Centralizing Drayton þÿ E n t e r t a i n m Operations

ent s
as a Model of Sustainability for
Building a Better Ontario

Due Diligence Regort for

Government of Canada & Government of Ontario

Preparedby

Mr. Alex Mustakas

Artistic Director
Drayton Entertainment

and

Mr. Steven Karcher

Executive Director
Drayton Entertainment

November 6, 2009
 DUE DILIGENCE REQUIREMENTS

Project Overview

Detailed Overview of ProjectElements ........

Project Start Date & CompletionDate .........

Financial & Legal Requirements

ProjectComponentsEstimated Eligible Costs ...................

Funding Sources & ExpenditureProfile of Eligible Costs ........

Accuracy & Contingencyof ProposedCost Estimates ..........

Assurance of Capacityto Operate& Maintain Investment .......

Adherence to Applicable Legislation .................................

Status on First Nations Consultations, Where Required ...............

Transparencyin Accordance with Agreement on Intemal Trade ........

Project Beneiits

Cultural Infrastructure as it Pertains to Community Use & Multipurpose

Cultural Infrastructure as it Pertains to Cultural Heritage .........................

Cultural Infrastructure as it Pertains to Economic Priorities .........

Risk Mitigation
Identification of Significant Risks & Mitigation ........................

Assurance of Capacity for Managing Project Components ..........

Minimum Government Requirements

Canadian Standards Association Technical Standard Accessible Design.
Model National EnergyCode for Building ..............................................

Public-Private Partnership(P3) Procurement .........

Project Compliance with HeritageAssessment ..........

ProjectCompliancewith SpecialPolicy Area (SPA) ............

Project Compliancewith Environmentally Sensitive Areas .........

Addendums
1.0 Pro|'ect Overview

1.1 A detailed of the project designand work to be carried out, including maps and
overview
diagramsshowing the location, characteristics, and phases(if project is part of a largermaster
plan or project).

Drayton Entertainment currently operates six theatres across the province and is a leader in þÿ O n t a r i o s
performingarts industry:
Drayton Festival Theatre, Drayton
°

°
St. JacobsCountry Playhouse,Waterloo
Huron Country Playhouseand PlayhouseII, Grand Bend
þÿ K i nWharf
g s Theatre, Penetanguishene
°
Schoolhouse Theatre, St. Jacobs

Drayton recognizesthe need to centralize its administration and production facilities

Entertainment in
one location. Technical improvementsmust also be made to its existing venues to better facilitate the
transfer of theatrical productions. The result will be an enhanced Theatre Model based on the
of
principles fiscal accountabilityand long-termsustainability.
The project encourages the kind of growth contributing to economic success and quality of life
enhancement that is beneficial to all Ontarians including job creation
-

and apprenticeship
opportunities.
This project crosses multiple ridings (Perth-Wellington, Huron-Bruce, Kitchener-Conestoga,Simcoe
North, and Cambridge). This will pay dividends for multiple communities in Ontario while
simultaneously elevating the ability of Drayton Entertainment to develop exciting new artistic
opportunities that will have national and international significance.
This groundbreakingTheatre Model includes three key components:
A. Create a state-of-the-art, year-round performing arts complex in Cambridge.
°
15,000 square foot facility to be opened in 2011
°
600 seat performance venue, with projected 100,000+ visitors annually
Production support, referring to the following elements:
°
Control Booth for the operationof lighting and sound equipment
°
Orchestra Room, in which musicians perform
°
DressingRooms accessible to the stage area for quick changes
°
Green Room, the private space backstagedesignatedfor perfonners
°
Washrooms & Showers
°
Wardrobe/Laundryfacilities for costume maintenance
°
Ofiice Spacefor StageManagement& Other Production Personnel
°
Loading Docks & Storagefor set pieces,large props, etc.
Front-of-House support, referringto the following elements:
°
Box Office
°
Lounge Facilities & Storage(including cleaning supplies)
° Washrooms
°
Coat Check
°
Office Space
Function as a home for Drayton Entertainments live professionaltheatre performances,
as well as act as a facilitator for other community-basedcultural, educational, and social
endeavors
B. Consolidate Dragon þÿ E n t e r t a i n mproduction
ent s and administration facilities in one location.
°
65,000 square foot facility to support theatres and future growth
7
°
Production hub, including centralized set construction, props, audio, carpentry, storage,
and costumes g

Administration office space and call centre

Rehearsal space and housing for artistic personnel
Conference rooms/classrooms to direct educational opportunitiestowards youth
Multi-media studio, including recording studio, and archive library
Convention Centre synergies,including catering facilities and corporate/multi-use
lounges
A new magnet for the attraction and concentration of þÿ C a n a dbest
a sartistic talent
60 to 75 permanent full-time employeesand over 100 artistic personnelsupportingup
to 300 seasonal employees

C. Integration of existing venues to enhanced sustainable Theatre Model.

'
Technical upgrades(such as ily towers to quickly move set pieces, stage expansions,

etc.) to create more options with the transfer and/or remountingof productions
Develop multi-use space in vacant administration areas to maximize outreach
opportunities
Upgradeseating capacity in various venues
Upgrade exterior groundsto better facilitate flow of traffic, parking demands,and green
space

Please refer to the enclosed documents design specificson the various projectelements, including:
for
°
Cambridge Theatre & Consolidated Operations(46 Grand Ave. S., Cambridge)
Drayton Festival Theatre (33 Wellington St. S., Drayton)
Huron Country Playhouse& PlayhouseIl (RR 1, B Line, Grand Bend)
St. Jacobs Country Playhouse(40 Benjamin Rd. E., Waterloo)
þÿ K i nWharf
g s Theatre (97 Jury Dr., Penetanguishene)

1.2 The estimated þÿ s t adate

rt and completion date ofthe project elements.
Please refer to the enclosed document, which includes:
°
Overall master plan for all locations

A
2.0 Financial and Legal Reguirements

2.1 identification of the project components and their total estimated eligible and ineligiblecosts.

Please refer to the enclosed documents for Project Budget Analysis for
all projectelements including:
°
CambridgeTheatre & Consolidated Operations
°
Drayton Festival Theatre
Huron Country Playhouse& PlayhouseII
St. Jacobs Cotmtry Playhouse
g s Theatre
þÿ K i nWharf

total
2.2 Identification of the proposedfunding sources and the expenditureprofile reflecting
eligible costs.

