertical circulation / possible 3 story solution to accommodate courtyard. . Possible 5 - 10% increase (+/-) in total gross area
Original (2018) (Original sq Revision A Revision B ft/Budget basis) (April 2019) (Jan 2020) VPAG 12,160 11,610 GVMA 18,575 18,075 Presentation Venue 2,280 4,100 Shared Space 8,470 9,060 Net 41,485 42,485 Gross up factor (1.4 – 1.6) 16594 16,584 – 27,067 Gross Area – TOTAL 58079 VARIANCE 103% = 118%
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APPENDIX K – Comparative Assessment Attachment "B" A high level comparative exercise was undertaken reviewing the Class D budget developed by Diamond Schmitt Architects for completeness when compared to other current projects of similarly complex scale. The projects used for comparison (managed by Colliers Project Leaders) of that budget are represented with their complete budget, and aspects of the budgets were reviewed and adjusted to develop a high level comparative values relevant to the GVCC project.
Total Project Project Description Budget (PSF) Thunder Bay Art Gallery $965 Gallery (proposed) Two Story 36,000 sq facility
TRU-NPH Specialized education $634 Building facility for nursing Kamloops BC and health-care (Opening 2020) Three Story 49,000 sq ft facility Calgary Library, performance $800 Public Library hall, café, studio space (Complete and outdoor plaza 2018) Four Story 240,000 sq ft facility Average $ 799
Current Budget Museum, Art Gallery, $663 PSF GVCC presentation hall, and outdoor plaza Comparative Adjusted Three Story Budget Range 58,000 sq ft facility $730 - $879 PSF
In prior years, general comparatives have been previously presented to the Advisory Committee. The chosen for this assessment are projects managed by Colliers Project Leaders, are recent, of similar complexity, and whereby the organization had access to the full budget. In the cases of the two projects at or near completion, the projects are delivered to budget.
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PSF BUDGET SENSITIVITY ASSESSMENT Attachment "B" Low End - The GVCC budget was assessed by adding in items not evident in the GVCC budget from other budgets on an average sq.ft basis. The change to current budget suggested is 4.7% or $730 PSF
High End - The GVCC budget was assessed by adding in items not evident in the GVCC budget from other budgets and adjusting the hard construction component of the budget to be consistent with the average of the other projects. The change to current budget suggested is 26% or $879 PSF
Class D Budgets – The cost predictability of Class D budget is generally +/- 20 to 30% accurate depending upon the complexity of the project and such allowances should be recognized.30 Utilizing the current class D budget prepared by Diamond Schmitt Architects, the upside range would be from $697 PSF (current, including 17% contingency) to $737 PSF (30%).
30Guide to Predictability in Construction, Joint Federal Government / Industry Cost Predictability Taskforce https://www.cca-acc.com/wp-content/uploads/2016/07/GuideCostPredictability.pdf 48
