ACE Committee workshop in May reviewed research findings and established priorities for program planning.

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1 Lamont Management Inc. 28 October, 2003

2 Executive Summary BACKGROUND integrated business and marketing plan which could serve as a master cultural plan identify and plan cultural activities that can be implemented incrementally drive economic development (jobs) in the region PRREDS Five Pillars Waterfront Tourism Forest and Marine Industries Arts/Culture/Education High Speed Fibre-Optic, Broadband Access ACE Committee workshop in May reviewed research findings and established priorities for program planning. Workshop also revealed that potential projects crossed over between various PRREDS Pillars, and that success in arts and culture opportunities would depend on an overall vision and positioning (re-branding) of Powell River. 7 visits; immersed in community, accommodations and restaurants, interviews, cultural programming and venue inventory, reviewed waterfront plans, tourism activities, recreation opportunities; also researched other communities, other arts and culture programs We are bullish on Powell River ARTS & CULTURE IN POWELL RIVER Five performance venues, nineteen producing and presenting organizations, major events staged every month from February through September, six galleries, nine cultural and heritage associations, Academy of Music two dozen teachers, 500 students, all of which is remarkable for a region of 20,000 people. Support accommodation infrastructure includes nearly 600 bed units Municipal support is good ($481,500 in 2002, $36.67 per cap) FIVE PILLARS STRATEGY Strategic objectives: bring new employers, visitors, and jobs to the area assist local employers and community groups to improve their productivity and programs economic diversity in the community, eliminate dependence on a few Tourism consider renaming Marketing Lamont Management Inc

3 Executive Summary Waterfront Discovery Centre, Willingdon Pier and Performance Stage Forestry & Marine Lutherie Broadband global marketing and presentation of recreational, arts and cultural programming Other economic drivers Recreation & sports promote to Pillar status Infrastructure facelift; Clarabelle project, for example Edu-tourism Niche Weeks Sliammon Nation FIVE ATTRIBUTE FOUNDATIONS Powell River is repositioning itself from a mill-dependent town to a multifaceted, vibrant, working community, embracing tourism, new business development, economic growth, and quality of life. Analysis of perceptions, strengths and weaknesses leads to identification of Five Attribute Foundations: The offering of a quality of life Gateway to the natural beauty of the region World class and natural sports and adventure recreation amenities A rich fabric of arts and culture Sliammon Nation Integrated vision, positioning and future marketing can be focused on these in the future. ARTS & CULTURE MASTERPLAN STRATEGY The PLP model (participate.learn.play) Champions Masters It s really about the music Issues succession planning infrastructure and coordinating support integrated marketing support funding development Business models are developed for projects that have champions in the community. Program concepts are developed for projects for which champions have yet to be confirmed. Lamont Management Inc

4 Executive Summary BUSINESS MODELS Business Models present detailed plans under the following headings: mission, business concept, market & market environment, opportunities, goals & objectives, resource requirements, economic impact, risks & rewards, and key issues Powell River Summer Academy of the Arts Three projects are emerging from the Powell River Academy of Music and the Arts, Culture and Education Committee of PRREDS: Symphony Orchestra Academy of the Pacific promising young orchestral players who have completed their formal training are attracted to study, work and perform with internationally renowned artists follows the four strategic directions of PRREDS arts and cultural masterplan market is beginning professional musicians looking for orchestral jobs and young professionals from abroad in need of orchestral experience Specific objectives: - enrolment grows from 40 to 90 (2007) - teachers increase from 4 to 18, weeks from 2 to 3 (2006) economic impact grows from $249,100 to $759,500; over five years totals $2,740,100 key issues include recruiting, scholarships and financing Victoria Symphony Orchestra Residency solidify Powell River as the cultural centre on the mainland coast by inviting a major professional symphony orchestra for a two-week residency establish long lasting relationships between Powell River Academy of Music and other national and international musical organizations economic impact calculated at $151,500 per year, $757,500 over five years Kathaumixw benefits from first rate orchestra and expanded programming opportunities key issue is average annual funding requirement of $60,000 Opera Academy of the Pacific Promising young singers aged from around the world are selected through an audition process to study and perform with internationally renowned artists. The focus of the program will be on preparing performing contemporary opera the project follows the four strategic directions of PRREDS arts and cultural masterplan international faculty will participate in recruiting Specific objectives: - launch in enrolment grows from 8 to 12 (2007) - teachers increase from 6 to 8, performances from 2 to 3 (2008) economic impact grows from $119,600 to $164,600, totals $562,200 0ver four years issues are recruiting, scholarships and financing Lamont Management Inc

5 Executive Summary Raincoast Academy of Lutherie Craftsmen in the community are developing this project. foremost an educational facility where Luthiers, both professional and hobbyist, can learn and upgrade their skills through practical experience initial strategy is to push hard on manufacturing and on marketing the school to establish the school s reputation; as the school attracts more students, the focus can shift from manufacturing to pedagogy follows the four strategic directions of PRREDS arts and cultural masterplan Specific objectives - enrolment grows from 20 to 66 (2008) - operating revenue grows from ($124,000 to $312,000) - operation breaks even in second year, is profitable (before taxes) by fifth year economic impact grows from $232,500 to $403,400; totals $1,542,900 over five years key issues: need to attract master instructor, principals must invest sweat equity PROGRAM CONCEPTS Champions have not been confirmed for these projects. Jazz the Jazz Festival Season, Jazz in south western BC, Jazz in Powell River objective: develop a joint presentation with Pender Harbour and Coastal Jazz + Blues (Vancouver) School of Street Performing Arts concept of a school does not appear to be feasible street performance, particularly musical, could be added to existing festivals, if a champion emerges; have contact Writers Festival possible to piggy-back on the Vancouver International Writers & Readers Festival (October) have contact, need champion Heritage Townsite would appear to be a good location, as festival venues should be within walking distance of each other Powell River Homecoming Music Festival 3 to 4 day music festival showcases the vast array of local musical talent in the area residents encouraged to invite friends and family, former residents encouraged to come home for the annual event Goals: - bring the community together to launch the summer festival and season - create a strong niche week event to produce economic activity and fill the restaurants, bars, - pubs, and accommodations in the period before high season - create an unique marketing vehicle to launch Powell River s new branding and summer communications programming - showcase the depth of musical talent in the area - build confidence in the community for a brighter future Lamont Management Inc

6 Executive Summary Theatre BC Powell River theatre organizations cooperate to invite Theatre BC to hold the North Island Regional Festival in Powell River Clarabelle Project expand program of painting portraits of famous town characters on Marine Drive buildings create theatre productions featuring the characters to tell the town s story to tourists Performing Facilities invest in upgrade of Patricia, equipment for Dwight Hall WATERFRONT PROJECTS These projects are recommended to the Waterfront Development Corporation. Willingdon Pier engineering the pier designing the pier the Carousel Performance Bandstand ashore within the existing park; bandshell or gazebo to be determined support facilities for performers and equipment Discovery Centre hi-tech interactive facility to replace Visitor s Centre three floors: main is storytelling (theatre, plasma screens), upper is offices and meeting rooms, lower is a community gallery stage the development: create Discovery Centre interactive storytelling website upgrade present Visitor Centre build new Discovery Centre SUMMARY Timetable 2004 SOAP, Victoria Symphony Residency, Homecoming, design Pier/Carousel, Bandstand, Discovery website 2005 Opera, Lutherie, Theatre BC, Clarabelle, build Pier/Carousel, Bandstand, upgrade Visitors Centre 2006 Jazz, Writers 2007/8 build Discovery Centre Lamont Management Inc

7 Executive Summary PRREDS Investments Events & Operating PRREDS investment total SOAP 20,000 20,000 Vic Sym Res 25,000 25,000 Opera 25,000 25,000 Lutherie 30,000 30,000 Jazz 5,000 5,000 10,000 20,000 Writers 10,000 10,000 20,000 Homecoming 20,000 20,000 Sliammon 10,000 10,000 20,000 Clarabelle 2,500 2,500 5,000 10,000 Theatre BC 2,500 2,500 2,500 7,500 Fundraising capability 10,000 10,000 Total 125,000 55,000 27, ,500 Capital Capital total Pier Engineering 50,000 50,000 Bandstand 75, , ,000 Discovery Website 80,000 80,000 Visitor Centre upgrade 250, ,000 Patricia Upgrade 20,000 20,000 Total 150, , , ,000 Economic Impact total SOAP ,740.1 Vic Sym Res Opera Lutherie ,542.9 Total $000s $633.1 $859.3 $1,199.3 $1,432.1 $1,478.9 $5,602.8 Recommendations & suggestions Five Pillar PRREDS Strategy re-title Tourism Marketing and expand its scope assign pillar status to Sports and Recreation, develop a master plan Consider investing in other economic drivers community needs a face lift develop edu-tourism, niche weeks Sliammon cross-cultural community committee Lamont Management Inc

8 Executive Summary Five Attribute Foundations of Powell River s Strengths The offering of a quality of life Gateway to the natural beauty of the region World class and natural sports and adventure recreation amenities A rich fabric of arts and culture Sliammon Nation Arts & Culture Masterplan Strategy the PLP model Participate Learn Play Champions Masters Its really about the music Waterfront Projects Willingdon Pier, Performance Bandstand and Discovery Centre concepts be housed within the Waterfront Development Corporation for inclusion in the overall waterfront development scheme Discovery Centre website be created immediately to serve as virtual Discovery Centre until the facility can be developed Visitor Centre be upgraded to serve as interim Discovery Centre Investment suggestions to PRREDS ACE, Waterfront and Tourism see foregoing charts In the companion report, The Branding of Powell River A Strategic Framework, new marketing jobs are identified; Publicity Event Coordination Research Sales It is recommended that PRREDS evolve from its research and development posture to become a more proactive delivery agency for development, sales and marketing of the community. Lamont Management Inc

9 BACKGROUND Lamont Management Inc was retained by the Powell River Regional Economic Development Society (PRREDS) to undertake the development of an integrated business and marketing plan which could serve as a master cultural plan, identifying and planning cultural activities that can be implemented incrementally to drive economic development (jobs) in the region. This project, initiated by the Arts, Culture and Education Committee to advance the planning process fell within one of Five Pillars defined in the PRREDS official Strategic Plan: Waterfront Tourism Forest and Marine Industries Arts/Culture/Education High Speed Fibre-Optic, Broadband Access Hamilton McClymont and Mike Hurst conducted a workshop session with the ACE Committee of PRREDS and the waterfront development consultant in May to review initial findings and assess a long list of ideas that were generated from the research process. Priorities were established and agreement was reached on which ideas full business plans would be developed for, as follows: Powell River Summer School of the Arts School of Street Performing Arts Instrument Making Workshop Jazz Festival Writers Festival Willingdon Pier and Performance Stage* Discovery Centre* (*to be prepared for integration into the overall waterfront development plans as they pertain to the Willingdon Beach site) In addition, it was agreed that we would review planning already put in motion by Powell River organizations for the following: Victoria Symphony Orchestra in residence Symphony Orchestra Academy of the Pacific Opera Academy Theatre BC regional or Mainstage festivals Marine Drive mural project (the Clarabelle concept) First Nations Market The workshop provided an opportunity to identify key issues facing Powell River going forward, as it attempts to redefine and reposition itself for the future. The initial work had made it clear that it was difficult to deal with the Cultural Plan alone, without taking into consideration activities that fell under the other Pillars of PRREDS strategic plan or other studies being conducted by the ACE committee of PRREDS. They are all interrelated and add synergies to each other. Together they define the future potential for Powell River. Furthermore, it became apparent that the future success of arts and cultural opportunities identified and developed in the study would depend on the overall vision and positioning (re- Lamont Management Inc 1

10 branding) of Powell River, on the unified commitment of the community to that vision and positioning, and on the resources and structure provided to the task of marketing Powell River and all of its attributes and components. In reaching this stage, we have visited Powell River on seven occasions, immersed ourselves in the community, experienced different accommodations and restaurants, interviewed many of the key people, reviewed the existing offerings in the education, arts, and cultural fields, and visited all the performance venues. We have reviewed the waterfront development plans, tourism marketing activities, the wide range of quality recreational offerings, and the high technology planning for the community, and assessed the perceptions of Powell River held within and outside the community. We have also researched what goes on in other communities seeking to reposition themselves and what new ideas are out there for consideration for Powell River. As part of the business plan development for each opportunity targeted, we have also carried out reviews of similar arts and cultural programming in other areas. Throughout this work we have taken a big picture view of Powell River, its current situation and potential, the integration of the Five Pillars, and the translation of the potential into a strategic marketing plan encompassing branding, positioning, programming, and action plans. We believe this report provides a viable and rewarding path to the enhancement of current arts and cultural programming in Powell River. The timely introduction of new initiatives, integrated with the programming that will flow from the other Five Pillars, will help brand Powell River effectively, create much needed economic value, and add considerably to the fabric of the community over the long term. We are bullish on the future of Powell River. Lamont Management Inc 2

11 ARTS & CULTURE IN POWELL RIVER Powell River is a remarkable lively arts and culture town. This community of 20,000 (regional population) has five performance venues and nineteen producing and presenting organizations offering dance, theatre and music in virtually all of its forms. Major events are staged every month from February through September; some are international in scope and reputation. Six galleries, nine cultural and heritage associations and one ceramic manufacturer complete the inventory. In addition, Powell River is home to the Powell River Academy of Music, where more than two-dozen teachers work with upwards of 500 instrumental and vocal students. Remarkable indeed. Appendix A includes information about venues and lists producers, associations, and the many people who contributed their ideas to this report. Some of the events in Powell River attract participants from afar, and it is hoped that this trend will increase. How well is the town equipped to handle these visitors? Accommodation infrastructure There are nearly 600 bed units in the region of varying quality. This number is more than adequate most of the time, save for special events like Kathaumixw. Occupancy rates are not tracked and a room tax to support marketing is not in place, but both are being considered and deserve support. This business sector is not doing well at present. Additional accommodations will be required in the future but natural market forces should apply when the need is reality. The quality of new accommodations is an important consideration to fit with the long-term vision of the community. Beach Gardens is a tired gem that begs to be restored as a destination spa resort when favourable economic conditions return. The time for that is down the road and the facility needs a lot of work, but efforts should be made restore its position in the community. The Lund Hotel is a good example of a facility recovery. Municipal support for arts & culture In the spring, the Municipality applied to the Department of Heritage to be selected a Cultural Capital of Canada. In the application, municipal support for the arts was presented in detail. Grants and in-kind contributions totalled $226,600 in A further $254,900 was spent to operate the Evergreen Theatre and Dwight Hall. The total ($481,500) represents per capita support of $ figures for provincial and federal equivalent per capita spending on arts and culture are as follows: BC Canada $ $ Powell River s level of support is high by any standard. Lamont Management Inc 3