Funding sources include:

°
Government of Canada $6.0 Million
°
Government of Ontario $6.0 Million
City of Cambridge $6.0 Million
Total: $18.0 Million

CambridgeTheatre & Consolidation Facility -

Hard Costs 11,188,500

Capital Expansionto Existing Venues (Hard Costs)

»
Drayton Festival Theatre Hard Costs -
$1,037,200
» Huron Country Playhouse Hard Costs -

þÿ $ 3 1 4 0 4 0 0
~ St. Jacobs Country Playhouse Hard Costs -

Hard Costs $1,070,750

g s Theatre
þÿ K i nWharf
-

$143,500
|
Contingency Allowance (this is 9.0% of total project) $1,877,867

Fumitme, Furnishings,Office Equipment,etc. $0.00

Soft Costs (environmentalplanning, surveying,engineering, $2,525,113

architectural supervision,testing and management consulting
services, etc.)
Other Costs (permits, insurance, site services, etc.) $000

Entertainment EmployeeWages,etc. $0.00

Legal Fees, Drayton
Provincial sales tax and GST $0.00

Cost $20,983,330
TotalProject
first
recognizes that project costs have increased since its proposal
was
Drayton Entertainment
shows the
submitted to the Building Canada Program in Fall, 2007. The enclosed expenditureprofile
Entertainment is
total project at $20.9 million, including contingency fees. ln anticipation, Drayton
funds for the $21.0 million project.
planninga $3.0 million capital campaignto raise the remaining
5
Of this, $1.0 million will be allocated to Cambridge Theatre / Consolidation Facility, and $2.0
the
million towards Drayton Entertainment's existing venues. The campaignwill beofticially launched on
Jan 4, 2010. To A-

date, $300,000 in pledged support has al-ready been obtained.

The campaign will be managed by Drayton Entertainments Executive Director, along with an
honorary Campaign Chair and Cabinet consisting of business leaders from each community. The goal
will be to secure all funding in 18 months (July 2011). Donors will be recognizedin perpetuityat their
venue of choice, with giving levels acknowledgedfor gifts ranging from $10,000 to $1.0 million.

be developed and distributed the 75,000 active accounts in Drayton

Campaign materials will to
Entertainments database system, as well as extensive network of 300 corporate partners, along with
many new leads and contacts generatedby the CampaignCabinet.

short of its fundraising objective, Drayton Entertainment could opt to:

Should the campaign fall
°
Borrow nom its reserve fund
°
Obtain an interest free loan from one of its corporate partners (only principal must be

repaid)
and principal to be
Arrange loan from benefactor patron, with moderate interest,
forgiven upon patron'sdeath
Arrange financing from a lending institution

2.3 Indication aslevel of confidence,

to the degreeof accuracy and level of contingency of the
proposedcost estimates.

All quotes for the various project elements have been provided by Melloul-Blamey Construction, one
of southwestern þÿ O n t a r ilargest
o s and most diversified construction firms. With annual sales volume
surpassing$100 million, and an illustrious 25-year track record, the company is accustomed to leading
projects of this scope.

Cost estimates for Drayton þÿ E n t e r t a i n m eexisting

nt s venues have been prepared after extensive
consultations and on-site visits. Where appropriate,specialistshave been engagedto ensure accuracy
(e.g. installation of fly tower system for St. Jacobs Country Playhouse).
All cost estimates contain allowances and contingenciesrelative to the budget of each project,and
largely follow industry standard.

2.4 Assurance capacityto operate and maintain the service or investment on a sustainable, long
of
term basis, where appropriatefor complexprojectsand when the recipient is a not-for-profit

organization or the private sector.

Company Track Record Indicators

Drayton Entertainment is an independent,not-for-profit, registeredcharitable organization governedby

a Board of Directors. Its charitable number is 12591 1313 RR0001.

Over the years, the þÿ o r g a n i z track

a t i orecord
n s for success has been recognizedby the Province of

through six prestigiousLieutenant þÿ G o v e m oAwards

Ontario r s for the Arts, bestowed to organizations
demonstratingexceptionalfiscal responsibilityand private sector support.

6
 at six historic locations. The audience
Drayton Entertainment entertains 225,000 theatregoers annually
will expandby another 100,000 patrons annually through the successful completion
of this proposal.It
will then rival the size and scope of the renowned Stratford 'ShawFestivals.
sustainability,
Drayton Entertainment employs a policy of strict fiscal responsibility operational
and
this track record in
remaining debt-free for its entire 19-year history. The organization replicated
has
Audited Financial Statements for 2007 and 2008 are enclosed
every community in which it operates.
for review.
well its
satisfy the criteria of its municipal, provincial, and federal stakeholders,
as as own
To further
due diligence, Drayton Entertainment commissioned a Feasibility Study for the addition of a seventh
venue in Cambridge. This includes a thorough assessment of the market potential, technical and
A copy of this Feasibility Study is enclosed.
operationalneeds, and financial resources.
has assistance from any level of government for annual
relied
Drayton Entertainment never on
the
operating funds. The organization has worked with both levels of government through
establishment of its Endowment Funds Program (CanadianHeritage Endowment Fund and Ontario
Fund). This Endowment Fund now sits at just under $1.0 million, providing
a
Arts Endowment
investment periods.
healthy return of $50,000 in annual income during normal
also been assured through the very structure of Drayton þÿ E n t e r t a i n m e n t s
Long term sustainability has
theatre should be affordable and
business model. This philosophymaintains that quality professional
ticket prices are
accessible to all segments of society, including families, youth, and seniors. Average
rates are $39.00 for Adults; $20.00 for Youth, and $33.00
for
only $30.00, taxes included(2010
Groups; 4-show are $128.00
subscriptions per person, all taxes included).
theatre experiencethat
In doing so, Drayton Entertainment presents a dynamic, engaging,quality
This is achieved by amortizing costs with other venues
consistently exceeds þÿ c u s t o m expectations.
ers
in its family of theatres and benefiting from the well-honed infrastructure that has been cultivated over
the past 19 years.