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Appendix L – GVMA 5 year forecast Attachment "B" Operating Forecast Year 1 Year 2 Year 3 Year 4 Year 5 REVENUE Memberships 13,600 13,818 14,039 14,263 14,492 Admissions 108,829 110,570 112,339 114,136 115,963 Workshops/ Programs 33,920 34,598 35,290 35,996 36,716 Gift Shop Sales Revenue Allocation 59,292 60,478 61,687 62,921 64,180 Municipal Operating Grant 211,000 215,220 219,524 223,915 228,393 Sponsorships 10,000 10,160 10,323 10,488 10,656 Other Grant Funding 79,300 80,569 81,858 83,168 84,498 Existing Endowment Fund (interest) 30,000 30,000 30,000 30,000 30,000 Exhibition Sponsorships 10,000 10,200 10,404 10,612 10,824 Fundraising Events 26,000 26,520 27,050 27,591 28,143 Spring Feast 24,000 24,480 24,970 25,469 25,978 New Endowment Fund (interest) - - - - - TOTAL REVENUE: $ 605,941 $ 616,613 $ 627,484 $ 638,560 $ 649,843
OPERATING EXPENSE Human Resources 416,836 425,172 433,676 442,349 451,196 Human Resources (Gift Shop Allocation) - 17,500 - 17,850 - 18,207 - 18,571 - 18,943 Subtotal Human Resources 399,336 407,322 415,469 423,778 432,254
Tennant Insurance 6,000 6,120 6,242 6,367 6,495 Exhibition Expense 25,000 25,500 26,010 26,530 27,061 Program Expense 20,280 20,686 20,686 20,686 20,686 Fundraising Expense 30,000 30,600 31,212 31,836 32,473 Advertising and Promotion 5,000 5,100 5,202 5,306 5,412 Office Expense 50,000 51,000 52,020 53,060 54,122 IT Expense 25,000 25,500 26,010 26,530 27,061 Gift Shop Expense Allocation 16,260 16,585 16,917 17,255 17,600 TOTAL EXPENSE: $ 576,875 $ 588,413 $ 599,767 $ 611,349 $ 623,162 ESTIMATED CASH FLOW: $29,065 $28,200 $27,717 $27,211 $26,681
Operating Forecast Year 1 Year 2 Year 3 Year 4 Year 5 REVENUE Research Fees 1,500 1,530 1,561 1,592 1,624 Operations Funding - - - - - TOTAL REVENUE: $ 1,500 $ 1,530 $ 1,561 $ 1,592 $ 1,624
OPERATING EXPENSE Building Lease - - - - - Utilities - - - - - Human Resources 59,229 60,413 61,621 62,854 64,111 Contents Insurance 6,000 6,120 6,242 6,367 6,495 Advertising and Promotion 500 510 520 531 541 Office Expense 10,000 10,200 10,404 10,612 10,824 IT Expense 25,000 25,500 26,010 26,530 27,061 TOTAL EXPENSE: $ 100,729 49$ 102,743 $ 104,798 $ 106,894 $ 109,032 ESTIMATED CASH FLOW: -$99,229 -$101,213 -$103,237 -$105,302 -$107,408
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Appendix M – VPAG 5 year forecast Attachment "B" Operating Forecast Year 1 Year 2 Year 3 Year 4 Year 5 REVENUE Memberships 19,880 20,198 20,521 20,850 21,183 Admissions 106,706 108,413 110,148 111,910 113,701 Workshops / Programs 66,345 67,672 67,672 67,672 67,672 Gift Shop Sales Revenue Allocation 59,292 60,478 61,687 62,921 64,180 RDNO Operating Grant 206,500 210,630 214,843 219,139 223,522 Third Party Generated Revenue 205,000 208,280 211,612 214,998 218,438 New Endowment Fund (interest) - - - - - TOTAL REVENUE: $ 663,723 $ 675,671 $ 686,484 $ 697,491 $ 708,696
OPERATING EXPENSE Human Resources 460,000 469,200 478,584 488,156 497,919 HR (Student/Canada Council) 10,000 10,200 10,404 10,612 10,824 Human Resources (Gift Shop Allocation) - 17,500 - 17,850 - 18,207 - 18,571 - 18,943 Subtotal Human Resources 442,500 451,350 460,377 469,585 478,976 Tennant Insurance 12,000 12,240 12,485 12,734 12,989 Exhibition Expense 130,000 132,600 135,252 137,957 140,716 Equipment Purchases 12,400 12,648 12,901 13,159 13,422 Fundraising Expense 19,000 19,380 19,768 20,163 20,566 Workshop / Program Expense 5,250 5,355 5,462 5,571 5,683 Advertising and Promotion 15,000 15,300 15,606 15,918 16,236 Office Expense 60,000 61,200 62,424 63,672 64,946 IT Expense 25,000 25,500 26,010 26,530 27,061 Gift Shop Expense Allocation 33,760 34,435 35,124 35,826 36,543 TOTAL EXPENSE: $ 754,910 $ 770,008 $ 785,408 $ 801,116 $ 817,138 ESTIMATED CASH FLOW: -$91,186 -$94,337 -$98,924 -$103,625 -$108,442