12 THE FIVE PILLARS In 2002, in association with Community Futures and other community groups, PRREDS developed a long range strategic plan built around Five Pillars, (Tourism, The Waterfront, Forestry and Marine Industries, Broadband Internet Access, and Arts, Culture, Education) that defined most of the need to do tasks of building and sustaining a viable local economy over the long term. Three key objectives were identified: To bring new employers, visitors, and jobs to the area To assist current local employers and community groups to improve their productivity and programs To weave a tight fabric of economic diversity in the community to eliminate dependence on a few. Since then, all economic development work has been focused on these pillars and new plans and programming are emerging for each. Following are our perceptions on each of the Pillars. Tourism This Pillar should, more appropriately, be titled Marketing, since it best describes the integrated marketing efforts needed to promote the whole community in the future. Given the huge amount of current and potential attributes available in the area to attract visitors, tourism is an obvious key target for those marketing efforts, but not the only one. Concerns were expressed that a focus primarily on tourism development would create only lower paying service jobs that would not provide the economic stimulus to retain young people in the community and support young families. New businesses, retirees, young families, and entrepreneurs are also key targets confirmed in the PRREDS strategic plan. The integrated marketing strategies and communications plans that emerge in the months ahead to promote an overall image and positioning for the community and the specific marketing programs and tactics that are aimed at each of the target groups, including tourists, will define the successful pursuit of the objectives set out by PRREDS. Therefore we propose that consideration be given to rename this Pillar. The Waterfront The development of the waterfront, as has been described and developed to date by PRREDS, is critical to the future image, positioning, and economic development of the community and will impact the community dramatically for decades to come. In our work, we identified two projects on the waterfront for development under the arts and cultural master plan and received the unanimous support of the ACE committee to proceed with developing business plans for both: A Discovery Centre on Willingdon Beach: A new high tech welcome center for visitors featuring interactive story centers to promote all the attributes of the area to all target Lamont Management Inc 4

13 groups, office and administration space to house community marketing resources, and a gallery to showcase the artistic talents of the area The Willingdon Pier and Performance Stage: A new, major pier capable of providing a public gathering place, short term moorage to attract visitors, space for showcasing and operating the existing carousal in season, and a performance stage to present concerts to patrons on shore Both these opportunities are detailed below as to their content and impact. Both rely on full integration within the overall plans for waterfront development and funding from within the Waterfront Pillar for their structural creation. Forestry and Marine Industries There appears to be outstanding potential available in the pursuit of smaller, added value, wood and marine related businesses to diversify within the areas and reduce dependency on one large employer in the future. We met some very interesting people creating fine wood instruments and products and heard of efforts to create new businesses and collective marketing efforts to support them. The business case for the development of a stringed instrument making school has been included in the arts and cultural initiatives. Broadband Internet Access Connectivity is a major opportunity to grow the future of Powell River. This ability to interact with the world provides both a broad reach to promote the image and positioning of the area and, at the same time, targets specifically desired groups with an interest in the area and its programming. Connectivity also opens the door to the broader global presentation of the recreational, arts and cultural programming in the area. It is important that all elements of the community take full advantage of the benefits that broadband access offers the area. For example, the current visitor s center with it s old technology information delivery system (largely brochures) needs to be upgraded to embrace new technologies and in so doing, enhance the awareness and reputation of connectivity as a strong attribute of the area. Arts/Culture/Education This Pillar, and the development of a master cultural community plan are covered in detail in the main body of this report. Lamont Management Inc 5

14 Other Economic Drivers Recreation and Sports The field of sports and recreation does not receive the attention it is due as an economic driver in the region in the Five Pillars Strategy. The area already offers an abundance of world-class recreational products, most notably in the adventure and eco-tourism areas that are growing in popularity worldwide. The trail hiking and biking, canoe and kayak routes, dive sites, fishing, camping and accesses to beautiful wilderness forest and water attractions in the region are as good as they get. They need to be more aggressively marketed, collectively and individually. We believe there are outstanding opportunities to grow business within each activity, to package recreational activities with other offerings in the community, and to create 2 or 3 major eco-adventure events that will attract participants from around the globe, and international television coverage. On the sports front, we noted the economic loss incurred with the departure of the hockey school and see opportunities to develop new sports camps (hockey, biking, boating, diving) in the future. We also see the opportunity to attract international, regional and provincial sports events in several areas using the existing venues such as the Complex or by realizing new visions like the International Dojo under development. Some of those events could include Sliammon and First Nation events (soccer, basketball) that have proven popular elsewhere. It may be appropriate for PRREDS to assign Pillar status to the sports and recreational area and to focus on developing a strategic master plan as it is doing in the arts and cultural area. Infrastructure In our interim report to the ACE Committee, we noted some infrastructure issues facing the community, in particular, the criticism that the community needs a face lift. Removing or hiding the stumps along the route from the Saltery Bay ferry, a sense of welcome on arrival, the storage tanks near the ferry arrival, hydro lines along the Marine Avenue downtown area, street signage, and generally painting, cleanup and planting were all mentioned in interviews. Some of these issues are incorporated in initiatives that are underway; the waterfront development, and the Clarabelle project are cases in point. Others might be gathered under a summer student works program that could attract outside funding. Face lift items will be important contributors to the future marketability of the community. Education During the research work many ideas were offered for new and expanded edu-tourism and professional development programming capable of using the existing education facilities. Computer and photography camps, cooking schools, and many other concepts were suggested for packaging with recreational components and accommodations. This whole area offers outstanding potential as an economic driver for the community. Niche Weeks The concept of niche or getaway weeks, or weekends offers outstanding potential as an economic driver in the area, especially in the shoulder seasons. Fully packaged, and promoted to very specific groups in the Lower Mainland, the Island and Seattle markets, such niche weeks Lamont Management Inc 6

15 feature an activity of passion to the target group, and package it with meals at local restaurants, accommodations in hotels, travel to and from, and other recreational, arts and cultural amenities of the area. They are pre-packaged, pre-promoted, pre-sold, and pre-paid. The range of ideas is unlimited. In the performing arts alone, niche weeks could be organized around big band, rock and roll and country music, as well as swing, flamenco, and ballroom dancing. Ten such niche weeks in the fall and 10 more in the spring, with each targeting people and averaging 4 days in town, can deliver 8,000-16,000 additional bed nights, and restaurant bookings and the jobs that support the events. Sliammon The Sliammon comprise about 900 members, of whom 650 live on the reserve. 50% are under 26, and the unemployment rate is 60% (compared to 10% in Powell River). The band currently spends between $5 and 7 million a year in Powell River. The Sliammon are one of three lead tables in the treaty process. Among the goals they have set for the negotiations are the establishment of a cultural centre, an annual forestry cut, and governance. The cultural centre will focus on cultural preservation and archives; visitors will be welcome. The conclusion of the treaty will put about $90 million in the band s hands. The Sliammon see tourism as a potentially important economic generator. Among the possibilities being considered are: guiding and camping About 15 sites have been identified and plans are being made to develop camping opportunities ranging from picnic and comfortable style camping to guided backcountry excursions over the next five years. A funding agency is apparently interested in both ocean to alpine and hut to hut camping potential. hospitality training PRREDS has funded the feasibility study for hospitality training program for First Nations people. The report is due by the end of October. Likely partners will be Capilano College (North Van) and Malaspina University College (Nanaimo). The concept is to have a three month course based at the Lund Hotel. The annual Santa Fe Indian Market attracts 1,100 artists, 80,000 people. Is there room for a similar event in Powell River? Could it be co-produced with the Sliammon? Perhaps. The Sliammon have a strong network (First Nations Summit, Assembly of First Nations, Union of BC Indian Chiefs) through which such an event could be organized. It could be tied to Blackberry or some other festival to make it attractive to other First Nations participants. Also, there may be opportunities to develop First Nation sporting events in Powell River hosted by the Sliammon using the variety of sports venues currently available. Members of the Band participate in a cross-cultural community committee, which ensures that the Band and the Town work together. This partnership bodes well for the economic development of both. For all potential opportunities there already appears to be solid relationships in place between the Sliammon Nation, PRREDS, and the Municipality and Region of Powell River. In the estimates of PRREDS investments in arts and culture activities summarized at the end of this report, a placeholder sum of $20,000 has been included. There is no doubt that Powell River and Sliammon will cooperate on tourism and arts and culture projects in the future. Lamont Management Inc 7

16 POWELL RIVER What is Powell River? This is a key issue that has yet to be resolved and embraced. From those outside, who have not visited the area, the overall awareness is low and perceptions tend to be negative, revolving around the imagery of an old mill dependent town enduring hard times, not unlike many other resource dependent areas of the province. For those from outside who have experienced Powell River the perceptions lean more to the positive side of the scale, based largely on experiences with great hiking, diving, or music festivals. Overall, perceptions from outside remain weak. For those who live in or come from Powell River the full range of perceptions are in evidence, from the very positive to gloom and doom. Based on our research and observations we offer a sampling of what local people were saying about Powell River and a listing of what we have concluded to be the strengths and weaknesses of the community and region: Perceptions from outside Dirty old mill town, down in the dumps Beautiful place but isolated Where is it, on the Island? Haven t been there but hear its beautiful up there The 2 ferries to get there is a killer Not sure where it is. There is a great music festival there Been through it on the circle tour but there didn t seem to be much there Great lakes around there Stopped there a couple of times while boating in Desolation Sound Pretty area A friend moved up there with his family and loves it Too isolated Long way away Big mill there that isn t doing well Don t hear much about it Perceptions from within Real working community driven by diversity and activity Infrastructure not in place to assure continuity of activities without champion Opportunity to attract small business/entrepreneurs due to community s attractions If we helped what we have in the community now in terms of business, arts, culture, recreation, sports and community care by adding one more job each, we would create 1200 new jobs People who come to Kathaumixw are looked after better than anywhere else People support the arts in Powell River, but they wait to buy tickets Affluent, isolated community with a benevolent employer = excellence, self-sufficiency and achievement People are tired, the town has hit bottom, the mood is desperate Town needs to improve its image and market it Lamont Management Inc 8

17 Townsfolk are set in their ways and don t like change Notwithstanding the town s reputation for excellence in the arts, the community arts council founded in the 70s did not make it to the year 2000 Once there were three qualified drama teachers in the school district, now there s one Powell River is a base camp from a tourism point of view The future is tough, so we have to be tough Powell River is a retirement and recreational community Powell River has a deep water port, a fine airport (which needs its Custom s Officer back) and unlimited power There is strong support for the arts in the region Government regulation of small business and ferry fare increases are threats Town needs a diversified economy with an industrial tax base Powell River has more non-profit societies than anywhere The contribution that sports groups make bringing people into the town is undervalued Attracting industry is more important than developing the Waterfront Need jobs for young people Attractions; great place for family, wonderful lifestyle, low cost of living Distractions; negative business growth Powell River could become a resort town Need to make Powell River a prettier place by-laws Light industry could be attracted by the quality of the trades-people Hockey school is a real loss Governments should provide incentives (crown land, financing, tax breaks) to attract business Reliance on the mill is changing as people see their kids leave and wind up having no grandchildren here The conception that the town is under-roomed is incorrect occupancy is now running 55% (annualized), down from its 70s 70% peak By-law says 60% of the town s tax base must come from business, thus 8000 homes pay the remaining 40% - the municipal budget has trouble accommodating aging infrastructure Powell River is a cloistered community Without a viable, diversified economy, young people won t stay young people need jobs with wages on which they can raise families the family is a better form of support for seniors than the social welfare system Powell River won t succeed on tourism alone the jobs are minimum wage, and a large leap in tourism numbers are needed to make a big impact Based on the decline in mill employment and the static regional population, the community has diversified the economy without realizing it Strengths Natural beauty of the area Close to nature The Five Pillars vision Economic development potential in all Pillar areas Community full of champions, talented people A rich heritage in arts and culture, notably music Talent for niche business development Lamont Management Inc 9

18 A wide range of existing small businesses/self employment Vast array of outstanding recreational activities Established support groups (Model Community, Career Link, Community Futures) A working, vibrant community with great services High quality of life, low cost of living Great place to raise a family Sliammon First Nation Useful community facilities/venues Strong tradition of leadership, involvement and volunteerism World class Recreational/Arts/Cultural programming Long history and broad range of community cultural activity Waterfront accessibility/facilities with a long term vision/development plan Connectivity, broadband potential Accessibility to Vancouver (1/2 hr to international airport, 1 hr to downtown) Integrated Coastal Tourism support A teaching community Relative isolation (sense of adventure) A major industry supporting Pillars development The strengths of Powell River are real tangible assets from which a viable and successful brand can be built to deliver long-term economic and social benefits for the region. Those strengths can be grouped into 5 attribute foundations or focus groupings around which an integrated vision, positioning, and future marketing effort can be focused in the future. They are: The offering of a quality of life Gateway to the natural beauty of the region World class and natural sports and adventure recreation amenities A rich fabric of arts and culture Sliammon Nation The weaknesses are real as well, but are more related to perceptions, awareness and effort, which can be overcome, in time. Weaknesses Weak overall branding/positioning Low awareness and inaccurate perceptions held outside the community Divergence of feeling about the future of Powell River Unity of the community under a vision and strategic plan Perceived lack of action in implementation Lack of reach Marketing is neither broad nor integrated Appearance (town needs a face-lift) Lack of an integrated sales delivery system Current economic realities and pressures, negative business growth Lack of funding for major initiatives Limited job opportunities to retain young people/attract young families Aging population Weak infrastructure to support/sustain potential Lamont Management Inc 10

19 Fragmented leadership (needs a conductor ) Forestry vulnerability Powell River has enormous potential to reposition itself from the image of a mill dependent working town to a multi-faceted, vibrant, community, embracing tourism, new business development, economic growth and a unique quality of life. It will take time, likely upwards of 5 years and require a clear vision, strong positioning, and aggressive, fully integrated and consistent marketing efforts. The challenge is substantial but the rewards in economic growth, vitality, and quality of life are enormous. What is the appropriate vision for Powell River, around which the community can unite and future marketing efforts can be integrated? Powell River is a great place to raise a family, retire, build or create a business, come to learn and experience and enjoy. Lifestyle, environment, nature, adventure recreation, water, forests, climate, sense of community, services offered, abundant arts/cultural programming, history, heritage, native culture, opportunity, entrepreneurial, eclectic, artistic, funky, fun, etc., are all good descriptors. Powell River has many facets appealing to different target groups and the challenge is to create an overall strategic marketing program to promote awareness of clear branding and positioning, and implement targeting sales and marketing activities within each facet. In reality, Powell River may well be the best recreational, arts, and cultural town anywhere. In fact, it may simply be the best small town anywhere. It would benefit from being widely perceived that way. That is our recommended vision for a branding study to pursue. Powell River can offer it all, to a wide range of audiences with very focused campaigns directed at individual targets, and with an overall bold image positioning marketing campaign promoting all attributes. It will require the completion of the Five Pillar strategies being developed now and the successful introduction of subsequent programming to get there. It will also need community commitment and additional financial and human resources for broad based image, awareness marketing and targeted sales and marketing programming. It will take a sustained, integrated effort over several years. Lamont Management Inc 11

20 ARTS & CULTURE MASTERPLAN STRATEGY In the same manner by which PRREDS defined their future community economic development strategies under Five Pillars, this report makes its recommendations for the arts and cultural master plan under the umbrella of four strategic Pillars : The PLP model The goal is to develop a cultural master plan for Powell River that shows how arts and culture activities can be developed and marketed to produce a positive economic contribution to the community. In doing so, risk management becomes an important strategic factor and programming models that rely on strong box office returns are suspect. Powell River s experience in producing Kathaumixw, Singing Week and the Vocal Jazz Summit, demonstrates a low risk, successful model in which performers pay to come to participate in an international cultural event. The PLP Model, as it is dubbed in this report, is recommended as the guiding light for building on the existing arts and cultural programs and creating new programming in the future. It is also the recommended model for sports and recreational master planning and for the integrated marketing and sales strategies that promote the field. People pay to come to Powell River to experience and participate in activities, to learn and to play. Champions Participate..Learn Play Many of the successful of the Powell River events and programs were founded on the passion of one or two people and built into successes by loyalty and effort, with limited funding. As Shelley Switzer of the very successful Edmonton Streetfest put it so aptly, For any community program to become successful, you must start with that crazed individual with the passion and drive to make it happen, against all odds. In the course of the work it has become clear, in cases where no champion had yet emerged for a project, that it is not possible to take planning past the concept stage. This is why, in the analyses of projects that follow, there are full business models for those projects that have champions and program concept outlines for those that don t. Masters Master leaders/mentors/teachers are required for the success of arts and cultural programming built on the PLP Model. The Masters attract the participants. It is the internationally known conductors and principal players of the Symphony Orchestra Academy of the Pacific will who will attract young professional musicians from around the world intent on orchestral careers. The success of new programming will be based on the community s ability to attract Masters. It s really about the music Powell River offers a diverse array of wonderful arts and cultural activities. Together they offer a rich fabric to the quality of community life and deliver economic value. But it Lamont Management Inc 12