Economic Success Indicators

will ultimately contribute

The completion of all project elements outlined in this Due Diligence report
to increased economic activity in multiple Ridings throughoutOntario:
°
Current visitors will have more choice in local activities and be engagedfor longer
periodsof time, increasingtotal expendituresin the hospitalityindustry.
New visitors will be attracted, providing increased activity within the retail and
as a leadingtourism
hospitality sectors, and contributingto þÿ C a n a dplatform
a s
destination.

Moreover, the investment be maintained for years to come

in this project should due, in part, to the
when it to investing in the
buying patterns of Ontarians. Ontario is a proven economic leader
comes

arts. Ontarians spent $10.2 billion on cultural goodsand services in 2005 -three times more than the
$3.0 billion spent on culture in Ontario by all levels of government in 2003/04, demonstrating
an

excellent rate of return on investment (Hill Strategies,2007).

There is a strong, vested in the continued developmentand support of cultural activities.

public interest
above
At $851.00 per resident, þÿ O n t a r i a n scapita cultural spendingis third among the provinces,
per
the Canadian average of $821.00 (Hill Strategies,2007).

7
Strategic Investment Indicators

'Research from the Ontario Arts Council indicates that 88% of survey respondentsbelieve that it is

important for their quality of life to have arts facilities located in their community.
The successfulimplementationof all elements of this proposalhas the potentialto yield several other
noteworthy benefits contributing to long term sustainability:
Increased cultural activity in the community as each theatre becomes accessible to
°

potential users with diverse needs.

Increased employeejob satisfaction for 60 to 75 permanent full time employeesand
over 100 artistic personnelsupportingup to 300 seasonal employees.
Increased human resource a t i otonretain
power and skill, as the þÿ o r g a n i zability s longer-
term employeesimproves.
Increased quality of cultural offerings, as the organization enhances its ability to attract
a wider range of artists and technicians.

Drayton Entertainment is recognizedby the Canadian þÿ A c t o rEquity

s Association as the sixth largest
employer of its members in Canada. Completing the three phasesoutlined in this proposalwill result
in additional employment opportunitiesand long-terrn job security for Canadians attemptingto make a
living in what is often a volatile industry actors, musicians, designers,staff, technicians, and ushers,
-

to name a few.

Drayton Entertainment generatinggoodwill and awareness

looks forward to of each riding through its
individual intensive It also anticipatesworking with other key partners in each
marketing efforts.
region on a larger-scale Destination Marketing program. These strategic efforts in audience

developmentalso contribute to long-term prosperity and sustainability.

2.5 Demonstration that the project will adhere to all applicablelegislation and obtain all necessary
permits and authorizations as required for the project.

Drayton Entertainment coniimis that it will adhere to all applicablelegislation and obtain all necessary
permits and authorizations requiredfor the project.
All project components will be constructed in accordance with governance regulations, and the
regulatory agencies that govern each trade. These standards must be familiar to the on-site
construction team. These codes include:
°
The Ontario Building Code
°
The Ontario Fire Code
The Construction Safety Act
The OccupationalHealth and SafetyAct (Construction Projects)
The Elevating Device Act
The Workplace Hazardous Materials Information SystemsRegulation
°
Waste Audits and Waste Reduction Work Plans

In addition tomonitoring of workmanship that will be undertaken by the construction

the close
company of choice, materials and quality of work may be subject to inspection at any time by qualified
inspectors. The Inspection and Testing company will operate under the direct supervision of the prime
consultant, and report directly to Drayton Entertainment. Such items inspectedwould include the
earthwork compaction,cast-in-placeconcrete, structural steel, air barrier, roofing and sheet metal, and
mechanical and electrical work.

Q
2.6 Status and plan to completeenvironmental assessment and First Nations consultations, where
required.
With Aboriginal Consultations, please refer to the accompanying questionnairesfor 1)
respect to

Drayton Festival
Theatre; 2) St. Jacobs Country Playhouse;3) Huron Country Playhouse;4) þÿ K i n g s `
`

Wharf Theatre; 5) Cambridge`Theatre and Consolidation Facility.

Annex 1

Project Location Questionnaire -

Aboriginal Consultations

ln order to facilitate
and accelerate the assessment of your request for funding, infrastructure Canada
needs geographically locate your project accurately. The information provided will ensure
to the
proper location of the project for future reference. You are therefore asked to complete this
questionnaire to the best of your knowledge and with as much precision as possible.
tititittittitliiittttiittiitttitttttfiiiiittiiirki-

Drayton Festival Theatre Location 1 Location 2

Civic Number: 33
Unit/Suite/Apt:
Street Name: Wellington St. S.
Municipality: Mapleton Township I
County: Wellington
Province: Ontario
Postal Code: NOG 1PO
Project Longitude: 43.7541132
43 ° 45' 14.8075"
Project Latitude: -806719641
80 ° 40 19 0708
Additional Project Location Details
P/ease indicate for each project component, any points of interest Intersections ma/or
highways or streets or other physlcal charactenst/cs located rn the vicinity of the project (1e
near airport adjacent to Lions Gate Bridge 3 km east from Centennial Park at intersection
of Fifth and Queen etc
' Com onentA 1 block from intersection of Main St &We|lin ton St Dra on

Com onentB Near Count Rd#8

Com onent C 5 km north of Conesto a Lake
E Com onentD

documents that may be useful in locating the project, such as: hand-drawings on a printed map,
of maps from Google Maps/Google Earth/MapQuest/Yahoo Maps etc., location plan, project
print
site map aena/ photo legal or wntten descnptron of pro/ect location sun/ey plan englneenng
plan or any other plans or drawings from reports stud/es or analysis
Annex 2

ProjectLocationQuestionnaire
-

Aboriginal Consultations

Location 1 Locatnon 2
St Jacobs Country Playhouse
Civic Number
Unit/Suite/Apt
Street Name Benjamin Rd E
Mumclpallty Woolwlch Township
County Waterloo
Province Ontario
Postal Code N2V 2J9

Project Longitude 43 5061942

43 ° 30 22 2991
Project Latitude 80 554304
80 ° 33 15 4944
Additional Project Location Details
Please indicate for each groject comgonent, any points of interest intersections major
jg highways
or streets, or other physica/ characteristics located in vicinity ofthepro/ect the' tie.
near airport adjacent I
to Lions Gate Bndge 3 km east from Centennial Park at intersection
I
I

of F/fth and Queen etc

§JIlIlllllllEllllllllllllllllllllllll
Com
Com |
onentA
onent B Ad acent
'
1 km off Hu hwa
to Farmers
#85 Kitchener
Market Outlet
Waterloo
Mall Best Western
1
Hotel
I ¢

WllIlllllllIllllllllllllllllllllllll
Com onent D
E ' .