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Appendix N – Gift Shop 5 year forecast Attachment "B"
Operating Forecast - Gift Shop Year 1 Year 2 Year 3 Year 4 Year 5 REVENUE Gift Shop Sales 118,584 120,956 123,375 125,842 128,359 Human Resource Contribution (from GVMA and VPAG) 35,000 35,700 36,414 37,142 37,885 Other Revenue - - - - - TOTAL REVENUE: $ 153,584 $ 156,656 $ 159,789 $ 162,985 $ 166,244
OPERATING EXPENSE CAM Charges 15,019 15,320 15,626 15,939 16,257 Human Resources 35,000 35,700 36,414 37,142 37,885 Cost of goods sold 17,000 17,340 17,687 18,041 18,401 Advertising & Promotion 250 255 260 265 271 Admin Expense 250 255 260 265 271 TOTAL EXPENSE: $ 67,519 $ 68,870 $ 70,247 $ 71,652 $ 73,085 ESTIMATED CASH FLOW: $86,065 $87,786 $89,542 $91,333 $93,159
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Appendix O – Presentation Venue 5 year forecast Attachment "B"
Operating Forecast Year 1 Year 2 Year 3 Year 4 Year 5 REVENUE Pro-Active / PAC 47,330 48,276 49,242 50,227 51,231 Road-Houe/PAC 98,336 100,303 102,309 104,355 106,442 General /Corporate 16,598 16,929 17,268 17,613 17,966 General / Community 22,017 22,458 22,907 23,365 23,832 Fees & Surcharges 97,470 99,419 101,408 103,436 105,505 Concession 11,537 11,768 12,003 12,243 12,488 Municipal Operating Grant - - - - - TOTAL REVENUE: $ 293,287 $ 299,153 $ 305,136 $ 311,239 $ 317,464
OPERATING EXPENSE Common Areaa Maintenace Charges (CAM) 55,981 57,100 58,242 59,407 60,595 Tenant Insurance 4,123 4,205 4,290 4,375 4,463 Management overhead 29,140 29,723 30,318 30,924 31,542 Ticketseller / HR 40,000 40,800 41,616 42,448 43,297 Theatre Maintenance 10,000 10,200 10,404 10,612 10,824 Technical Support 68,970 70,349 71,756 73,192 74,655 Concession Expense 2,608 2,661 2,714 2,768 2,823 IT Expense 20,000 20,400 20,808 21,224 21,649 Other - - - - - TOTAL EXPENSE: $ 230,823 $ 235,439 $ 240,148 $ 244,951 $ 249,850 ESTIMATED CASH FLOW: $ 62,465 $ 63,714 $64,988 $66,288 $67,614
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Appendix P – Building Occupancy Contributions Attachment "B"
Common Area Maintenance (CAM) $ Annual $ PSF Building Maintenance & Repair $150,000 $2.33 (roundup) Materials $ 120,502 $ 1.88 Sub-contractor costs
Building and Facilities Utilities $150,000 $2.33 (roundup) Electricity $ 56,941 $ 0.89 Gas $ 21,594 $ 0.34 Water $ 25,257 $ 0.39
Building Operations $260,000 $4.05 General Operations $125,000 $1.94 On site services concierge $ 50,000 Building Security $ 75,000 Janitorial Building Facility Costs $ 75,000 $1.17 Cleaning Materials Staff Wages $ 64,268 $ 1.25 Equipment Grounds $ 60,000.00 $0.93 Landscape & Grounds Maintenance Pest Control
Asset Management $320,250 $4.98 Property Taxes $ - $ - Property Insurance $ 25,000 $ 0.39 Replacement Reserve (after yr 20) $ 200,000 $ 3.11 Management Fees (15%) $ 95,250 $ 1.48
GVCC' CAM Charges $585,000 $9.10 GVCC Management FEE $ 95,250 $ 1.48
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LEGEND RNDO Regional District of North Okanagonan
VPAG Vernon Public Art Gallery
GVMA Greater Vernon Museum & Archives
VDPAC Greater Vernon Perforing Arts Centre
OB Operations Board Attachment "B" Appendix Q – RACI
FACILITIES SERVICES RESPONSIBLE ACCOUNTABLE CONSULT INFORM