21 is the music, in all its forms, that stands out and distinguishes Powell River from many other towns that are in competition for new business and economic growth. Music has a long tradition in Powell River, going back to the pioneer days of the town, continuing with the Mill recruiting workers who could play the bag pipes, through to the current international success of Kathaumixw, all driven by champions of the day. The impact of music, the success of programs and the numbers of performers in the music field is astounding for a community the size of Powell River. A review of the Powell River Musicians website and the international recognition of Kathaumixw both attest that, and Powell River is, by its location, physical attributes and musical heritage, a natural draw for musicians. Music can be an effective and unique marketing positioning for Powell River and a focus in the development of new arts and cultural programming in the future. It is not proposed that music be the exclusive pursuit over the visual arts, theatre, film or other artistic and cultural opportunities or in marketing and communications, but we are advocating that music be a common thread. Here are some examples. When targeting retirees to consider moving to Powell River, efforts could be made to focus on those with musical backgrounds. They can be the volunteers, teachers and in some cases the masters for community music programming and thereby, add to the quality of their retirement. The proposed Writer s Festival could include sessions aimed at songwriters, music critics and others with a music-related focus. Targeting new business development could include those in the music business, like the proposed instrument making school. Face lift improvements proposed for the downtown area might include musical themes for such things as lighting standards or plant holders. The head of the proposed centralized marketing efforts could be called Conductor, Marketing Bandwagon. Taken together, the impact of music offers a unique selling proposition (USP) in positioning and marketing the area that sets Powell River in a distinctive and attractive light in competition to others. These strategic pillars raise some key issues for the community: Succession planning to ensure that the champions roles are continued when the founders of programs leave or retire is critical to the long-term success of these activities. Infrastructure support in the form of event coordination is needed in the short term to ensure continuity within events, to add marketing and promotional support and to provide community coordination. Centralized and integrated marketing support is necessary to promote the calendar of festivals, events and programming. Funding will always be a key issue for the arts and cultural programming. For the new initiatives outlined below, it is expected that PRREDS or other community funding support will be required for the first and perhaps the second years of operation, before they are capable of standing on their own. Also there needs to be continuing efforts to attract funding grants from government agencies (provincial and national) and from Foundations, and corporate sponsorship to ensure the future of these programs and events. The Powell River Community Foundation may want to consider how it might assist in funding new and ongoing arts and culture programs. Lamont Management Inc 13

22 BUSINESS MODELS Powell River Summer Academy of the Arts The projects being considered under this heading; Symphony Orchestra Academy of the Pacific, the Victoria Symphony Orchestra Residency, and the Opera Academy all emanate from the Powell River Academy of Music and the Arts, Culture and Education Committee of PRREDS. The final number of projects that are developed under this umbrella need not be limited to these alone, nor to the field of music, but for now, these three are emerging. Symphony Orchestra Academy of the Pacific The Powell River Academy of Music is establishing the Symphony Orchestra Academy of the Pacific (SOAP). Together with well-known conductor Arthur Arnold (currently Principal Guest Conductor of the Moscow Symphony Orchestra), SOAP will attract up to 18 instructors drawn from among first chairs of professional orchestras in British Columbia and Europe to work with 80 to 90 exceptionally talented young professional musicians over a period of two weeks. Two categories of students are expected; beginning professional musicians looking for orchestral jobs and young professionals from abroad in need of orchestral experience. The program will include coaching preparation for auditions. Located in Powell River, BC, the Symphony Orchestra Academy of the Pacific offers an idyllic place of inspiration and recreation for musicians faculty, students and guest artists alike. The Symphony Orchestra Academy of the Pacific is organized and managed by the Powell River Academy of Music, and supported by the Powell River Regional Economic Development Society. Mission The Symphony Orchestra Academy of the Pacific provides a high level training ground for the next generation of professional orchestral players. Instruction by, collaboration with, and performance under leading international artists will be an attractive proposition to talented young professional players from around the world. SOAP strengthens the orchestral resources the community needs and makes a positive contribution to region s long-range economic development objectives. Business Concept The Symphony Orchestra Academy of the Pacific is based on these key concepts: the project follows the four strategic directions of PRREDS arts and cultural masterplan Powell River s stature in the international musical community will attract artists and conductors of the level needed to make the Academy a success promising young orchestral players who have completed their formal training will be attracted to a professional development opportunity where they are able to study, work and perform with internationally renowned artists The Symphony Orchestra Academy of the Pacific offers a uniquely rounded musical experience for emerging, exceptionally talented orchestral players. Promising young musicians aged from around the world are selected through an audition process to study and perform with Lamont Management Inc 14

23 internationally renowned artists and conductors from the Concertgebouw Orchestra, Vienna Philharmonic, Berlin Philharmonic, Moscow Symphony, Moscow Bolshoi Orchestra, New York Philharmonic, St Louis Symphony Orchestra, Vancouver Symphony Orchestra, and the Victoria Symphony Orchestra. The Symphony Orchestra Academy of the Pacific offers master classes, lectures, group instruction, workshops and rehearsal and performance opportunities that provide practical ways for talented young players to enter the world of professional orchestras. Powell River, British Columbia, Canada is an ideal summer retreat for many of the world s greatest instrumentalists and musical minds. It is the home of the renowned International Choral Kathaumixw and (beginning in 2004) the summer residence of the Victoria Symphony Orchestra. Market The Symphony Orchestra Academy of the Pacific program is designed for emerging, exceptionally talented young musicians who have completed their formal training and may have some professional experience, but who will benefit from further instruction and experience before they are ready to audition for a professional orchestra. Two categories of students are expected; beginning professional musicians looking for orchestral jobs and young professionals from abroad in need of orchestral experience. Participants will be recruited through live and taped auditions beginning in early December Auditions will be held in North America, Europe and in the Asia-Pacific region. Artists joining the program as masters will actively recruit potential students. Market Environment Summer music programs abound worldwide. It is young professional musicians, and not audiences, that constitute the market for SOAP, so it is the market positioning of other summer schools, rather than the festivals, that needs to be evaluated. Close to home in British Columbia there are: Courtenay Youth Music Centre, now in its 37 th year, offers two-week programs at the end of July in orchestra, band and chamber music for music students. Programs are also offered jazz and musical theatre at other times of the summer. The Kamloops Interior Summer School of Music, in business for 25 years, runs from 7 25 July, offering a wide ranging program (pop, jazz, classical, choral, musical theatre) for young amateur musicians from across western Canada. In Surrey, the West Coast Summer Music Festival offers a week-long orchestral program for amateur musicians at Trinity Western University from July. While it was cancelled this year, in the past the Vancouver Academy has offered the three week Egmont Chamber Music Camp (July August) for young pre-professional musicians interested in working on repertoire for string quartet. Lamont Management Inc 15

24 Canadian orchestral programs aimed at attracting young professional musicians include: Tafelmusik, whose Baroque Summer Institute (second half of June) appeals to players who wish to concentrate on the repertoire and performance style of the Baroque period. Participants pay a fee of $850 for the two-week session, exclusive of accommodation. It is worth noting that the Tafelmusik Baroque Orchestra has been orchestra in residence at the Scotia Festival of Music, most recently in 1998 and National Youth Orchestra of Canada. Founded in 1960, based in Toronto, with sessions in 2003 held at Queens University in Kingston, The National Youth Orchestra offers young (14-28) pre-professional musicians who play orchestral instruments the opportunity to compete for 80 to 100 places in the NYOC s 3 to 4 week annual summer training session. Accepted students are awarded full scholarships worth $8500, which covers all training and all but part of the students room and board. The training session is followed by a tour this year 8 concerts were given in 7 cities over a two-week period. The organization claims that about one third of Canada s professional orchestral musicians are alumni of the National Youth Orchestra. Concert and Opera Residency at the Banff Centre. For three weeks in July and August, emerging professional musicians work with senior artists, present concerts, and, at the conclusion of the residency, comprise the pit orchestra for the Banff Festival s operatic offering (this year, Filumena, a new opera, was presented). Successful applicants pay $1,100 plus $1,000 room and board to participate. None of these organizations target the young professional player ready to join his/her first orchestra and none offer the range of top-level international mentorship that Symphony Orchestra Academy of the Pacific proposes. Our research has not revealed any other programs targeted at young professional level players in the Pacific Northwest or in the rest of Canada. Given its clear focus, the Symphony Orchestra Academy of the Pacific is very well situated in the marketplace. Opportunities As musical a community as Powell River is (choral, band, pipe, and jazz are all very healthy in the town), and as busy as the Powell River Academy of Music is with its string program, orchestral activity in the region is limited at present. It is the hope that the Victoria Symphony residency and the Symphony Orchestra Academy of the Pacific will inspire the community to orchestral music making year round. Goals & Objectives The goal for the Symphony Orchestra Academy of the Pacific is to build incrementally on a break even or better basis, and always so that the Academy makes a positive contribution to the economy of the community. Lamont Management Inc 16

25 Specific objectives are as follows: # participants # teachers # weeks Resource requirements The resources required to operate the Symphony Orchestra Academy of the Pacific are available in the Powell River Community. Marketing The marketing strategy relies on international contacts already in place through Powell River Academy of Music, and support of personal communication with a strong internet presence, which Powell River s commitment to broadband web access makes possible. Artists who are invited as masters will aid in recruiting participants. Infrastructure The fact that the program will conclude just before the high tourist season gets underway, will ensure that local transportation and accommodation resources will be sufficient to look after SOAP participants. Rehearsal and studio facilities are available in a number of places in the community. Personnel Powell River Academy of Music will provide the administrative support the program requires, including any additional staff required. Finance PRREDS support has assured the first year of the program. PRREDS has applied to the Department of Heritage Cultural Capitals of Canada program, indicating a requirement of $44,000 for SOAP. If this support is realized, it will ensure the second year of operations in 2005 is fully funded. Provided its enrolment goals are achieved, SOAP should require little or no public/private sector support from the third year on. Economic Impact Estimates of the revenues and expenses have been made based on the project s five year goals and reviewed with SOAP s proponents. Applying the Sport Tourism Economic Assessment Model to these goals and numbers results in a calculated economic impact estimate (including direct, indirect and induced effects) as follows: $000s Impact $249.1 $341.5 $630.5 $759.5 $759.5 Total economic impact of the project over five years is calculated at $2,740,100 Lamont Management Inc 17

26 Risks & rewards The greatest risk is that young Canadian and international professional musicians intent on orchestral careers will not see the program as valuable to their development. If this should be their response, the best efforts of SOAP notwithstanding, the risk is mitigated by the fact that there is no commitment to present the program beyond the initial year. Preliminary indications of support for the first year are strong. Invited masters are keen to help recruit participants. Analysis of the numbers indicates that the project can work financially with as few as 40 participants. On the plus side, the Symphony Orchestra Academy of the Pacific has the potential to be cash flow positive. It will bring more international musicians to the town, thereby enhancing Powell River s reputation as a centre for international quality music making. SOAP will strengthen orchestral activity in the community, which has been limited. Finally, the economic impact will be positive and substantial. Key Issues Where will the students come from? Web-based marketing and international auditions, supported by the efforts of those artists who will be the program s masters, together with the reputation of the community itself, are intended to attract the participants. It is fundamental that this strategy be successful. Can a scholarship program be put in place to improve the marketability of the program? Both Banff and the National Youth Orchestra offer scholarship assistance to participants in their programs. Doubtless this is attractive to young musicians about to embark on professional careers. In the long term, a funded scholarship program would improve SOAP s marketability. It appears that a Canadian musician participating in the Symphony Orchestra Academy of the Pacific would be eligible to apply to the Canada Council under its Grants to Professional Musicians (deadline is 1 November) or Travel Grants to Professional Musicians (deadline is 6 weeks in advance of travel) programs. This should be verified with Council s Music Section. Potential Canadian participants should be encouraged to apply. How will SOAP be financed in the long term? PRREDS support ensures the first year of the program in Powell River has entered a Department of Canadian Heritage competition to be declared one of Canada s Cultural Capitals. If the application succeeds, the funds received will cover the second year of the program. The estimates indicate that if SOAP can enrol the targeted number of students, it should be able to operate on a close to or break-even basis from the third year on. Lamont Management Inc 18

27 Victoria Symphony Orchestra Residency PRREDS, the Powell River Academy of Music and the Victoria Symphony Orchestra have jointly announced that the Victoria Symphony will be Powell River s Orchestra in Residence for two weeks in the summer of The Victoria Symphony, under new Music Director Tania Miller, will perform on its own and with the International Choral Kathaumixw. Members of the orchestra will teach in the new Symphony Orchestra Academy of the Pacific. The Victoria Symphony s presence in Powell River will raise the bar for music making in the region and will promote tourism, particularly from Vancouver Island. As well, the economy of the region will be enhanced by the presence and spending of orchestra members and their fans. Mission Statement The Victoria Symphony Orchestra Residency increases Powell River s profile as the leading cultural destination on the mainland coast, enhances Powell River s attractiveness to visitors, and makes a positive contribution to region s long-range economic development objectives. Business Concept The concept is to solidify Powell River as the cultural centre on the mainland coast by inviting a major professional symphony orchestra for a two-week residency. The strategy is to reduce the risk inherent in launching this activity by creating a partnership with the existing major international event Kathaumixw. The Victoria Symphony will provide 12 services over two weeks; including concerts on its own, the Kathaumixw opening, and a Kathaumixw program featuring large-scale symphonic & choral works. Market The International Choral Kathaumixw has always needed an orchestra, and among those it has hired in its twenty-year history are Pacific Baroque Orchestra, CBC Radio Orchestra, Seoul Orchestra and Karl Krause Academy Orchestra. The Victoria Symphony Residency provides a step up in artistic standard. The residency plan indicates that Powell River audiences will be expected to support two new concerts in Attendance is forecast at a modest 50% (700 people total). The potential upside provides an opportunity for tourism marketing. Though the Victoria Symphony residency program will require funding support on an ongoing basis, it will be a key tool in the community s marketing kit. The Victoria Symphony is an experienced opera orchestra (it plays for Pacific Opera Victoria), and could be a boon to the Opera Academy of the Pacific, if it is established in Market Environment It is a unique partnership that puts the Victoria Symphony Orchestra together with the Powell River Academy of Music and the Powell River Regional Economic Development Society. No other summer music program has at its core the services of a major professional orchestra, no other major Canadian orchestra enjoys a summer residency in the context of a renowned international festival. Those who participate in Kathaumixw next summer, and the community as a whole, will enjoy an experience they can have nowhere else. By inviting the region s pre- Lamont Management Inc 19