10
Annex 3

Project Location Questionnaire -

Aboriginal Qonsultations

Location 1 Location 2
Huron Country Playhouse
Civic Number: 70689 _l_.__

Unit/Suite/Apt: __i_

Street Name: B Line _ll

Municipality: South Huron _li

County: Bruce ______

Province: Ontario _il

Postal Code: NOM 1TO

Project Longitude: 433115001

°
43 þÿ 1 41.4004"
8
Project Latitude: -81.727812
°
81 43 401232
Addltlonal Project Location Detalls
Please md/cate for each Qrojectcomponent, any po/nts of interest Intersections major
charactenst/cs located In the vicinity of the project (1e
h/ghways or streets or other phys/cal
Gate 3 km east from Centennial Park at /ntersect/on
U near airport adjacent
1
to L/ons Bndge I
þÿ

of Fifth and Queen etc

§ Com onent A 2 km outside of Grand Bend

0 Com onent B Located off Hu hwa #81
»

E
=
Com onent D
_

documents that may be useful in locating the project, such as; hand-drawings on a printed map,
of maps from Google Maps/Google Earth/MapQuest/YahooMaps etc., location plan, project
print
site map aenal photo legal or written descnpt/on of project locat/on survey plan engineering
plan or any other plans or drawings from reports studies or analysis

11
Annex 4

Project Location Questionnaire -

Aboriginal Consultations
Canada
of your request for funding, I nfrastructure
ln order to facilitate and accelerate the assessment will ensure the
The information provided
d to eo raphically locate your project accurately

17
Annex 5

Questionnaire Aboriginal Consultations

Project Location
-

In order and accelerate the assessment

to facilitate of your request for funding, Infrastructure Canada
needs to geographically locate your project accurately. The information provided will ensure the
You are therefore asked to complete this
proper location of the project for future reference.
questionnaire to the best of your knowledge and with as much precision possible.
as

Location 1 Location 2
Cambridge Theatre & _ _ _ _

Consolidation Facility 46
Civic Number _*l

.0
- -
I S
Unit/Suite/Apt Grand Ave ~
_--

_s ;
Waterloo
~.
sig
Street
_
Name
, '
-
Region _-_-

Municipality Waterloo
.

'
lli-1-1-

'U '

II
County Ontario
_

a
-
-__-

Province : N1S 2L9

jg
E
D . .
Postal Code z

l Project Longitude I 43 356425 _

9 43 ° 21 23 13
I 11

D.. _

Project Latitude 80 3175372

80 ° 19 3 1 39

Additional Project Location Details þÿ

'5 _ _ _

intersections
_ _ _ _ _

U Please /ndlcate for each project component, any points of Interest

1
major 1 1

streets, or other physical characteristics located in the vicinity ofthe project (i_e.
_§
9 highways
airport near
or

J adjacent to L/ons Gate Bridge 3 km east from Centennial Park at intersect/on I I

3
'

of Fifth and Queen etc

s §
U
Com onent A Located in hrstonc downtown Galt section of Cambrld e
O
Garden
-

Com onent B Ad acent

,

to Southworks Outlet Mall and Scul ture

5
i ' E
=
Com onent C Located
' near Grand River
_

E
-§ Com onent D Corner of Grand Ave S & St Andrews St 2 blocks south of Main St
E'
E.

Project Location Documents

Please include as an attachment (hard copy or electronic tile) any further project location
documents that may be useful in locating the project such as hand drawings on a pnnted map
pnnt of maps from Google Maps/Google Earth/MapQuest/Yahoo Maps etc location plan project
s/te map aenal photo legal or wntten descnpt/on of project location survey plan eng/neenng
plan or any other plans or drawings from reports studies or analysis

13
2.7 Confirmation and assurance that the contract award process for eligible costs to be funded
under the project is competitive, fair, transparent and consistent with the Agreement on lntemal
Trade.

Drayton Entertainment confirms and assures that the contract award process for eligible costs to be
funded under the project is competitive, fair, transparent, andconsistent with the Agreement on

lntemal Trade. P

, ,

To that end, Drayton Entertainment has issued formal

Requestfor Proposal (RFP) for a construction
a

company to manage the various project elements. The RFP will clearly state that final awarding of
tender is subject to federal, provincial, and municipal funding.

The RFP will be disseminated

through a public advertising channel to ensure that interested parties
across Canada have the opportunity to submit proposals. This will be achieved through MERX,
þÿ C a n a dleadingelectronic-tendering
a s service. MERX is the most complete source of Canadian public
tenders, private tenders, U.S. tenders and private-sectorconstruction news available in Canada.

It isanticipated the RFP will be posted on Friday, December Ilth, 2009. Proponentswill have until
12:00 p.m. on Friday, December þÿ l to
8 "respond with proposals. All proposals will then be reviewed
by the Property Committee of Drayton þÿ E n t e r t a i n m Board
e n t s of Directors.

To ensure fairness, this comprehensive RFP process will include the following steps:
l) Define the Project, Parameters and Limitations
This will enable Drayton Entertairunent define the services required, along with the
to
information needed about the company and individuals providing said services. This includes
such items as selection schedule, budget,and project schedule.

2) Contents & Format

Making final determination
a on the contents and format of the RFP will allow for
quick and
easy comparisons. This will also include the timeline for responding, visual specifications,
content specifications,number of packagesrequired,packaging,etc.
3) Review & Selection
Completing the two previous steps will minimize misunderstandings,reducing changesin the
scope of services, and keeping the project within budget and on time. This third phase also
includes establishing the weighted criteria.

4) Awarding Project
The final element of the process involves awarding the project, negotiating the final contract,
and notifying the consultants not selected to maintain positive relations.