CLEANING Within Tenancy RDNO RDNO VPAG, GVMA,GVPS Common Access / Public RNDO, GVPS RDNO VPAG, GVMA Performance Space VDPAC (if assigned) GVPS GVPS RDNO Back of House RDNO RDNO VPAG, GVMA,GVPS RECEPTION Within Tenancy VPAG, GVMA,GVPS VPAG, GVMA Common Access / Public VDPAC (if assigned) GVPS OB EVENTS / BOOKINGS Within Tenancy VPAG, GVMA,GVPS VPAG, GVMA,GVPS Common Access / Public VDPAC (if assigned) GVPS GVPS VPAG, GVMA CATERING AND HOSPALITY Within Tenancy VPAG, GVMA,GVPS VPAG, GVMA,GVPS Common Access / Public VDPAC (if assigned) GVPS OB VPAG, GVMA Performance Space VDPAC (if assigned) GVPS GVPS OFFICE SERVICES (plants, coffee, and all special services) Within Tenancy VPAG, GVMA,GVPS VPAG, GVMA,GVPS Common Access / Public VDPAC (if assigned) RNDO, GVPS RDNO VPAG, GVMA Back of House VDPAC (if assigned) RDNO RDNO VPAG, GVMA SIGNAGE / TEMPORARY Within Tenancy VPAG, GVMA,GVPS VPAG, GVMA,GVPS Perimeter of Tenancy VPAG, GVMA,VDPAC,GVPS OB RNDO Common Access / Public VDPAC (if assigned) GVPS OB VPAG, GVMA Back of House VDPAC (if assigned) RNDO OB VPAG, GVMA KEY PERFORMANCE INDICATORS (KPI’s) OB Controlled VPAG, GVMA,GVPS,OB OB
FACILITIES OPERATIONS RESPONSIBLE ACCOUNTABLE CONSULT INFORM SECURITY
Within Tenancy VPAG, GVMA,GVPS VPAG, GVMA,GVPS RDNO Perimeter of Tenancy RDNO RDNO VPAG, GVMA,GVPS Common Access / Public VDPAC (if assigned) RNDO, GVPS RDNO VPAG, GVMA,GVPS Back of House RDNO RDNO VPAG, GVMA,GVPS SECURITY ALARM MAINTENANCE Within Tenancy VPAG, GVMA,GVPS VPAG, GVMA,GVPS GVRD Perimeter of tenancy and Building RDNO RDNO VPAG, GVMA,GVPS
GROUNDS MAINTENANCE RDNO RDNO VPAG, GVMA MECH. AND ELEC. MAINTENANCE Buiding and Property RDNO RDNO VPAG, GVMA,GVPS Within Tenancy RDNO RDNO VPAG, GVMA,GVPS Tenant FFE VPAG, GVMA,GVPS VPAG, GVMA,GVPS RNDO PROPERTY MAINTENANCE Buiding and Property RDNO RDNO VPAG, GVMA,GVPS Tenant FFE VPAG, GVMA,GVPS VPAG, GVMA,GVPS RNDO FIRE ALARM MAINTENANCE RDNO RDNO VPAG, GVMA,GVPS FACILITIES OPERATIONS KEY PERFORMANCE INDICATORS (KPI’s) OB Observed VPAG, GVMA,VDPAC,GVPS RDNO KPI's for facilities operations for internal and external compliance (risk management / risk mitigation)
FACILITIES MANAGEMENT RESPONSIBLE ACCOUNTABLE CONSULT INFORM
SIGNAGE / PERMANENT (note - primairly an up-front project controls issue) Within Tenancy VPAG, GVMA,GVPS VPAG, GVMA,GVPS Perimeter of Tenancy OB RDNO VPAG, GVMA Common Access / Public OB RDNO VPAG, GVMA Back of House OB RDNO VPAG, GVMA USE OF SPACE Within Tenancy VPAG, GVMA,GVPS OB RNDO Common Access / Public VDPAC (if assigned) GVPS OB VPAG, GVMA Back of House RNDO OB VPAG, GVMA
INSURANCE Within Tenancy VPAG, GVMA VPAG, GVMA RNDO All other space RNDO RNDO ENVIRONMENT Environmental Policies OB RDNO VPAG, GVMA General Waste Management RNDO RDNO VPAG, GVMA,GVPS Chemical Management VPAG, GVMA,GVPS OB COMMUNICATIONS AND REPORTING OB RDNO VPAG, GVMA,GVPS FACILITY RISK MANAGEMENT VPAG, GVMA,GVPS,RDNO RDNO DISASTER PLANNING OB RDNO VPAG, GVMA,GVPS LIFECYCLE PLANNING Within tenancy 54 VPAG, GVMA VPAG, GVMA All other space RNDO RNDO VPAG, GVMA USE OF 3RD PARTY, PROCUREMENT PROCESS Within tenancy VPAG, GVMA VPAG, GVMA All other space RNDO RNDO VPAG, GVMA
FACILITIES MANAGEMENT KEY PERFORMANCE INDICATORS (KPI’s) OB Observed VPAG, GVMA,VDPAC,GVPS RDNO KPI's for facilities management manage up to governance of RNDO for Community Facilities (alignment of governance)
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