28 eminent orchestra to be in residence, Powell River positions itself as a community that is genuinely excited about the role cultural activity can play in economic renewal. Opportunities The partnership is timely. The Victoria Symphony Orchestra has recently appointed a new Music Director (Tania Miller). This extraordinary young Canadian musician brings fresh energy to an orchestra that has a commitment to contemporary music, strong management, financial stability and no debt. There is opportunity for everyone involved: PRREDS shows how investment in the arts can create economic development the Victoria Symphony Orchestra generates new work for its musicians and obtains new exposure on the international stage the International Choral Kathaumixw, supported by a major professional orchestra, expands its programming Powell River concert goers and visitors hear a fine orchestra play live expanded interest in the Powell River Academy of Music s string program leads to the development of the region s first community orchestra Goals & Objectives The goals of the Victoria Symphony Orchestra Residency are to confirm Powell River s status as the leading cultural town on the mainland coast and beyond make a positive contribution to the economy of the community establish long lasting relationships between Powell River Academy of Music and other national and international musical organizations raise the Victoria Symphony s international profile Resource requirements With PRREDS support, the resources for first year of the Victoria Symphony Orchestra in Residence are in hand. For the program to continue to be successful, the community will need to develop its capabilities in some key areas. Finance PRREDS support has assured the first year of the program. A range of public sector programs will be approached for support in the second and third years of the program. It is clear that, for the program to be ongoing, substantial funding will be needed. The capability to raise these sums needs to be established. Marketing The Residency represents not so much a project to be marketed, as it does a potential marketing tool. The ability to trade the Symphony s presence into image value and tourism revenue will determine the ultimate success of the program. In other respects the community is well able to support the Residency. Lamont Management Inc 20

29 Infrastructure The Residency will conclude just as the high tourist season gets underway, so local transportation and accommodation resources will be sufficient to look after Victoria Symphony members. Rehearsal and studio facilities are available throughout the community. Performances will be held in the Great Hall, the Evergreen Theatre, Dwight Hall and other venues in the region. Personnel The Victoria Symphony Orchestra s management will look after most administrative details. Powell River Academy of Music will provide any additional support required. Economic Impact Estimates of the revenues and expenses have been made based on the project s five year goals and reviewed with the proponents of the Victoria Symphony Residency. Applying the Sport Tourism Economic Assessment Model to these goals and numbers results in a calculated economic impact estimate (including direct, indirect and induced effects) of $151,500 per year. Over five years the total impact would be $757,500. Risks & rewards The rewards for all partners are clear: the Victoria Symphony provides additional work for its musicians, extends its market reach, and enhances its reputation in the international music community Kathaumixw has the benefit of a first rate orchestra the Residency raises the prestige of Kathaumixw, Singing Week, and the Opera Academy (scheduled to begin in 2005) the Residency expands programming opportunities, and increases the likelihood of obtaining sponsorship Powell River businesses benefit from hosting the orchestra (e.g., Beach Gardens for accommodation, catering requirements, etc) Powell River enjoys the benefit of a larger orchestra than it could otherwise afford It is estimated that the Residency will have an ongoing average annual funding requirement of about $60,000. The risk is in the community s ability to raise the resources needed for ongoing support of the Residency program. Lamont Management Inc 21

30 Opera Academy of the Pacific The Powell River Academy of Music, together with well-known mezzo-soprano Sally Ann Russell, will attract an international artistic team to work with 8 (initially) exceptionally talented young professional singers over a period of three weeks, culminating in the performance of a contemporary opera. The program will appeal to young artists who have completed their professional training and who need to test their mettle on new repertoire with top colleagues in a supportive artistic environment. The project will be a net economic contributor to the Powell River region. Located in Powell River, BC, the Opera Academy of the Pacific offers an idyllic place of inspiration and recreation for musicians faculty, students and guest artists alike. The Opera Academy of the Pacific will be organized and managed by the Powell River Academy of Music, and supported by the Powell River Regional Economic Development Society. Mission The Opera Academy of the Pacific provides a high level experience in the preparation and performance of contemporary work for the next generation of opera artists. Instruction by, collaboration with, and performance under leading international artists will be an attractive proposition to talented young singers from around the world. The Opera Academy makes a positive contribution to the region s long-range economic development objectives. Business Concept The Opera Academy of the Pacific is based on these key concepts: the project follows the four strategic directions of PRREDS arts and cultural masterplan Powell River s stature in the international musical community will attract the high level opera artists in all aspects of opera production and presentation needed to make the Opera Academy a success promising young singers who have completed their formal training will be attracted to a professional development opportunity where they are able to study, work, prepare and perform with internationally renowned artists in the performance of a contemporary opera The Opera Academy of the Pacific gives talented young singers an intense and meaningful experience in the preparation and performance of contemporary work at a professional level. Promising young singers aged from around the world are selected through an audition process to study and perform with internationally renowned artists. Participants are expected to arrive having completed the musical preparation for their roles. The focus of the program will be on preparing the production and performing it. Powell River, British Columbia, Canada is an ideal summer retreat for many of the world s greatest performers and musical minds. It is the home of the renowned International Choral Kathaumixw and (beginning in 2004) the summer residence of the Victoria Symphony Orchestra. Market The Opera Academy of the Pacific program is designed for emerging, exceptionally talented young singers who have completed their formal training and may have some professional Lamont Management Inc 22

31 experience, but who will benefit from an opportunity to prepare and perform contemporary roles with international calibre artists. Participants will be recruited through live and taped auditions beginning in December Auditions will be held in North America, Europe and in the Asia-Pacific region. Opera artists joining the program as masters will actively participate in recruiting potential students. Market environment Summer music programs abound worldwide. It is young professional singers, and not audiences, that constitute the market for OAP, so it is the market positioning of other summer schools, rather than the festivals, that needs to be evaluated. In British Columbia there is: Acting Workshop for Opera Singers. For 11 days in August, the Modern Baroque Opera presents a workshop for 10 professional singers designed to develop the performance skills that successfully merge the requirements of acting and singing. Based at the Vancouver East Cultural Centre, the fee for the program is $600. Canadian opera programs aimed at attracting young professional singers include: Queen of Puddings Music Theatre Artist Training Program (Toronto). Three week annual program specializes in new music and theatre skills development for artists. Opera as Theatre at the Banff Centre. This six-week program (June to mid July) emphasizes the acquisition of theatrical skills for artists who have already acquired a high level of musical sophistication. At the conclusion of the residency the participants perform in the Banff Festival s operatic offering (this year, Filumena, a new opera, was presented). The program fee is $2,184 + $1,161 for accommodation. Successful applicants receive financial assistance to cover tuition and accommodation as well as meals, travel and a stipend of $100/week. Of these programs, Banff s operation most closely resembles the concept for Opera Academy of the Pacific. At Banff, participants have a longer time to prepare their roles in the Festival opera production, and they receive their training through scholarships, at no cost to themselves. To define its niche in the marketplace, the Opera Academy of the Pacific can focus on the reality of short rehearsal time in the North American opera business, and on the opportunity to work with international artists in all operatic disciplines on new repertoire with the composer in attendance. Finding a way to offer scholarship opportunities will enhance the program s marketability. Opportunities In 2004, the Powell River Academy of Music, with the support of PRREDS, is establishing the Symphony Orchestra Academy of the Pacific. In addition, the Victoria Symphony will be in residence in Powell River for the two first weeks of summer to coincide with the International Choral Kathaumixw. Assuming that these two new initiatives are successful, the Opera Academy of the Pacific will have interesting options to consider in meeting its needs for orchestra accompaniment. There are arguments for and against each option an existing professional orchestra or one comprised of SOAP participants and there is the time to weigh Lamont Management Inc 23

32 them. In either case, opportunities will be created for the community, its musical life and its economic development. Goals & Objectives The goal for the Opera Academy of the Pacific is to build incrementally on a break even or better basis, and always so that the Academy makes a positive contribution to the economy of the community. Specific objectives are as follows: # participants # teachers # weeks/perfs 3/2 3/2 3/2 3/3 Resource requirements The resources required to operate the Opera Academy of the Pacific are available in the Powell River Community. Marketing The marketing strategy relies on international contacts already in place through the Powell River Academy of Music, and support of personal communication with a strong internet presence, which Powell River s commitment to broadband web access makes possible. Artists who are invited as masters will aid in recruiting participants. Infrastructure The fact that the program will conclude just as the high tourist season gets underway, will ensure that local transportation and accommodation resources will be sufficient to look after OAP participants. Rehearsal and studio facilities are available in a number of places in the community. Personnel Powell River Academy of Music will provide the administrative support the program requires, including any additional staff required. Finance PRREDS support has assured the first year of the program. A range of public sector programs will be approached for support in the second and third years of the program. The goal is, that by year four, private sector funding will be able to maintain the program. The capability to raise these funds needs to be established. Lamont Management Inc 24

33 Economic Impact Estimates of the revenues and expenses have been made based on the project s four year goals and reviewed with the Opera Academy s proponents. Applying the Sport Tourism Economic Assessment Model to these goals and numbers results in a calculated economic impact estimate (including direct, indirect and induced effects) as follows: $000s Impact $119.6 $119.6 $158.5 $164.6 Total economic impact of the project over four years is calculated at $562,200 Risks & rewards The greatest risk is that young Canadian and international professional singers intent on careers will not see the program as valuable to their development. The results of the marketing effort for the Symphony Orchestra Academy of the Pacific will indicate whether the strategy of recruiting through personal contact is effective. On the plus side, the Opera Academy of the Pacific will bring more international musicians to town, thereby enhancing Powell River s reputation as a centre for international quality music making. The economic impact will be positive, as participants use local services and the production attracts visitors. Key Issues Where will the students come from? Web-based marketing and the international audition program, supported by the efforts of those artists who will be the program s masters, together with the reputation of community itself, are intended to attract the participants. It is fundamental that this strategy be successful. Can a scholarship program be put in place to improve the marketability of the program? Banff offers full scholarship assistance to participants in the opera program. Doubtless this is attractive to young singers embarking on their professional careers, and provides the Banff Festival with a relatively inexpensive professional cast for their annual production. In the long term, a funded scholarship program would improve the Opera Academy s marketability. In the meantime, it appears that a Canadian singer participating in the Opera Academy of the Pacific would be eligible to apply to the Canada Council under its Grants to Professional Musicians (deadline is 1 November) or Travel Grants to Professional Musicians (deadline is 6 weeks in advance of travel) programs. This should be verified with Council s Music Section. Potential participants should be encouraged to apply. How will PRREDS support be replaced in the long term? The preliminary estimates for the Opera Academy show a requirement for an investment by PRREDS in 2005 of $25,000, and this amount will be an ongoing requirement. Powell River has entered a Department of Canadian Heritage competition to be declared one of Canada s Lamont Management Inc 25

34 Cultural Capitals. While the Opera Academy is not specifically mentioned in the application, the concept of a Summer School for the Arts is, and if the application is successful, it may be possible to allocate some of the funds to OAP. In the long run, the Opera Academy of the Pacific will have to become self-sufficient, or some alternative annual funding will need to be found. Raising Funds for Powell River Summer Academy of the Arts Projects PRREDS and the Powell River Academy of Music need to make a careful assessment of the fundraising potential that Symphony Orchestra Academy of the Pacific, Victoria Symphony Residency and Opera Academy of the Pacific have, both singly and together. Arts Partners in Organizational Development can provide funds to assist in the feasibility assessment of programs and development of fundraising strategies. Lamont Management Inc 26

35 Raincoast Academy of Lutherie Mission Statement Raincoast Academy of Lutherie provides a sequestered, rural environment where Luthiers of all skill levels can learn the history, art and science of stringed musical instrument making through the practical experience of creating an instrument. The Academy reinforces the Powell River region s reputation as the premier cultural community of the mainland coast, creates jobs and makes a positive contribution to the economy of the region. Project Leadership The project team consists of the following people: Dan Minard general management and marketing A Luthier with seven years experience in building and repairing musical instruments, he has been running a small business producing wood products for the international Luthier market since Scott McKee consultant Currently producing the on-line Northwest Luthiery School, his web design and programming skills will valuable to the project. A student of and colleague of some of the foremost Luthiers in North America, he has been building instruments and teaching Lutherie since Michael Conway-Brown specialist instruction Proprietor of Conway-Brown guitars for nearly 10 years, he is an accomplished repair person, specializing in set-up (improving the tone and playability of instruments) as well as structural and cosmetic repairs. Business Concept The Raincoast Academy of Lutherie is foremost an educational facility where Luthiers, both professional and hobbyist, can learn and upgrade their skills through practical experience. The Academy s resources, both human and technical, also make possible its instrument manufacturing operation. The initial strategy is to push hard on manufacturing and on marketing the school to establish the school s reputation. Then as the school attracts more students, the focus can shift from manufacturing to pedagogy. The project follows the four strategic directions of PRREDS arts and cultural masterplan. The Academy Two kinds of courses are proposed, a six-week course (competitive with what is offered by the best North American operations) and a series of one to three-week courses for students who wish to brush up on a single aspect of their craft. The six-week course will be aimed at persons with no fine woodworking experience. The goal of the course is to guide each student through the process of building his/her first acoustic guitar Lamont Management Inc 27

36 (or other stringed instrument of their choice). Initially, two courses will be offered in the winter and two more during the summer months. The six-week course will include: shop safety & personal responsibility for working in a safe manner a brief history of stringed musical instrument development practical guidance in choosing & maintaining luthiery tools in depth instruction in choosing & caring for the wood used in instrument building advanced joinery techniques & the properties of adhesives theoretical & practical instruction in traditional vs. modern methods / materials used in the craft of lutherie practical instrument design & construction methods designing & building moulds, forms & jigs steam bending of wood components finishing techniques, ancient & modern decorative inlay materials & techniques soundboard bracing design & voicing of the soundboard, modern & traditional methods. instrument setup & adjustment instrument repair techniques Marketing yourself & your work. This course will cost $3,775 US (approximately $5,000 Cdn). Included in the price of the course will be the materials (including first grade solid wood) needed to complete a basic acoustic steel string or classical guitar (approximately $400 Cdn). Basic accommodation will be provided. The free use of a Common Room with cooking & laundry facilities will be available to all students. Students will be responsible for their own meals, transportation, etc. The Academy will also offer shorter courses concurrent with the six week scheduled course of instruction. These courses will be tuned to the individual student s needs and run for from one week to three weeks in duration. One or two short course enrolees can be taken on at any time without putting undue strain on the instructors or facilities. Short course topics could include any of the specifics noted in the six-week course description as well as specialty courses in: archtop guitar or mandolin construction acoustic bass building methods modern Classic guitar soundboard voicing & bracing techniques carbon fibre materials in guitar construction Jazz acoustic guitars building the F-5 mandolin (experienced builders only) amplification of acoustic instruments This adds $750 US per student / week ($1,000 Cdn) to Academy revenue. Lamont Management Inc 28

37 Manufacturing During slow periods, the manufacture and sale of high end, hand made musical instruments can supplement the Academy s income. Most of the equipment and supplies needed to produce instruments will already be available once the school is built and equipped. Much of the expertise required is already in place, and with the addition of a seasoned Luthier/instructor, the Academy will be well placed to produce and successfully market its manufactured products. The additional equipment needed for manufacturing will cost between $6,000 and $10,000, which sum is included in the capital estimates. Market The art of Lutherie continues to attract talented craftspeople. In North America alone, there are several guilds and societies dedicated to this activity. Two major mail order houses in the US provide quality, year round employment by providing materials and technical expertise to the growing body of professional and amateur instrument builders. The market for high quality, hand built musical instruments is strong and qualified people are required to meet industry needs. As well, thousands of individuals enjoy Luthiery as a hobby. Most are reasonably well off, and expect to pay for training. Attendance at the annual Guild of American Luthiers Convention is a testament to the interest and enthusiasm the field enjoys. Raincoast Tonewoods has an excellent reputation for producing quality tonewood products. In a business where reputation is everything, the Rainwood name will provide initial product recognition when the Academy s education and manufacturing programs are offered, and add to the Academy s competitive advantage. As an integral part of the initial marketing plan, several Raincoast guitars will be manufactured and be offered free of charge to notable guitar players in exchange for their promise to use them during performances and/or recording sessions. This expense is included in the capital estimates as part of the start-up expenses of the company. Market Environment One of Raincoast s main challenges will be to carve out a share of the market. There are successful schools in the US and Canada, but success in this field is not achieved overnight. To succeed, Raincoast will need to attract international students. To be attractive to international students, Raincoast must offer high quality facilities and instructors of note. There is little benefit in trying to compete on price alone. The Academy must compete on quality of service, facilities, instruction and environment. As it is the intent to offer a high end service, course costs will be kept in line with the more expensive schools already in operation. Northwest Luthiery School will have a mutually beneficial working arrangement with Raincoast Academy of Lutherie. Students of the on-line school will be exposed to the hands on learning experience at Raincoast, and Raincoast personnel will be resource persons and instructors with Northwest. Both companies will enjoy increased exposure, and students will have a unique, web-supported learning opportunity. Powell River boasts one of the most beautiful natural environments on the planet. The intention is to provide students the opportunity to enjoy the region s recreational attractions in addition to Lamont Management Inc 29