As part of its evaluation criteria, Drayton Entertainment will weigh the ability of proponents to
tender additional trades in a manner that is transparent and consistent with the Agreement on Fair
Trade, as well as their ability to obtain fair, competitive quotes that will enable the project to be

completedwithin budget parameters. In addition, the successful proponent will also be responsible
for issuing and managing the RFP process for the engagement of an architect to complete final
designsfor the Cambridge/Consolidationfacility.
'

14
Additionally, Drayton Entertainment will Advisory Committee
create an to provide open and
and ensure
consistent communication, generate feedback and suggestions, due diligence is followed

Committee Chair:
Alex Mustakas, Artistic Director of Drayton Entertainment

City of Cambridge Political Representatives

Doug Craig, Mayor of Cambridge
Pam Wolf; City of Cambridge (Ward Councillor)
Ben Tucci, City of Cambridge(Councillor)

City CambridgeSenior Staff Regresentatives

of
Jim King, Chief Administrative Officer of City of Cambridge
Steven Fairweather, Commissioner of CorporateServices of City of Cambridge
Bob Paul, Director of Facility Developmentof City of Cambridge

Dragon Entertainment Board of Directors Representatives

Neil Aitchison, Vice-President
Brad Can, Director
Ab Hesselink, Member at Large
Other
Peter Black, General Manager of Drayton Entertainment
Steven Karcher, Executive Director of Drayton Entertainment
Rick Haldenby, U of W School of Architecture
Q Project Benefits

3.1 Describe how 1) the Cambridge Theatre and 2) Expansionof the Existing Venues
thcCapital
meet the following objective of the cultural infrastructure category of the Building Canada
Fund: þÿ h o w the project increases community use of facilities or gives the facilities a
multipurposeþÿ d i m e n s i o n .
The project elements constructinga new theatre in Cambridge,capital expansionof existing venues,
of
and consolidation will provide the facilities with a multipurpose dimension by contributing to a ri@
social fabric. Specifically, they will:
°
Promote increased public engagement
°
Provide stronger stewardshipof public space
Create space and programs that support youth and senior engagement
°
Create opportunityfor programs and strategiesthat promote social inclusion.

F irstly, the addition of a performing arts space in Cambridgewill contribute greatly to the
functional

þÿ c i tlong-term
y s goal of Creative Community Building. As part of broader urban and rural strategies
around the world, cities and towns are engagingculture and creativity as enginesof economic and
social transformation. The motivations driving these efforts include cultural and tourism development,
innovation agendasaround commercialization of knowledge,talent attraction strategies,and broader
citizen engagement.

Regardlessof the impetus, a shared recognition has emergedthat certain intangible qualities of place
-

buzz, authenticity, diversity, vibrancy, pride are indicative of the dynamic environments that attract,
-

inspire, and sustain creative people. Creative activity whether it is economic or otherwise
-
is -

intimately intertwined with the enviromnent in which it is cultivated. In this way, these place
characteristics become both the product and the raw material for creativity.

Many communities have a wealth of creativity within them but lack a strategic framework to link
them, build synergies,and forge common interests the things that are key ingredientsof a dynamic
-

cultural milieu. Creative community building is an emerging field of practicethat providesnew tools
and strategies to unlock the creative potential of people and places. It is based on a sophisticated
understandingabout the relationship between creativity and place, and the conditions required for
creativity and innovation to thrive.

Creative commtmity building is about maximizing the unique qualities and linkage of cultural assets.
It aims forge common
to purpose in cultural, economic development, and planning practices and
empower stakeholders to shapethe growth and evolution of their communities. It is as much about
soft as hard infrastructure. It can be a complex undertaking involving shifting mindsets, breaking
down silos, re-framing developmentchallenges, re-thinking governance models, balancing risk and
accountability, as well as visioning and forging consensus.

In the 21st century, cities and communities need to be strategic about how they build and sustain
creative ecologies. They need to find new ways to bend the market that creative
space can be
so

developedand sustained. While it is wrong to think that creativity can be engineered,it is clearly
possibleto understand and work to put in placethe conditions requiredfor it to thrive. This requiresa
holisticapproachto capacity-buildingthat focuses on the creative milieu and ecology. The new theatre
in Cambridge will place a pivotal role in the city`s approachto addressingthis challenge.
 Secondly,the capital expansionof Drayton e n t s facilities
þÿ E n t e r t a i n m existing will increase community
use because these upgrades(such as the addition offly tower, stage reconfiguration,renovation of the
a

basement into a rehearsal hall/conference room/meeting space, etc.) will allow the theatres to better
accommodate the needs and demands of a variety of users, including but not linrited to:
P

°
School Choirs & Fundraisers
°
Dance Competitions & Music Recitals
Visual ArtDisplays and Exhibits
Concerts & þÿ P r e s eOpportunities
nting
°
Convention Meeting Space& Product Launch Pad for CorporateSector

Not only will this continue to funnel revenue into the local economy and hospitality sector during
þÿ d a r periods,
k but the theatres will continue to attract new visitors through the diversity of offerings,
contributing to long-term sustainability. Each Drayton Entertainment will become a true multi-use
facility equippedto meet the needs of a changingpopulation.

Thirdly, consolidation will also have a multipurpose dimension. Aligning administration and
production will certainly aid the 30 productions Drayton Entertainment will present as part of its
annual playbill. Just as importantly, however, consolidation will enable Drayton Entertainment to

provide cultural leadershipthrough education and mentorshipopportunitiesby:

°
Creating a dynamic centre of teachingand learning in all areas of theatre arts and
practices including marketing, advertising, administration, set construction, technical
theatre, performance,design and development.
Participating in education programs and exchangesby sending skilled, experienced
professionalsto schools as guest speakers,and bringing students to each theatre for on-
site workshopsand one-on-one training sessions.
Collaborating with local educators and administrators in developinga curriculum
reflective of contemporary professional arts practices to prepare students for productive
careers.

Creating a Young Conservatory,dedicated to developing the creative talent of young

people. ,

Linking arts and culture with education, business and each community through: the
hosting of festivals; offering of business workshopsin teambuildingand public
speakingusing theatre practices; public seminars and forums in theatre creation and
production; and making workshop and seminar facilities available in the off season to
local and regional organizations for their professional use.