38 their study of Lutherie. Kayaking, sailing, hiking, climbing, diving, skiing; the choices are many and varied. To be distinctive in the market, the Academy must fill more than just the instructional needs of its students. It is intended, therefore, to offer the whole Powell River Experience. Combined with a real commitment to service and quality instruction, Raincoast Academy of Lutherie will have a real competitive advantage. Opportunities The Vancouver Society for Early Music presents a summer Festival as well as a winter season of concerts. Often they bring to Vancouver important artists who not only play old instruments, but make contemporary versions. The possibility of sharing master artists with VSEM should be explored. Goals & Objectives The goals of Raincoast Academy of Lutherie are to provide a relaxed and aesthetically pleasing environment where students can learn and practice the art of Lutherie and by so doing, to generate employment in the region and enhance the community s international exposure. Specific objectives are as follows: year 1 year 2 year 3 year 4 year 5 # students # employed # weeks Financial Plan The attached summary provides details for elements of the of the financial plan, as follows: Capital costs Capital costs are estimated at $150,000. This figure is based on the cash that will be required to get the project started. It is assumed that Dan Minard will provide two acres of land, and that all principals will provide the sweat equity required for either construction or upgrading of the facilities. Operating Revenue Potential Annual potential operating revenue is calculated on the basis of six-week courses (offered at about $5,000 Cdn) and one-week courses ($1,000 Cdn) for between six and twelve students per course. A maximum of six-six week courses will be offered, resulting in potential revenue of $360,000. A further $12,000 could be realized through one to three-week courses. The manufacturing program, which will supplement the Academy s income stream when the teaching business is slow, has the potential to turn out 40 instruments per year, resulting in net income of $40,000. Lamont Management Inc 30

39 Operating Revenue Forecast Year 1 4 six-week courses, 4 students 4 short course student/weeks 40 instruments sold $124,000 Year 2 4 six-week courses, 6 students 6 short course student/weeks 40 instruments sold $166,000 Year 3 4 six-week courses, 8 students 8 short course student weeks 30 instruments sold $198,000 Year 4 4 six-week courses, 10 students 12 short course student/weeks 30 instruments sold $234,000 Year 5 6 six-week courses, 8 students 12 short course student weeks 30 instruments sold $312,000 Operating Expenses Teaching staff principal $1,000/week, supplemented with part time assistant in year 3 who becomes half time assistant in year 5 Management & marketing principal $1,000/week, supplemented with part time assistant in year 3 who becomes half time assistant in year 5 Manufacturing staff $500/week, weeks increased to 37 in year 4 Insurance calculated at $500/student Lamont Management Inc 31

40 Utilities estimated at $500/working week Advertising, web presence, memberships and marketing estimated Facility maintenance estimated Materials & supplies calculated at $400/student Debt Service estimated at 10% of Capital cost per year Operating Profit/(Loss) Estimates result in before tax profit/(loss) that improves from ($31,500) in the first year to $43,100 in the fifth year. Years two through four are marginal. A tax accountant should be asked to provide advice on the impact of GST, income and other taxes on the operation. PRREDS could consider making (or securing) a loan to Raincoast Academy of Lutherie to cover the estimated capital cost. PRREDS might also consider making a grant to cover the first two years of debt service payments ($30,000) to ensure that the project gets a good start. Raincoast Academy of Lutherie Capital Costs Basic Primary shop space 25,000 Residential cabins (6) 7,500 Common facilities 12,000 Tools & Equipment 35,000 Manufacturing equipment 10,000 Materials & supplies 5,500 Sample instruments 4,000 Land clearing 3,500 Power & septic upgrade 9,000 Road improvement 7,000 Business Plan 25,000 contingency 5% 5, ,425 Lamont Management Inc 32

41 Operating Revenue Potential capacity midrange startup capacity startup Courses # courses # students # weeks Fees - 6 week courses $5, , , ,000 Fees week courses $1,000 12,000 8,000 Fee 50% 180, ,000 60,000 6,000 4,000 Instrument manufacturing Instrument sales 2,000 less materials 400 less labour 600 net 1,000 30,000 30,000 40,000 Operating Revenue Forecast year total # students Fees 84, , , , ,000 Sales 40,000 40,000 30,000 30,000 30,000 Total 124, , , , ,000 Operating Expenses Teaching staff 25,000 25,000 37,500 43,000 49,500 Management & Marketing 25,000 25,000 37,500 43,000 49,500 Manufacturing staff 25,000 25,000 25,000 37,000 37,000 Insurance (per student) $500 10,000 15,000 20,000 25,000 33,000 Utilities 12,500 12,500 12,500 18,500 18,500 Advertising & web 20,000 20,000 20,000 20,000 20,000 Memberships & marketing 10,000 10,000 10,000 10,000 10,000 Facility maintenance 5,000 5,000 5,000 10,000 10,000 Materials & supplies $400 8,000 12,000 16,000 20,160 26,400 Debt service 15,000 15,000 15,000 15,000 15,000 Total 155, , , , ,900 Operating Profit/(Loss) before taxes -31,500 1, ,660 43,100 Lamont Management Inc 33

42 Resource requirements Raincoast already has a portion of the required resources to hand. Principal Dan Minard owns the property he is proposing to make available for the academy, and a functional woodworking shop (one of the two required) is presently located there. The principals have the industry and technical knowledge needed The region is rich in the raw materials for the academy and the manufacturing operation. It is also wonderfully endowed with the natural attractions that will help to entice students to come. Finally, Powell River is renowned as a cultural, and especially a musical community. Economic Impact Estimates of the revenues and expenses over the project s first five years have been made and reviewed with the proponents. Applying a 1.5 factor to project operating expenses results in a calculated economic impact estimate (including direct, indirect and induced effects) as follows: $000s Impact $232.5 $246.8 $297.8 $362.6 $403.4 Total economic impact of the project over four years is calculated at $1,542,900 Risks & rewards The greatest risk is that the Academy will not be able to attract enough students to operate profitably. This risk is somewhat mitigated by the instrument manufacturing capability, though the numbers indicate that making instruments in relatively small numbers is not as profitable as teaching people to make them. The capital estimate provides a sum to cover the cost of preparing a detailed feasibility and business plan. That exercise should identify to what extent this operating pro forma is too risky. On the other hand, there will be considerable potential benefit to the community. Jobs will be created, visiting students will be in full time residence, requiring the daily essentials of life, as well as recreational activities. The economic impact is calculated at over $1.5 million over the first five years of the operation. Moreover, a successful cultural based industry will enhance the region s reputation as a cultural centre. Finally, the presence of these musician/craftspeople in the community is bound to increase the amount of music making, both formal and improvised. Key Issues One full time instructor (preferably one who chooses to live in Powell River) needs to be recruited to join the working partnership with the existing principals. All principals must be willing to invest sweat equity in the project before they can expect to see monetary returns. It will take time to build a reputation and a client base. The principals must be in for the long haul. Lamont Management Inc 34

43 PROGRAM CONCEPTS Program concepts are projects for which champions located in Powell River have yet to be confirmed. Jazz Background The Jazz Festival Season The jazz festival season in North America and Europe runs for about two months from early June to early August. During the festival season artists earn a major portion of their annual income, so availabilities are tight and fees are high. The second half of August is a tough time for promoters, the festival season is over, and the fall season is still a month away. Audiences are very difficult to attract from the third week of August until the middle of September. During the rest of the year from mid-september until the end of May, artists do relatively short tours (a couple of weeks is not unusual), play in concert series, and teach, usually part time. It is during this period, especially on the fall and spring shoulders of the tourist season, that the best opportunities to develop new programs are to be found. Jazz in South-western BC Coastal Jazz + Blues Society produces the two week long Vancouver International Jazz Festival, more than 400 concerts and events in 40 venues throughout the city. In addition, the society presents a full season of about four-dozen events from mid-september through May in venues ranging from small clubs to the 2800 seat Orpheum Theatre, home of the Vancouver Symphony Orchestra. The Pender Harbour Jazz Festival presents nearly twenty jazz artists and ensembles for three days in September (third weekend). A mix of ticketed and free events uses all available venues, and attracts the whole community s participation. Gibsons, Courtenay and Victoria all host jazz festivals. Of the major educational institutions in Vancouver, Capilano College and Vancouver Community College have the jazz programs with the best reputations. Comox Valley Youth Music Centre in Courtenay offers the 2 week Pacific Jazz Workshop for secondary school students who want to spend part of their summer making music. The Banff Centre offers the week long Hugh Fraser Jazz Orchestra Workshop as part of it summer activities. The program is geared for musicians on the cusp of professional careers. In secondary schools where music is still encouraged, jazz and concert bands, and vocal jazz ensembles are still core activities. Lamont Management Inc 35

44 Jazz in Powell River Since 2000, The Vocal Jazz Summit has been a joint project of West Coast Jazz and Blues Society and School District 47. Every April, the festival gathers together more than two-dozen vocal jazz ensembles (400+ young singers) from away to share and learn from each other in a non-competitive atmosphere. Each group has a performance opportunity in a concert setting, following which they receive a workshop with a guest master clinician and taped comments from the distinguished adjudicators. This annual event fits the Powell River model in which performers participate under the guidance of masters. It is this model, rather than merely hiring artists to perform, that distinguishes Powell River s approach to creating artistic activity. Because most of the participating groups are visitors to Powell River, the contribution to the regional economy is significant, Powell River s musicians have established a website on which they count their number at more than 600. Jazz is the form or expression of many of those registered. The music education community in Powell River is active in the jazz field: band, choral, jazz, composition, guitar SoundTrax Vocal Jazz Ensemble, Academy Swing Choir, jazz combos, jazz dance Jazz is strong in Powell River. Opportunities How could a new jazz event be developed for Powell River that fits both the reality of jazz touring and the Powell River participation model? Based on timing, there is an opportunity to put together a three way deal between Coastal Jazz + Blues, the Pender Harbour Jazz Festival and Powell River. An artist could play Pender Harbour, do a workshop in Powell River, and then play the opening of the Vancouver season. It might even be possible to add concerts in Seattle and Portland, which would make a substantial tour for an artist/ensemble. Coastal Jazz + Blues is beginning a rigorous review of its educational and outreach programs which is scheduled to be completed this fall. The organization is looking to plug high school and college students in the GVRD more completely into its activities, and to consolidate its relations with other presenters of jazz events in the region. In this context, Robert Kerr, the Executive Director of Coastal Jazz and Blues, would be interested in working on a co-booking opportunity with Pender Harbour and Powell River. Business Concept With the Vocal Jazz Summit, Powell River now has a strong jazz event in the spring. The concept is to create an event in the fall that fits the Powell River participation learn with masters play model. The strategy is to develop relationships with other jazz presenters that lead to co-booking opportunities serving the needs of each of the presenters. Lamont Management Inc 36

45 The door is open to develop a working relationship with Coastal Jazz + Blues. The September opportunity should be explored with them and Pender Harbour. An idea has been suggested which may be worth pursuing. Diana Krall, one of the finest jazz vocalists and pianists anywhere, is from Nanaimo. She maintains touch with her hometown, sometimes coming to perform. Imagine inviting her to come to Powell River to give a master class to young jazz vocalists, perhaps in aid of endowing a jazz scholarship. She could also give a public performance while she is here. Any other similar ideas that follow the PLP model should be invented and explored. Goals & Objectives At this point, the goal is to establish the relationships that allow for the development of the programming model. Once that goal has been achieved, the objective will be to establish the first joint presentation. It is too soon to say whether an event can be organized in 2004, but it is not to late to create one if the principals start working on it now. Financial Plan The arrangement between the co-presenters will confirm their agreement on the artist/ensemble, specify which co-presenting organization will negotiate with and book the artist, and establish the dates for each presentation. It may, but need not, specify the artists fee based on co-presentation arrangements. It will likely cover shared marketing opportunities, especially is sponsorship is involved. The pro forma for the Powell River portion of the engagement will likely resemble the financial model for the Vocal Jazz Summit. There should be an opportunity to schedule a public performance of the artist/ensemble in Powell River. The performance should break even, or better. Resource requirements Marketing The success of the Vocal Jazz Summit has shown that the organizers can market to festival/workshop participants. It follows that the same producers will be able to attract participants to an instrumental equivalent. Infrastructure Scheduling the event on the fall shoulder of the tourist season ensures that local transportation and accommodation resources will be sufficient to look after artists and participants. Rehearsal and performance facilities are available in the community, though access to school facilities will be limited due to the time of year. Risks & rewards There are risks in any partnership, but if the concept proves to be strong, the partners will solve the problems. Lamont Management Inc 37

46 Powell River will benefit economically (accommodations for artists and participants), and its reputation as a cultural community will be enhanced through the appearance of leading artists. Powell River residents and festival/workshop participants will experience hearing and being guided by leading artists/ensembles, and be enriched thereby. Key Issues It is an axiom that for a cultural economic development project to succeed, a person or organization in the community must take ownership of it and make it happen. Identifying the leadership to drive the concept forward is fundamental. There may be some initial planning costs that the organizers will need help with - travel to meet with the project partners, for example. A sum of $20,000 is recommended as a placeholder to assist with start up costs and first year programming expenses. Lamont Management Inc 38

47 School of Street Performing Arts Street entertainment festivals are well established around the world and are a traditional part of fairs and festivals. British Columbia has a history in this business, having contributed to its development by creating at Expo 86 what was, at the time, the largest street festival ever held. Following Expo, street entertainment was a feature at Whistler in the summers to provide ambience and entertainment within the new village while other product, like golf courses and onmountain summer activities were being developed. The concept proposed at out interim spring meeting was to position Powell River as a primary location where street entertainers from around the world would come to refine their craft with recognized masters of mime, magic, juggling, etc at 1-2 week summer camps. Course and performance schedules could be packaged with recreational opportunities. As part of the proposed program, street artists would entertain tourists and town folk at Willingdon Beach, at the Heritage Townsite, along Marine Avenue or at other events. The best acts could return for a street entertainment gala at summer s end as part of Blackberry Festival The concept was considered to be unique, offering benefits to image positioning and tourism marketing for Powell River, with the school concept offering direct economic impact. It was short listing for business plan development. Since then, we have reviewed some of the top street entertainment festivals in North America located in places like Vancouver, Nelson, Kelowna, Edmonton, Ottawa, Toronto, Waterloo, Windsor, Chicago, Denver, Seattle, and New York. We paid special attention to the Edmonton International Street Performers Festival, which just completed its 18 th year and is regarded as one of the top festivals anywhere. That event was conceived and developed by Dick Finkel, who is regarded internationally as the poster boy for the street entertainment scene. It has been produced and directed for many years by Shelley Switzer, who generously offered her experience and views to our concept evaluation process. We also took counsel from Maureen Douglas who was involved in the Expo 86 street entertainment program and later at Whistler through her company, Street Access. Both Shelley and Maureen expressed some doubts about the establishment of a street entertainment school in Powell River as an entry into the category. Both felt that street entertainers, especially those of some experience, were not prone to classroom instruction and were more inclined to hone their craft in booked street performances on a circuit. That may be why we did not find any examples of established schools for street entertainment. We did hear about Motionfest, a series of instructional programs, one in the east and one in the west, that offer workshop with seasoned instructors, and evening closed critic sessions, but no public performances. Shelley did express the view, however, that workshops could be a valuable part of an extension of existing festivals, particularly for new young talent getting started. That said, however, the concept of starting a street entertainment festival in Powell River was supported and encouraged. Shelley noted that she has been involved in the startup of very successful festivals in Red Deer, Spruce Meadows and Grand Prairie, Alberta as spin-offs of the Edmonton event. These events have been well received in those towns and she was confident that a similar event could add value in Powell River, following our description of the area and its potential. However, she noted that the critical ingredient to any potential for a street entertainment festival in Powell River rested, first and foremost, with a local champion with the passion and energy Lamont Management Inc 39