Hence, the consolidation facility will also become a multipurposeinfrastructure project with a distinct
public use component.

3.2 Describe how

1) the Cambridge Theatre, 2) the Consolidation Facility and 3) the Capital
Expansion of the
Existing Venues meet the following objective of the cultural infrastructure
category of the Building Canada Frmd: þÿ h othe
w project enhances the ability of communities to
express, preserve, developand promote their cultural heritagewithin þÿ C a n a d a .

'Fheprojectelementsfof constructinga new theatre in

Cambridge,capital expansionof existing-venues,
and consolidation will promote cultural heritagewithin Canada and
providea voice for these activities
through a dygamic cultural environment. Specifically,they will:
'
Promote life-long learning, knowledgeand awareness about a wide range of creative
pursuits
Enhance sustainability of arts and culttual activities
1 þÿ 7
 Create artistically vibrant milieu at a community, provincial,and national level
E

a more

Preserve þÿ C a m b rheritage
idge s
~

°
_ _ _ _

_
°
Heighten the awareness in community/city building
about the role of creativity
-

Firstly, Drayton Entertainment will contribute to the fabric of Tourism, Culture, and Heritage'by
expandingthe artistic and cultural activities that help define a community.
Drayton Entertainment is ideally positionedto facilitate the creation and developmentof new Canadian
work. Its outstandingrecord of financial sustainabilityenables the organizationto commit to a multi-
year development process. It also has the operational resources to see each project through to

completion.
Consolidation will providedevelopingartists maximum support with access to all of the þÿ o r g a n i z a t i o n s
resources (artistic, technical and administrative.) This is a critical component in ensuringthat the artist
does not work in isolation and remains connected to both the communityand þÿ c o m p mandate
any s
throughout the developmentprocess.

Secondly, Drayton strengthen the reputation of Canadian artists by offering

Entertainment will
i o s in national and
exposure to the widest possible audience. It will heightenthe profile of þÿ O n t a r brand
intemational communities. This will be achieved through the dissemination of new Canadian work at
home and abroad. It can now give artists an increased profile on the intemational scene with its newly
launched tours to the United States.

This includes a tour of CA TS to Massachusetts in 2007, and a 22-week tour of Dirty Rotten Scoundrels
across the continental United States in 2008/09. A 17-week North American touring engagement of
Camelot is now underway for 2009/10. Drayton Entertainment will not only contribute to þÿ O n t a r i o s
profile as a cultural hub across the nation, but also þÿ C a n a dprofile
a s in the international community.
This will be further achieved through the dissemination of new Canadian work at home and abroad.

3.3 Describe 1) the Cambridge Theatre, 2) the Consolidation

how Facility and 3) the Capital
Expansion of the Existing Venues meet the following objective of the cultural infrastructure
category of the Building Canada Fund: þÿ h o thew project generates economies of scale, spinoff
activities, and supports the larger economic priorities of the community and of þÿ g o v e r n m e n t s .
The project elements of
constructinga new theatre in Cambridge,capital expansionof existingvenues,
and consolidation will
support the priorities of the community and of govemments by contributingto a
stronger economy. Specifically, they will:
'
Act as a catalyst for broader neighbourhoodrevitalization.
'
Support the developmentof þÿ C a m b r i þÿ d gOen tsa,rand
i o þÿ
s ,C a n a d creative
a s industry
capacity.
Connect culture to community economic development.
Generate wealth through jobs, taxes, and increased property values.
°
Enhance the overall climate that fosters and sustains creativity and innovation.

Firstly, each project element will have tremendous economic spin-offs.Every dollar spent on theatre
production circulates within the economy, creating a multiplier effect. Ontario Arts Council research
indicates that for every dollar spent at the Box Office, an additional $8.00 is spent directly in the
community.

lR
Using this same formula, a new $10.0 million annual budgetfor Drayton þÿEntertainrnent s centralized
operation will have a multiplier effect of $80.0 million. As the organization operates theatres in
multiple communities, this spin-off is disbursed across the economies of Perth-Wellington, Huron-
Bruce, Kitchener-Conestoga, Cambridge,and Simcoe North, _

The addition of the seventh theatre in Cambridgewill have immediate impactsfor the þÿCityeconomy.
s
In of pure economics, a
terms study done using the Ontario Tourism Regional Impact Model
(OTREIM) revealed that if the new Cambridge Theatre were operationalby 2009 it would generate the
following results:
Revenue
$1.7 million in 2009, rising to $3.5 million by 2015
Extra visitor spendinggeneratedby the Theatre in the Region
$4.0 million rising to $7.0 million in 2015
in 2009,

Increase in Ontario 's GDP

$5.7 million in 2009, rising to $10.3 million in 2015

Annual taxes generated

$2.7 million rising to $4.8
in 2009, million in 2015

As well, the successful capital expansion of Drayton þÿEntertainment s existing facilities will pay
economic dividends for each venue and yield several other noteworthy benefits:
°
Increased cultural activity in the community as each theatre becomes accessible to
potential users with diverse needs (additional revenue streams at each venue through
additional rental/hostingopportunities).
Increased employeejob satisfaction for 60 to 75 permanent full time employeesand
over 100 artistic personnelsupportingup to 300 seasonal employees.
Increased human resource power and skill, as the þÿorganizationability
s to retain longer-
terrn employeesimproves, keeping workers with valuable experiencein each of the
communities in which Drayton Entertainment operates.
Increased quality of cultural offerings, as Drayton Entertainment enhances its ability to
attract a wider range of artists and technicians.
Each theatre will remain indigenous to the community in which it is located, but will
benefit from the greater efficiencies that result from the amortization of production,
adrninistration, and marketing expenditures.

, these three project elements will have a dramatic impact on local and regional economies
through the creation of new jobs and on-site apprenticeshipopportunities notably a highly skilled,
-

creative, specializedworkforce.

Partnershipswith knowledge institutions in Cambridgewill enhance the provision of programs and

provide opportunities for cross-over between academia and practice. Collaboration between the guilds
on
marketing, resource-sharing,and program provision will build economies of scale and provide
cross~fertilization between students, members and faculty. þÿ Guilding the þÿguildsrequires a sensitive
approach to assessing and developing the various capacities of each institution, maximizing
complementaritieswhile recognizingimportant differences.
A partnershipwith ConestogaCollege will enable the two entities to create an extensive employment
and training network. The groundbreakingprogram will directly connect students looking for work
with an employer looking for specializedworkers, essentiallybecominga One-Stop source for ongoing
jobs,job search skills, training,education, and other services.

19
Thishighly skilled workforce will then be disbursed to other commtmities throughvarious professional
development opportunities including apprenticeships,
-

intemships,job shadowingand on-site co-op

placements.
_

The program will effectively deliver employmentand trainingservices to the public across Ontario,
while undertaking labour market research and planning complement
to the mandate of Employment
Ontario through the Ministry of Training, Colleges & Universities.

Specifically, Drayton Entertainment willbuild capacity within each community by offering training
and education in major economic sectors of Construction (detail and structural carpenters, props and
video
scenery building), Information and Technology (sound engineers, electrical technicians,
& Public Relations,
production, graphic design), Service (seamstresses,front-of-house), Marketing
dancers,
Hospitality & Tourism, Volunteers, and Entertainment (actors, playwrights, musicians,
painters,designers,directors).
will nurture diverse artistic expression,
By creating a centre for discovery and learning, this project
providing multiple communities across Ontario with a broad range of education, exhibition, and
and creativity to
performance opportunities. Ultimately, it will enable community, commerce,
the traditional and innovative.
converge, building new synergiesbetween

20
 4.0 Risk Mitigation

4.1 Identification significant risks and outlining of themeasures

of and/or the þÿproponentcapacity
s
to mitigate these risks (e.g. cost increases, project delays,risk of scope changedue to results off
P

environmental assessment).

In developing this project, Drayton Entertainment has maintained a philosophy that the problemsthat
will be faced þÿ tomorrow are the risks that must be identified þÿ today . Effective project risk
management enables risks to be identified and mitigated or eliminated before they become problems.

This project, like all others, is not immune from risks. However, by adheringto best practicesDrayton
Entertainment has put itself in a better position to manage these risks and reap the benefits, including:

°
Adherence to user requirements
Higher quality deliverables
Maintenance of
project schedules
Prevention of schedule slippage
°
Reduction of project costs

This risk assessment has involved concentratingon both internal and external risks that will affect the
þÿprojectscope,
s quality, time, and/or budget.

Internal Risks: risks that the project team can influence or control.

I) Project Goal & Timelines

°
The project goal may be too complex for the timelines available.
Resolution
°
Projectobjectiveshave been clearly defined in the Business Case proposal.
°
The scope and deliverables on contracts or Terms of Reference/Mernorandums of
Understandinghave been clearly deined and communicated with all stakeholders.
The accompanyingWork Plan in this proposal clearly identifies project milestones to
keepthings running on track.

II) Cost Estimates

'
Project components may be under-estimated.
Resolution
°
Clearly and accurately estimate project costs all elements have since been re-quoted in
-

summer 09 to provide realistic budgets.

Obtain project funding to support the estimates. Any overage for the project will be
absorbed through Drayton þÿEntertainment s reserves. Additionally, public and private
sector fundraisingcampaignswill be launched to minimize this impact on the
þÿorganizationreserves.
s In anticipation of the total project surpassing$18.0 million,
Drayton Entertainment has alreadysecured over $300,000.00in corporate pledge
support.

21
 III) Project Plan & Organization
With public scrutiny, the project may be viewed as inadequatelystaffed and/or
improperly managed.
Resolution
Appoint a Project Manager to oversee the details and
I
day by day elements of the
project.
Allocate sufficient resources for anappropriateproject management office
commensurate with the size and complexity of the project.
Engagethe public to ensure actions are well received and intentions are understood -

listen to the concems of the citizenry; engage in honest, frank, and open.
communication; utilize local media to consistently tell the story and provide updates;
coordinate and collaborate with other credible sources; ensure all stakeholders speaka
uniform and consistent message; accept the public as a legitimate partner in the
process, therebyobtaining their support and endorsement in the process.

External Risks: risks outside of the control of the projectteam.

It Government Decisions Delays &
Satisfying the project criteria for two different governments, and/or receiving differing
answers may result in project delays.
Resolution
O
The anticipated trilateral agreement between Drayton Entertainment and the Federal and
Provincial Governments will enable the organization to meet the needs and satisfy the
project requirementsof both stakeholders.
Submit information well in advance to provide sufficient time for Ministry staff and
resources to participateeffectively.
II) Project Interference or
SupportWithdrawal
Satisfying the project criteria of other stakeholders (namely City of Cambridge)may
result in project delays, and could result in project interference and/or withdrawal of
support.
Resolution
O
Terms of Reference/Memorandums of Understandinghave been provided to, and
agreedupon by, all stakeholders.
The City of Cambridge has supplied a resolution from Council to acknowledgethat the
agreement is between the Federal Government, Provincial Government, and Drayton
Entertainment as the named entity, and a separate agreement will be drafted between the
City of Cambridge and Drayton Entertainment to deal specifically with the theatre in
Cambridge. It also clarifies the þÿCity stances on the various project management

components, mindful that controls must be in place as the Cambridge theatre will be a
city owned facility built primarily with tax dollars.
CambridgeMunicipal Council has passeda resolution confirming its $6 million
municipal contribution to the project, which is enclosed.

III) Market Environment

Market preferencesmay changeand make the project less attractive.

Resolution
I
In the Market Analysis section of the accompanyingFeasibility Report, support for
artistic and cultural activities within the City of Cambridge are clearly supported.
22
 The Marketing Plan for the projecthas identified that support for the venture will
extend beyond Cambridge to include Brantford, Milton, Hamilton, westem Kitchener,
and southem Guelph.

IV: SupportingLinl_§ ~
1

~
Suppliersmay be unable to deliver accordingto schedule or may be affected by
industrial disputes.
Resolution
~
Employ best practicesto ensure effective management of all potential risks throughout
the supply chain.
~
Insure againstpotential strikes, if necessary.