48 to drive the concept forward. In our research work, we have not seen evidence of a champion for the development of a street entertainment festival in Powell River. Shelly offered a good model for a startup street entertainment festival, based on her experiences in Edmonton and start-ups in Red Deer, Spruce Meadows and Grand Prairie: A 3-4 day event featuring some acts based on 6-7 being focused acts (on stage or at site), 6-7 installation acts (face painters, human statues, etc) and 6-7 roving animated acts (comedians, clowns, characters, improv, etc) A selected presentation venue plus designated street venues Artists receive a set fee since playing to the hat (a busker s traditional source of revenue) is usually limited with start up events. The event programmer/manager (i.e.: Shelley) books talent, arranges travel, coordinates the sites, and manages the event. The host town provides the accommodations, local travel, volunteer assistance, hospitality/food, site preparations (lighting, sound, security, first aid, logistics, green room and storage), marketing and promotion. Typically the costs for a good start up festival are in the $50,000-60,000 range of which half goes to event management (artist fees, travel, administration, and management fees) and half to hotel (shared) accommodations, hospitality and food for performers, site preparation costs and marketing expenses. Revenue sources are limited as most performances are free. There are some sponsorship opportunities available to offset some operating costs (restaurants, airlines, buses, media, hotels, etc) but expectations are that funding grants would be required on an annual basis. There are opportunities for scheduling a new festival in August (to fit within the current western Canada circuit), or in May (to launch the summer season) By comparison, the Edmonton Festival, a not-for-profit event, has grown into a major success story over its 18 years. It showcases some 60 acts in downtown Edmonton and attracts some 180,000 people, on a budget of some $400,000, and help from 160 volunteers. It is not clear how many tourists are drawn to Edmonton for the event or what net economic value it brings to the community. The event focuses on the artists, attracting some of the best and gaining great reviews. The event also attracts funding support from 3 levels of Government including Heritage Canada and the Canada Council, and good support from local sponsors. Based on our research, it is clear that the concept of creating a school for street entertainers in Powell River, a concept that fits our development model, is not feasible. Further, with no local champion in place, or apparent, and with doubtful net economic value available, we do not endorse the development of a new street entertainment festival in Powell River at this time. We believe that building value within the existing calendar of festival events and focusing on other initiatives offered in this report is the better way to go at this time. If there is interest in looking at booking some street entertainment acts from time to time to add value to other activities in the community or interest by individuals or groups to learn more about street entertainment festivals and the potential they may offer, Shelley Switzer (streetfest@telusplanet.net, ) is a very experienced expert in the field and quite willing to come to Powell River for little more than expenses to offer that expertise. Also, there is an annual conference (Montreal this year, date to be set) that brings together all of the street entertainment festival people from around North America. Lamont Management Inc 40

49 Writers Festival Reading has long been one of the top recreational activities in Canada. Over the past decade, a number of events have developed across the country (and around the world) that bring readers and writers together in a festival/celebratory environment. The question is, can such an activity be developed in Powell River and can it produce economic as well as cultural benefits for the community. The financial model for writers/literary festivals is not much different from other arts activities. Revenues are partly earned (ticket sales, concessions, etc), partly raised (private sector sponsorship, donations, and in-kind support), and partly given by the public sector (government sponsorship, grants and gaming). Expenses include marketing, management and staff support, and the costs of venues. There are costs associated with having the writers attend as well, of course appearance fees, travel and accommodation though these are sometimes covered by published as part of the private sector in-kind revenue stream. Given their financial structure, writers/literary festivals are produced by non-profit societies able to receive donations and government support. Closest to home are the Sunshine Coast Festival of the Written Arts (August) and the Vancouver International Writers & Readers Festival (October). The Sunshine Coast Festival of the Written Arts celebrated its 21 st birthday in Held at the Rockwood Centre in Sechelt from August 7 to 10, the festival is dedicated to Canadian writers, a couple of dozen of whom are invited to each annual event. The Vancouver International Writers & Readers Festival October (21 to 26) is 16 this year. The Festival invites more than 70 writers to participate in nearly 60 events with more than 11,000 readers, of whom 40% are students and teachers. About a third of the writers are from British Columbia, about a third come from the rest of Canada, the remaining third come from the rest of the world - Australia, the USA, Scotland, England, Ireland, Germany, Israel, Mexico and New Zealand. The country of origin of the participating writer doesn t have to be English speaking, but the Festival asks that the writers are. Over the years the budget has grown from $150,000 to over $700,000 in Earned revenue accounts for about 30%, the private and public sectors contribute equal shares of the remaining 70%. The Festival has created three full time jobs and fifteen part time jobs, and even so, more than 200 volunteers are needed to do all the tasks that make the event successful. Could such an event be created in Powell River? Alma Lee, the founding Artistic Director of the Vancouver International Writers & Readers Festival, thinks so. Ms Lee, who knows Powell River from having lived in the community before she settled in Vancouver, offers the following advice: Check the library and bookstores to find out what Powell readers read and buy. Readers want to meet the writers they read, and are less interested in the others. Reach out to local book clubs, the members will be the backbone of a Writers Festival audience. Set up the event through an existing non-profit society whose objectives match closely those of the festival. This may make it possible to qualify for government support more quickly. Lamont Management Inc 41

50 Start small. An event that runs Thursday through Saturday with a closing Sunday brunch (perhaps followed by a recreational retreat for some of the writers) would be a good start. All events should be within walking distance of each other. In Powell River, the Patricia, the old churches and Dwight Hall would be good venues. That would suggest the event take place in Heritage Townsite rather than Westview. Programming could take a number of directions. Taking the lead from Kathaumixw, the international approach would make sense for Powell River. A programming focus tying writers to the town s strength, music, might be worth exploring as well. Bringing together groups of critics, lyricists, and song-writers, for example, would help to reinforce Powell River s musical reputation. Writers festivals generally take place in the spring or the fall. Not only is school in, publishers traditionally launch titles in the spring and the fall and that is when their marketing dollars are available to support participation by their writers in Festivals. From the point of view of timing, a Powell River festival positioned right after the Vancouver Festival would allow Powell River to take advantage of opportunities to share writers with the Vancouver event. It is not yet clear who in Powell River might be prepared to champion a writers festival. Identifying such a person will be an important first step, and determining the feasibility of a real festival plan is the next. For this, a sum of $20,000 is recommended as a placeholder to assist with planning and start up costs. We can say that if Ms Lee were invited to assist, she would be willing. Lamont Management Inc 42

51 The Powell River Homecoming Music Festival This new program concept, developed since the draft final report was presented, has the potential to become a signature annual event in Powell River in a short span of time and impact dramatically on the arts and culture in the community and on the marketing of Powell River outside the community over the long term. The concept, tentatively titled The Homecoming Music Festival, is proposed to be introduced in 2004, preferably in early May to launch the summer season. A 3 to 4 day music festival, Homecoming showcases the vast array of local musical talent in the area in a wide variety of performances using all potential venues. The unique Homecoming feature of this concept is to make this event for the community, by the community. Residents would be encouraged to invite friends and family home to celebrate the best of Powell River at the festival. Former residents would be encouraged via packaged marketing efforts to come home for the annual event. The idea borrows from the highly successful host program of Expo 86 and, of course, the long tradition of college homecoming weekends. A six degrees of separation promotion could be developed as a fun marketing angle. Urban legend says that everyone is connected to everyone else by no more than six steps ("degrees"). A contest to drive attendance at the homecoming could be developed that awarded a prize to those who attended who were least closely related, but met the six degrees test. The prize could be a big one, (covered by an insurance company, like the prize for a holein-one at a fair-time pitching range) - say a world cruise. This very preliminary concept could be developed into a strong promotion. Imagine performances by local entertainers at restaurants, bars and pubs, at all the established venues throughout the area, and on the beach, along Marine Avenue, in the malls, and on the islands close by, over a 3 to 4 day period. Imagine too, a Sliammon Nation Pow-Wow, big band dances at Dwight Hall and invitations to former residents who have made it in the music business to return as headliners at the Evergreen Theatre. Much of the programming will be freely presented, some will be tied to dining or bar experiences, and some will be ticketed at performance venues. Sing-a-longs, interactive sessions with the entertainers to involve the audiences in the experience, and a big wrap-up musical parade down a closed Marine Avenue on Sunday afternoon along the lines of the Blackberry Festival street party would complete the programming. Given the existing range of music talent in the region the number of potential presentations is huge. Some will be great and others so-so but the combination will dramatically present the musical strengths of the region in a unique fashion. Local residents will be offered passport discount packages for themselves and guests for restaurants/pubs/bars entertainment events and for ticketed events. Fully packaged promotions will be targeted to former residents and others outside the region. The concept fits well with the 4 strategic pillars described above for the arts and cultural master plan. It is participation, learning and playing involving the whole community and guests. The community itself is the champion with the Municipality and Region of Powell River joining to present the event. The masters are the entertainers and, of course, it is all about the music. Lamont Management Inc 43

52 The goals are to: bring the community together to launch the summer festival and season create a strong niche week event to produce economic activity and fill the restaurants, bars, pubs, and accommodations in the period before high season create an unique marketing vehicle to launch Powell River s new branding and summer communications programming showcase the depth of musical talent in the area, a unique aspect of Powell River build confidence in the community for a brighter future target friends of residents and former residents to come for a fun weekend get away The concept is a significant logistical challenge and will require the full support of the proposed expanded marketing organization and in particular event coordination and communications efforts. It will also require the support of existing arts and cultural organizations and a strong volunteer contingent to assist in the efforts required to select, book, schedule and coordinate talent as well as stage many presentations at many venues. In addition, the concept envisions filming presentations to create a video file of talent, a documentary of the event, and potential advertising and promotional footage. Given the uniqueness of this concept, it is expected that media interest from throughout BC and elsewhere will be high, both before and during the event. This is the kind of community event that will interest TV and print news desks, particularly at a time when coverage on Powell River is desirable. The benefits of this concept to the overall marketing goals and programming that will emerge from the branding study now underway cannot be overstated. The working title for the event above could well change to incorporate themes and imagery emanating from that branding work. Costs will need to be determined. This event provides a stage for local talent to gain exposure. Assuming some talent is invited and some selected by audition only, limited performance fees are projected. This is an event with potential for significant sponsorship support, especially from a major national or provincial company operating in Powell River (bank, car, grocery, phone). It is anticipated that eventually revenues from sponsorships, ticket/passport sales will cover operating costs. The concept suggests a modest effort in 2004 growing over several years to be the signature annual event on the festival calendar. It is suggested that PRREDS earmark the sum of $20,000 to assist with concept development, startup, organizing and talent costs in the first year. Lamont Management Inc 44

53 Theatre BC At the May workshop, the ACE Committee expressed an interest in considering a proposal from Powell River theatre organizations to incite Theatre BC to hold one of its annual events in the community. There are a number of opportunities, as the following list of this year s activities illustrates: Theatre BC New Play Festival April (Kamloops 2003) Theatre BC Mainstage July - (Penticton 2003, the Provincial festival) Theatre BC North Island Regionals regional playoffs before Mainstage Theatre BC Backstage November (Granville Island 2003, theatre workshops) The North Island Regionals and the New Play Festival would be good events to seek. Backstage is generally held in the Greater Vancouver area. The Mainstage Festival may be beyond Powell River s infrastructure resources at present, but that should not deflect the local theatre community from its efforts to attract one of the smaller events. A small sum is included in the PRREDS investment numbers as a placeholder. Clarabelle Project In May we suggested the following: The portrait of Clarabelle Anderson (1920) on the side of the building at Alberni and Marine suggests that a program might be developed to decorate buildings along Marine with a series of portraits of the town s famous characters. This would be a new twist on the Chemainus mural concept. A theatre company might create a show to bring the characters to life, recounting some of the town s spicier bits of history. The paintings would advertise the show, the show would promote the heritage of the community and entertain visitors. We understand that this project, or one very like it, is underway, and that it may qualify for funding under the Federal Government s Softwood Industry Community Economic Adjustment Initiative. A modest sum is included in the PRREDS investment estimates as a placeholder, perhaps to be directed to helping the producers develop the theatrical property along musical lines. Lamont Management Inc 45

54 Performing Facilities Patricia Theatre The Patricia Theatre, named after a daughter of Victoria s son, the Duke of Connaught, opened in 1928, and claims to be the oldest continuously operating cinema in BC. Built to accommodate Vaudeville as well as film (Al Jolson is said to have played the theatre), the Patricia also serves the local theatre community. The theatre is privately owned and operated. The proscenium stage is small and there is no flying system. Dressing rooms are tiny the male dressing room is downright dangerous to reach. Capacity is about 300 on old seats. Repairs are ongoing as small sums are found to paint and fix, but the theatre, which is a charming example of its era, is in need of serious renovation. Properly re-done, the Patricia could serve the town s theatre and cinematic appetites for years. Support from senior levels of government may be available to renovate the Patricia. A sum is included in the estimates to cover the cost of the feasibility study that will need to accompany a formal request for assistance. Dwight Hall Built in 1927 in an attractive Tudor revival style, Dwight Hall is a flat floor community hall with a shoebox stage on one end. The facility is owned and operated by the Municipality s Leisure Services Department and CUPE members provide technical and custodial services. The large hall accommodates 400 and 320 respectively in theatre and cabaret configurations, most often for meetings and social events. Other rooms in the facility are used as dance and martial arts studios. If a less expensive mode of operation could be found, and if some investment in equipment could be made, more use of Dwight Hall for arts and culture events would be likely. Lamont Management Inc 46

55 WATERFRONT PROJECTS Willingdon Pier / Performance Bandstand / Discovery Centre At the interim workshop with the ACE committee in May, three solid concepts were proposed for development at Willingdon Beach Park that can offer dramatic benefits long term for tourism, the waterfront development, arts and culture and the community at large. All three scored at or near the top of the range of ideas reviewed and all were short-listed for business case development. Since then, many people, within and outside the community, including several in the attractions business have agreed that these are very big ideas for Powell River, and, that together they can have a profound affect on re-defining the image of Powell River, on attracting tourism, and adding to the arts and cultural wealth of the community. They were seen to be potential signature attractions in the marketing of Powell River. It is recommended that these concepts be housed within the Waterfront Development Corporation for inclusion in the overall waterfront development scheme. These three concepts will require substantial funding to create and, once established, will not offer any significant revenue potential. Their value is represented by the long-term benefits they bring to the image and fabric of the community, to tourism marketing, and to enhancement of Willingdon Beach. Funding should be possible from within the commercial development opportunities along the length of the Powell River waterfront. We have amended our thinking on both the pier and performance bandstand concepts to some degree and believe that we have added focus and value by doing so. The Discovery Centre concept remains close to our original thinking. Each are detailed below in terms of design considerations, timing, cost estimates (to the degree possible), and programming. Given a likely timetable of 5+ years for the development and implementation of the various waterfront development projects, we have assigned priorities to these concepts and provided recommendations on staging their entry into community marketing and arts and cultural programming as early as next year. Willingdon Pier Of the three concepts, the Willingdon Pier with the carousel at the end is the first priority, because of the immediate impact it can offer to the image and tourism marketing of the area. We propose that PRREDS and the new Waterfront Development Corporation conduct a design and engineering study as soon as possible to determine the feasibility and cost projections for this project. A preliminary estimate for such a study is in the range of $60,000 and it would take an estimated 6 months to complete. Ideally, the pier would be constructed during the next 2 years and ready to open for the summer of The design features of the pier, once confirmed, could be featured in marketing promotional materials and programs going into the summer of 2004 to help promote image marketing and build anticipation inside and outside the community. We have come up with a design concept for the pier that is unique, striking, and practical. It ties nicely into the music theme recommended as a key element in the positioning of the community, Lamont Management Inc 47

56 and offers excellent opportunities to showcase arts and cultural programming. It will set Powell River apart from other communities and will be talked about and promoted for years to come. The proposed design is based on a musical bass clef as shown below: Extending off the rock berm now in place on Willingdon Beach, a fixed pier in the shape of a bass clef would be built heading outward and curling back towards shore. Beginning at about 5-6 metres in width at the start, it widens to perhaps 15 metres at it s widest, thereby providing a venue for arts and craft shows and musicians along the way. The length is substantial, to perhaps 200 metres. The existing carousel sits dramatically on the inner pod at the end of the curl and operates seasonally. The two pods, extending off shore from and linked with walkways to the main pier, offer additional viewpoints, a fishing pier, a concession stand or a staging area for accessing the proposed dive site under consideration. The natural shape provides protection to the beach area to the left of the pier entrance and affords space inside the curl, and inside the arms linking the two pods for the provision of shortterm moorage to attract islanders and passing boaters. We see the pier being built of wood from the area and set on pilings imbedded in the ocean bottom. The design will feature local architecture and culture, including the Sliammon Nation, and the continuation of the musical theme in lighting standards and railings. Many people in the community commented on the loss to Powell River when the former pier was destroyed and expressed a desire for its return. This Willingdon Pier delivers on that desire in very dramatic ways. As the signature image for community marketing it will help re-define the positioning of Powell River and set it apart of all others. This is a priority project for Powell River to embrace. The Performance Bandstand During the early stages of the project, while interviewing people in the arts and cultural community and assessing the range of existing performance facilities, we were convinced that a performance stage at Willingdon Beach would be the one new venue to recommend for the foreseeable future. That led to the concept of a floating stage positioned on the water and in front of the old arena location, set to take advantage of the potential of natural amphitheatre seating on the banks. This stage would be designed to present concerts and community events. The feasibility was based on the current use of a barge for annual fireworks presentation with storage within the concrete ships breakwater. The concept included the possibility of attaching a performance stage to the pier with the ability, through some sort of mechanism, to move the stage from the pier into position in front of the beach for performances and back again for storage. Lamont Management Inc 48

57 We have concluded, for the reasons outlined below, that better options exist. After observing the tides at work in the beach area, we concluded that there were many technical challenges to operating a stage in that area, to the degree that the concept should be re-thought. The idea to re-create a pier at Willingdon Beach, in the unique design recommended, and with the carousel at the end is a big concept. We felt that the stage could not be added into that design effectively and would detract from the impact. Given that the main purpose of the stage was for concerts and other musical presentations, we concluded that a better, and simpler concept was available on land within the existing park area. Therefore, the recommendation is now to build a more traditional bandstand within the Willingdon Beach area on a site to be determined in conjunction with the Waterfront Development Corporation proposals for park and commercial development within the area. The design feature of the bandstand, either a gazebo style or shell style, or hybrid between the two, needs to be determined, depending on the possibilities afforded by the site conditions. To maximize use, drainage will be important for the audience, as will be the types of seating offered. Cover will be important for the performers as will support facilities such as washrooms, storage, access, etc. Sound will need to be well handled, both monitors for the performers and enhancement for the audience. Lighting is also a key consideration for evening performances. The assumption is that concerts offered are free to the public so no box office or lobby area is required. The concept is that this would be a purpose built, mostly wood structure using local materials and perhaps volunteer labour. The costs will be determined from the size of the facility and from the site conditions that prevail. An estimate of $100 per square foot is suggested, to include the venue, performer support areas, technical gear, seating and landscaping. For a 3,000 square foot facility, that would represent $300,000 before consideration of donated materials, or volunteer assistance. The feasibility study, sound and lighting consultants and design costs and contingency will add an estimated 25% for a total of $375,000, before consideration of donated materials or labour. From a timing point of view, it is recommended that this project be integrated with the overall waterfront development planning with a target for completion by the summer of This venue would be a significant addition to the arts and cultural offerings in the community, both for residents and visitors. It can take full advantage of the current music calendar in the community, and the new initiatives underway by the Academy of Music, such as the Symphony Orchestra Academy of the Pacific, Victoria Symphony Orchestra Residency, and the proposed Jazz Festival. It also becomes a venue to showcase the wealth of local musical talent in the community on a summer schedule of events. Discovery Centre A new high technology, interactive showcase Discovery or Welcome Centre has been recommended to eventually replace the existing Visitor s Centre and outdated information deliver system (brochures, trade shows, etc). The location proposed is at Willingdon Beach at the corner of Alberni Street and Marine Avenue, to be provided for by Waterfront Development Corporation within proposals for the development of the old arena site and extensions to the Lamont Management Inc 49

58 Willingdon Beach park amenities. The ultimate design, funding and delivery of the Centre and timetable for implementation are dependent on those development plans. We envision the location at the site incorporating 3 floors of space with the main floor, directly off street level, encompassing a small theatre and several interactive plasma screen story-telling stations showcasing the attributes of what the area has to offer. An upper floor would house marketing offices and meeting areas for an expanded community marketing team. A lower floor would feature a community gallery designed to feature the arts and cultural talents within the region. Programming and Content Assuming a facility can be provided to the community through the waterfront development the following guidelines have been developed for programming and content costs: An interactive presentation area can be designed to fit any size of space, as low as 500 square feet, but recommendations are for square feet for planning purposes. The view is that each of the three floors envisioned in this case would require that space, thereby suggesting an overall facility of some square feet. Creative costs for storylines, themes and visuals can costs upwards of $100,000, depending on the degree to which these already exist in the community. The contents for a first class square foot main presentation area, including the audio/visual equipment, theatre lighting, exhibits screens, story stations, fixtures, furnishings, installation, and the like, will run upwards to $400,000. Maintenance and updating costs are additional and not estimated at this stage. However, the system can be managed, online, by the supplier and the image materials and stories have a general life span of 3-5 years. The design phase for content is estimated at some 8-10 weeks and the time estimated to complete the center programming is estimated at about 6 months. Website A key element and partner to a facility is a virtual Discovery Centre web site, delivering the same content, over the net, to an audience worldwide. This is a significant opportunity now for Powell River, in anticipation of the delivery of a Willingdon Beach facility in the future. For introduction in the spring of 2004, we recommend a complete make over of the Discover Powell River web site to create a virtual Discovery Centre, with interactive story stations and using all current technology available. The material content for such a make-over including storylines, and imagery will flow out of the re-branding and strategic marketing planning process that has been proposed. It should include all the positioning pillars of Powell River: adventure sports and recreation, gateway to the beauty of the region, life quality, arts and culture, and the Sliammon Nation. The estimated cost for this project is estimated at $60,000, including creative and high band width flash technology. For an example of this technology, go to The company, Envisioning + Storytelling, behind that web site, is considered one of the best in the field. An HTML version, deemed necessary in this application, would add costs of about $15,000 and hardware improvements like a new server might add another $5000 for a total project cost of $80,000. Lamont Management Inc 50

59 Visitor Centre Upgrade Another opportunity in the interim, before a new facility is available, is to update the current Visitor s Centre on Marine Avenue. It could be updated and expanded to encompass the entire lower floor (with marketing staff relocated upstairs or elsewhere). In that additional space, interactive plasma story stations could be introduced to compliment the current written materials and to start the transition to a potential new site in a step-by-step process. A very preliminary cost estimate for this opportunity is $50,000 to facility upgrades, and up to $200,000 for equipment and programming. Timing is suggested for completion for the summer of However, if the new Discovery Centre facility can be delivered within a 5 year timetable, this opportunity should not be pursued. Planning for a high quality Discovery Centre is considered a high priority, providing new and modern delivery systems to promote all the attributes of Powell River both on-line and on-site. It is an integral part of the overall recommendations to centralize and substantially upgrade and expand the marketing efforts on behalf of the region. The starting point for the On-line Discovery Centre is now, with the ultimate goal being a new facility and tourist attraction on the Willingdon Beach waterfront, the central gathering point for the community and tourists. Lamont Management Inc 51

60 SUMMARY Timetable The Symphony Orchestra Academy and the Victoria Symphony Residency are being launched in If possible, the Homecoming Music Festival could begin in 2004 as well. This programming is consistent with the strategic direction that says: it s all about the music. Opera and the Lutherie follow the next year. More development is required for Jazz and Writers concepts, therefore while planning may begin earlier, programs don t start before The timetable assumes that PRREDS gives the highest priority to overall marketing of Powell River, and proceeds with the branding project. This will allow design to begin on the capital projects that are central to repositioning the town, the Willingdon Beach projects and the content of the Discovery Center. Design on the Pier and the Bandstand gets underway immediately in The Discovery website is upgraded in The Discovery Centre itself is developed in stages, the present Tourism center is upgraded in 2005, and the new Discovery Centre at Willingdon Beach opens in The solid bars indicate the year in which projects begin. In the case of capital projects, the design/build timetable is noted. Events SOAP Vic Sym Res Opera Lutherie Jazz Writers Homecoming Theatre BC Clarabelle Sliammon Capital Pier/Carousel design build Bandstand design build Interactive online Discovery PRREDS Investments current site, Marine Drive Discovery Centre The following chart indicates how PRREDS support would be required, given the timetable. It is broken down between operating and capital support. Events Estimates for SOAP, Opera, Victoria Symphony residency and Lutherie are based on a single year of operating support from PRREDS. Jazz, Writers and Homecoming estimates are placeholders to ensure that some help is available to transform concepts into business models. Sums are also squirreled away for the potential Theatre BC and Clarabelle projects, and for joint Lamont Management Inc 52

61 initiatives with Sliammon. Finally, an amount is suggested to partner with ArtsPOD, to commission a fundraising capability study. PRREDS investment total Events SOAP 20,000 20,000 Vic Sym Res 25,000 25,000 Opera 25,000 25,000 Lutherie 30,000 30,000 Jazz 5,000 5,000 10,000 20,000 Writers 10,000 10,000 20,000 Homecoming 20,000 20,000 Sliammon 10,000 10,000 20,000 Clarabelle 2,500 2,500 5,000 10,000 Theatre BC 2,500 2,500 2,500 7,500 Fundraising capability 10,000 10,000 Total 125,000 55,000 27, ,500 Operating support for the four business model projects is estimated at $100,000. Placeholder sums for the remaining projects total $107,500. Projects that are developed with this assistance will likely produce further economic benefits that can be calculated when plans are firmer. Capital An estimate for an engineering study is included for the Pier development. It is the assumption that the Waterfront Development Corporation will come to grips with the financing of the design and construction costs. An all-in estimate is provided for the Bandstand. The costs for the development of the Discovery Centre are staged. The first investment is in the website. Next, the existing Visitors Centre is upgraded. Finally the new Discovery Centre at Willingdon Beach is built. The building costs for the Discovery Centre are assumed to be in the Waterfront Development Corporation envelope. If the Discovery Centre project were to go ahead before 2008, the $250,000 identified for the Visitor Centre upgrade would be used for the new facility instead. A sum is included in the estimates to cover the cost of the feasibility study that will need to accompany a formal request for assistance from the senior levels of government. While a facelift is currently underway, it is likely that the theatre will need substantial renovations if it is to have a substantially longer life. Lamont Management Inc 53

62 Capital total Pier Engineering 50,000 50,000 Bandstand 75, , ,000 Discovery Website 80,000 80,000 Visitor Centre upgrade 250, ,000 Patricia Upgrade 20,000 20,000 Total 150, , , ,000 A total $775,000 requirement for capital is identified. It is not possible at this point to calculate what precise economic benefit will accrue, but it is clear that a substantial sum will be spent in the community creating the facilities, and these facilities that result will provide Powell River with the images and tools it needs for its future marketing efforts. Economic Impact The following chart summarizes the economic impact of the four business model projects. Economic Impact total SOAP ,740.1 Vic Sym Res Opera Lutherie ,542.9 Total $000s $633.1 $859.3 $1,199.3 $1,432.1 $1,478.9 $5,602.8 These numbers indicate a healthy return on investment in relation to PRREDS support and even on ongoing operating funding requirements. The full economic impact of all of the program concepts and capital projects suggested in this report will be greater, and can be calculated with more certainty when the concepts and projects are more fully developed. Recommendations & suggestions Recommendations and suggestions are made throughout the report. They are summarized here. Five Pillar PRREDS Strategy re-title Tourism Marketing and expand its scope assign pillar status to Sports and Recreation, develop a master plan Consider investing in other economic drivers community needs a face lift develop edu-tourism, niche weeks Sliammon cross-cultural community committee Lamont Management Inc 54

63 Five Attribute Foundations of Powell River s Strengths The offering of a quality of life Gateway to the natural beauty of the region World class and natural sports and adventure recreation amenities A rich fabric of arts and culture Sliammon Nation Arts & Culture Masterplan Strategy the PLP model Participate Learn Play Champions Masters Its really about the music Waterfront Projects Willingdon Pier, Performance Bandstand and Discovery Centre concepts be housed within the Waterfront Development Corporation for inclusion in the overall waterfront development scheme Discovery Centre website be created immediately to serve as virtual Discovery Centre until the facility can be developed Visitor Centre be upgraded to serve as interim Discovery Centre Investment suggestions to PRREDS - ACE PRREDS is already investing in the Symphony Orchestra Academy of the Pacific and the Victoria Symphony Residency for 2004 ($45,000) Opera and Lutherie projects, planned to begin in 2005, are also worthy of PRREDS support ($55,000) consider development assistance for the following program concepts: Sliammon arts/culture projects that drive tourism ($20,000) Jazz partnership ($20,000) Writers Festival ($20,000) Homecoming Music Festival ($20,000) Clarabelle project ($10,000) Theatre BC invitation ($7,500) Patricia Theatre upgrade ($20,000) Fundraising capability study ($10,000) - funding should be sought from Arts Partners in Organizational Development for this as well Investment considerations for PRREDS Waterfront Pier engineering study ($50,000) Bandstand ($375,000) Investment considerations for PRREDS Tourism Discovery website ($80,000) Visitor Centre Upgrade ($250,000) Lamont Management Inc 55

64 The Branding of Powell River A Strategic Framework In this companion report, new marketing jobs are identified; Publicity Event Coordination Research Sales Recommended that PRREDS evolve from its research and development posture to become a more proactive delivery agency for development, sales and marketing of the community. Lamont Management Inc 56

65 POWELL RIVER S ARTS & CULTURE INVENTORY Performance Facilities Evergreen Theatre Located in the Powell River Recreational Complex, the Evergreen Theatre is operated by the Municipality s Leisure Services Department. CUPE represents stage crew. The stage is a proscenium thrust and features a stage tower with limited flying capability for electrics and draperies. An orchestra pit can accommodate 15 musicians. Theatre equipment includes a six-unit orchestra shell and a 35mm film projector and a screen. The audience chamber can be configured either as a compact theatre (273 capacity) or as an extended theatre (725 capacity). Bookings for the current season ending June 30 number about 175. On the surface, this looks like a decent utilization of the space, however the number of bookings includes over 40 uses of the adjacent Arbutus and Cedar rooms. Because of a lack of sound separation between these rooms and the Theatre, their use for meetings and social events precludes use of the Theatre. Users are glad to have the Theatre, though the labour costs are dear. Patricia Theatre The Patricia Theatre, named after a daughter of Victoria s son, the Duke of Connaught, opened in 1928, and claims to be the oldest continuously operating cinema in BC. Built to accommodate Vaudeville as well as film (Al Jolson is said to have played the theatre), the Patricia also serves the local theatre community. The theatre is privately owned and operated. The proscenium stage is small and there is no flying system. Dressing rooms are tiny the male dressing room is downright dangerous to reach. Capacity is about 300 on old seats. Repairs are ongoing as small sums are found to paint and fix, but the theatre, which is a charming example of its era, is in need of serious renovation. Properly re-done, the Patricia could serve the town s theatre and cinematic appetites for years. Dwight Hall Built in 1927 in an attractive Tudor revival style, Dwight Hall is a flat floor community hall with a shoebox stage on one end. The facility is owned and operated by the Municipality s Leisure Services Department and CUPE members provide technical and custodial services. The large hall accommodates 400 and 320 respectively in theatre and cabaret configurations, most often for meetings and social events. Other rooms in the facility are used as dance and martial arts studios. Academy Concert Hall Lamont Management Inc 57

66 Formerly the gym of the former school that houses the Academy of Music, this room has recently been renovated and equipped as a concert hall of 200 capacity. A removable concert platform is available. The former stage is used as a band room. Brooks Secondary School This relatively new (1996) school features a Great Hall, which serves as a cafeteria (attached to the splendid where students study the culinary arts). Folding doors separate the cafeteria from a choir room. Among the events served by the Great Hall are Kathaumixw and the Oyster Festival. Producers Academy of Music Camera Musica Ensemble Choraliers Senior Choir Clansmen Pipe Band Community Connections Theatre Company of the Wild Goose Dance Unlimited Far Off Broadway Theatre Company Good Times Dance Club Highland Dancers Lund Theatre Old Time Dance Club Powell River Chorus Rock Island Theatre (Texada) School Band Startdusters Square Dance Club Sunshine Coast Cloggers Sunshine Folkfest Society Theatre Now Events Powell Reel Love Film Festival Powell River Festival of the Performing Arts Vocal Jazz Summit Singing Week Kathaumixw Loggers Show Seafair Blackberry Sunshine Festival Fall Fair February March April June July (even years) July July August August September Visual & Literary Arts Galleries Lamont Management Inc 58

67 Lund Gallery Artique Marine Synergy Frame Shop Raffin Windspirit Cool Gallery Cranberry Pottery Fine Arts Association Malaspina Arts Society Malaspina Film Society Malaspina Writers Association Malibu Club Arts Retreat Powell River Regional Film Commission Heritage & Historical Heritage Research Association Historical Museum Townsite Heritage Society Education School District 47 Malaspina University College Powell River Academy of Music Lamont Management Inc 59

68 Powell River Municipal Arts Support Municipal Support Blackberry Festival Canada World Youth 905 Far Off Broadway 3,000 3,000 Festival of the Performing Arts 3,000 1,675 Malaspina Art Society 1,000 Powell River Chorus 500 Powell River Film Commission 12,000 Powell River Forestry Museum Society 2,000 Powell River Historical Museum (net) 80,208 83,884 80,746 PRREDS 91,500 Powell River Seafair 4,240 6,254 6,945 Powell River Youth Ambassadors 1, PR Academy of Music/Kathaumixw 26,941 6,000 27,200 Theatre Now 1,000 Townsite Heritage Society 2,500 1,295 Westcoast Jazz & Blues Society 500 sub-total 226, , ,916 Evergreen Theatre (net) 211, , ,286 Dwight Hall (net) 43,193 62,850 74,873 sub-total 254, , ,159 Total 481, , ,075 per capita $36.67 $31.87 $31.38 Lamont Management Inc 60

69 STUDY PARTICIPANTS Mike Heron Roy MacNaughton Karl Seigler Pam Krompocker Carol Hamilton Joyce Carlson Gerry Scholefield Jerald Formby Terry Sabine Don James Romi Low Mel Low Peter Taylor Merylon Greewell Paul Cummings April White Ann Nelson Mike Elvy Val McNutt Terry Duzenberry Steve Tipton Phil MacMillan John MacDonald Mary Tamasik Laszlo Tamasik Myrna Leishman Carole Ann Leishman Hilary Bruhn Ted Durnin Jeannette Scott Chief Maynard Harry Katrin Harry Marie Coe Stan Westby Colin Palmer Stan Bill Stewart Lyn Adamson Andrew Pinch Phil Boname Arnold Carlson Dan Agius Walter Martella Peter Knorr Ron Moss Dan Minard Bev Collins Les Adrian Geraldine Braak Arlette Drader Alma Lee Robert Kerr Don Allan PRREDS, ACE Economic Development Officer, PRREDS Talon Books Community Futures Visitor Info Centre The Peak Film Commission Film Commission Academy of Music Academy of Music, Kathaumixw Academy of Music Facilities, Fireworks West Coast Jazz & Blues West Coast Jazz & Blues School District 47 Music Windspirit, PRREDS Heritage Townsite, Marine Area Business Assoc, FOB Recreation Complex Evergreen Theatre Lund Hotel Lund Hotel Clansmen Clansmen Dance Unlimited Academy School of Dance FOB (Far Off Broadway Theatre Company) FOB Theatre Now Academy Theatre School Company of the Wild Goose Sliammon First Nation, PRREDS Sliammon First Nation, PRREDS Ocean Point B&B CAO, Municipality Chair, Regional District Beach Gardens Brooks Secondary School Career Link, PRREDS Tourism, PRREDS Waterfront consultant Inn at Westview Modern Windows, PRREDS Powell River Community Band, Chorus Mill Manager (ret d), PRREDS IRLY Building Centres, PRREDS Raincoast Tonewoods PRCN founder, PRREDS Karate Model Community Malaspina University College, PRREDS Artistic Director, Vancouver International Writers & Readers Festival Executive Director, Coastal Jazz + Blues Society Economic Development Manager, PRREDS Lamont Management Inc 61

70 INTERNET RESOURCES Directories - Worldwide internet music resources - Music Directory Canada North American Music Festivals - links to international music festivals Choral - the internet center for choral music - international choral associations - Musica Mundi, international choir competitions and festivals - International Federation for Choral Music - Vocal Summit, Powell River - Powell River International Kathaumixw Youth Festivals - Canadian Rocky Mountain Festival - MusicFest Canada North American association of adjudicators Lamont Management Inc 62

71 Tour & Travel Operators - Gateway Music Festivals & Tours - Ellison Tours music tours and festivals State Department - cultural exchange programs, State Dept Summer Schools/Festivals - Orford Arts Centre - the Banff Centre - Modern Baroque Opera, acting workshops for opera singers - Tafelmusik - summer opera artist training program - Centauri Summer Arts Camp, Niagara, ON - Theatre BC Powell River Musicians - links to 600 Powell River musicians Literary Festivals - international literary festivals honouring specific writers Lamont Management Inc 63

72 Appendix A 02/03/04 POWELL RIVER S ARTS & CULTURE INVENTORY Performance Facilities Evergreen Theatre Located in the Powell River Recreational Complex, the Evergreen Theatre is operated by the Municipality s Leisure Services Department. CUPE represents stage crew. The stage is a proscenium thrust and features a stage tower with limited flying capability for electrics and draperies. An orchestra pit can accommodate 15 musicians. Theatre equipment includes a six-unit orchestra shell and a 35mm film projector and a screen. The audience chamber can be configured either as a compact theatre (273 capacity) or as an extended theatre (725 capacity). Bookings for the current season ending June 30 number about 175. On the surface, this looks like a decent utilization of the space, however the number of bookings includes over 40 uses of the adjacent Arbutus and Cedar rooms. Because of a lack of sound separation between these rooms and the Theatre, their use for meetings and social events precludes use of the Theatre. Users are glad to have the Theatre, though the labour costs are dear. Patricia Theatre The Patricia Theatre, named after a daughter of Victoria s son, the Duke of Connaught, opened in 1928, and claims to be the oldest continuously operating cinema in BC. Built to accommodate Vaudeville as well as film (Al Jolson is said to have played the theatre), the Patricia also serves the local theatre community. The theatre is privately owned and operated. The proscenium stage is small and there is no flying system. Dressing rooms are tiny the male dressing room is downright dangerous to reach. Capacity is about 300 on old seats. Repairs are ongoing as small sums are found to paint and fix, but the theatre, which is a charming example of its era, is in need of serious renovation. Properly re-done, the Patricia could serve the town s theatre and cinematic appetites for years. Dwight Hall Built in 1927 in an attractive Tudor revival style, Dwight Hall is a flat floor community hall with a shoebox stage on one end. The facility is owned and operated by the Municipality s Leisure Services Department and CUPE members provide technical and custodial services. The large hall accommodates 400 and 320 respectively in theatre and cabaret configurations, most often for meetings and social events. Other rooms in the facility are used as dance and martial arts studios. Academy Concert Hall Formerly the gym of the former school that houses the Academy of Music, this room has recently been renovated and equipped as a concert hall of 200 capacity. A removable concert platform is available. The former stage is used as a band room. Lamont Management Inc 1

73 Appendix A 02/03/04 Brooks Secondary School This relatively new (1996) school features a Great Hall, which serves as a cafeteria (attached to the splendid where students study the culinary arts). Folding doors separate the cafeteria from a choir room. Among the events served by the Great Hall are Kathaumixw and the Oyster Festival. Producers Academy of Music Camera Musica Ensemble Choraliers Senior Choir Clansmen Pipe Band Community Connections Theatre Company of the Wild Goose Dance Unlimited Far Off Broadway Theatre Company Good Times Dance Club Highland Dancers Lund Theatre Old Time Dance Club Powell River Chorus Rock Island Theatre (Texada) School Band Startdusters Square Dance Club Sunshine Coast Cloggers Sunshine Folkfest Society Theatre Now Events Powell Reel Love Film Festival Powell River Festival of the Performing Arts Vocal Jazz Summit Singing Week Kathaumixw Loggers Show Seafair Blackberry Sunshine Festival Fall Fair February March April June July (even years) July July August August September Visual & Literary Arts Galleries Lund Gallery Artique Marine Synergy Frame Shop Raffin Windspirit Lamont Management Inc 2

74 Appendix A 02/03/04 Cool Gallery Cranberry Pottery Fine Arts Association Malaspina Arts Society Malaspina Film Society Malaspina Writers Association Malibu Club Arts Retreat Powell River Regional Film Commission Heritage & Historical Heritage Research Association Historical Museum Townsite Heritage Society Education School District 47 Malaspina University College Powell River Academy of Music Lamont Management Inc 3

75 Appendix A 02/03/04 Powell River Municipal Arts Support Municipal Support Blackberry Festival Canada World Youth 905 Far Off Broadway 3,000 3,000 Festival of the Performing Arts 3,000 1,675 Malaspina Art Society 1,000 Powell River Chorus 500 Powell River Film Commission 12,000 Powell River Forestry Museum Society 2,000 Powell River Historical Museum (net) 80,208 83,884 80,746 PRREDS 91,500 Powell River Seafair 4,240 6,254 6,945 Powell River Youth Ambassadors 1, PR Academy of Music/Kathaumixw 26,941 6,000 27,200 Theatre Now 1,000 Townsite Heritage Society 2,500 1,295 Westcoast Jazz & Blues Society 500 sub-total 226, , ,916 Evergreen Theatre (net) 211, , ,286 Dwight Hall (net) 43,193 62,850 74,873 sub-total 254, , ,159 Total 481, , ,075 per capita $36.67 $31.87 $31.38 Lamont Management Inc 4

76 Appendix A 02/03/04 STUDY PARTICIPANTS Mike Heron Roy MacNaughton Karl Seigler Pam Krompocker Carol Hamilton Joyce Carlson Gerry Scholefield Jerald Formby Terry Sabine Don James Romi Low Mel Low Peter Taylor Merylon Greewell Paul Cummings April White Ann Nelson Mike Elvy Val McNutt Terry Duzenberry Steve Tipton Phil MacMillan John MacDonald Mary Tamasik Laszlo Tamasik Myrna Leishman Carole Ann Leishman Hilary Bruhn Ted Durnin Jeannette Scott Chief Maynard Harry Katrin Harry Marie Coe Stan Westby Colin Palmer Stan Bill Stewart Lyn Adamson Andrew Pinch Phil Boname Arnold Carlson Dan Agius Walter Martella Peter Knorr Ron Moss Dan Minard Bev Collins Les Adrian Geraldine Braak Arlette Drader Alma Lee Robert Kerr Don Allan PRREDS, ACE Economic Development Officer, PRREDS Talon Books Community Futures Visitor Info Centre The Peak Film Commission Film Commission Academy of Music Academy of Music, Kathaumixw Academy of Music Facilities, Fireworks West Coast Jazz & Blues West Coast Jazz & Blues School District 47 Music Windspirit, PRREDS Heritage Townsite, Marine Area Business Assoc, FOB Recreation Complex Evergreen Theatre Lund Hotel Lund Hotel Clansmen Clansmen Dance Unlimited Academy School of Dance FOB (Far Off Broadway Theatre Company) FOB Theatre Now Academy Theatre School Company of the Wild Goose Sliammon First Nation, PRREDS Sliammon First Nation, PRREDS Ocean Point B&B CAO, Municipality Chair, Regional District Beach Gardens Brooks Secondary School Career Link, PRREDS Tourism, PRREDS Waterfront consultant Inn at Westview Modern Windows, PRREDS Powell River Community Band, Chorus Mill Manager (ret d), PRREDS IRLY Building Centres, PRREDS Raincoast Tonewoods PRCN founder, PRREDS Karate Model Community Malaspina University College, PRREDS Artistic Director, Vancouver International Writers & Readers Festival Executive Director, Coastal Jazz + Blues Society Economic Development Manager, PRREDS Lamont Management Inc 5

77 Appendix A 02/03/04 INTERNET RESOURCES Directories - Worldwide internet music resources - Music Directory Canada North American Music Festivals - links to international music festivals Choral - the internet center for choral music - international choral associations - Musica Mundi, international choir competitions and festivals - International Federation for Choral Music - Vocal Summit, Powell River - Powell River International Kathaumixw Youth Festivals - Canadian Rocky Mountain Festival - MusicFest Canada North American association of adjudicators Lamont Management Inc 6

78 Appendix A 02/03/04 Tour & Travel Operators - Gateway Music Festivals & Tours - Ellison Tours music tours and festivals State Department - cultural exchange programs, State Dept Summer Schools/Festivals - Orford Arts Centre - the Banff Centre - Modern Baroque Opera, acting workshops for opera singers - Tafelmusik - summer opera artist training program - Centauri Summer Arts Camp, Niagara, ON - Theatre BC Powell River Musicians - links to 600 Powell River musicians Literary Festivals - international literary festivals honouring specific writers Lamont Management Inc 7

79 Powell River Regional Economic Development Society 4555B Marine Avenue, Powell River, BC V8A 2K PRREDS Printed in Canada