V) Competitors
°
Competitorsmay instigate rival bids or projects in adjacentareas.
Resolution
~
There are professionalperforming arts companiesin Cambridge,and as the
no

neighbouring communities of Brantford, Hamilton, and Guelph already have

established venues, it is highly unlikely additional out of town competitionwill arise in
the near future. Drayton Entertainment will feed off the synergiesof its other 6 venues
to bring new tourists to Cambridge,as well as launch an aggressivedirect marketing
campaign to residents of Cambridgeto generate groundswell support for the project.

The identified external risks above will be much more difiicult to deal with than the intemal ones.

Solid project management will be

key to mitigating these risks. The project manager may be able to
control internal risks, but can only react to external ones. Where risks are identified, the project
manager can take action to lessen their impact on the project. This will be done by:
'
Monitoring and evaluatingthe risks.
~
Addition of contingencies:extra budgetallocations to cover risks if they arise.
Avoidance of risk by passingthem on to sub-contractors.
Reduction of risk by including testing and other project activities that will discover
technical risks before the project is completed.
Insurance against risk: by taking out insurance if the risks have a known statistical
nature.

4.2 For non-goverrunental recipients,provision of assurance of appropriategovemance structure,

capacity, track-record managinglarge projects, and capacity to obtain non-federal fundingfor
the project.

Drayton Entertainment Board of Directors

Drayton Entertainment operates with a 13-member þÿ policy

þÿgovemancestyle Board of Directors.
These Board members primarily
are concerned with the long-term strategic vision, development,and
sustainability for the organization.
Bruce Schieck (President)
Bruce has been a Board Member since 1991. He is also a Trustee on the Upper Grand District Board
of Education, on which he has served for 17 years. He was appointedby the province to the Waterloo
Wellington Local Health IntegrationNetwork and has worked with numerous volunteer organizations
including the Drayton Agricultural Society, Wellington County Milk Committee, and Wellington
INR
 for 20 and
County Soil and Crop Improvement Association. He was the 4H Club leader
an
years
and the
inaugural member of the Drayton Kinsmen Club. Bruce is a
farmer
semi-retired fourth
generationof his family to be involved with the Drayton Opera House building, his grandfatherbeing
the original contractor. _

Neil Aitchison (Vice-President)

Neil rejoined the Board of Directors in 2008, having served as a founding Member from 1991 to 1999.
In 1999 he resignedfrom the Board to join Drayton Entertainment as a full-time employee,serving as
Director of Development for six and a half years. Neil is currently the Senior Manager of Market
Developmentfor Melloul-Blarney Construction. He is acharter member of the Kitchener Westmount
Rotary Club and has twice been named a Paul Harris Fellow, þÿRotaryhighest
s award for community
service. In November 2002, Neil was the recipient of the þÿQueenGolden
s Jubilee Medal.

Bryan Beattie (Past-President)

Bryan has served on the Board of Directors since Drayton Theatres þÿInc. smerger with Huron Country
Playhousein 2000. Prior to that, he was on the Huron Country PlayhouseBoard from 1992 to 2000
-

two years of which he served as President. A semi-retired Chartered Accountant, he is currently the
part-time Controller of several businesses in Exeter. He is also a member (and Past President)of the
Rotary Club of Grand Bend, the Treasurer of Grand Bend and Area Community Health Centre, and a
Life Member and National Treasurer of Kinsmen Clubs of Canada.

Ab Hesselink (Member at Large)

Ab is a founding Board Member, the Board of Directors since the þÿorganization
having served on s
inception in 1991. He is a certified and the President of Hesselink &. Associates Inc.,
Financial Planner
ABBON INC. Ab is the current President of the Drayton Community Citizens Association and has
been an active member of the Volunteer Fire Department for 35 years. Ab also served as a Drayton
Municipal Councillor 21 years.

Mark Bingeman (Director)

A Board Member since 2008, Mark has used his business ventures to support Drayton Entertainment
for many years. He is a leading owner/developerin Kitchener-Waterloo whose family-owned holdings
include Bingemans Meeting & Amusement Centre. Mark is active in the community and has been
involved in everything from Oktoberfest to the Bill Clinton fundraiser for Catholic Family Counseling
Centre, and most recently served as co-chair of the steeringcommittee overseeingthe new Waterloo
Regional Tourism Marketing Corporation (WRTMC). Mark is also involved with the Centre For
Family Business.
Mary Cardiff (Director)
Mary joined the Board of Drayton Entertainment in 2006, having served as President of the Huron
Country PlayhouseGuild from 2003 2005. She is the Drayton Entertainment
-

representativeon the
Board of Directors of the Huron Tourism Association, a past Board Member of the Grand Bend
Community Foundation, a member of the Board of Directors of the Corporate Volunteer Program in
Don Mills, and a Corporate Sponsor Representative for the Canadian Association of Woman
Entrepreneurs.Mary is now retired from the Royal Bank of Canada after a 35 year career that took her
to five provinces.

Brad Carr (Director)

In his role as Senior
Vice-President Low-rise at Monarch Corporation, Brad is responsible for
overseeing the company's land developmentand low-rise housing operations,annually building in
excess of 1000 homes a year across Ontario. In 1996 Brad achieved a bachelor's degree in
Architectural Science Hom RyersonUniversity.

74
 John C. Green (Director) -

John is a founding Board Member and served as the first President as well as Co-Chairrnan of the $1.5
million dollar FundraisingCommittee. In 2001, he
completed a second tenure as President. He is
currently in his sixth year as Mayor of MapletonTownship and his third year as Warden of Wellington
County, and has been on Municipal Council for 30 years. þÿJohn sextensive community involvement
includes 22 years on the Palmerston and District Hospital Board, 19 years on the Wellington Dufferin
Guelph Board of Heath, and 17 years on the Drayton and Community Citizens Association. John was
appointed for a four year term to the Advisory Committee on Rural Planning for the Provincial
Ministry of Agriculture, Food, and Rural Planning. He is the recipient of a Life Membershipin the
Kinsmen Association, the Paul Harris Fellow in 2007, and the þÿQueenJubilee
s Award.

Warren Jack (Director)

Warren joined the Board of Directors He is the President of BJ Bear, a trucking company in
in 1992.
Elmira. Warren is also a member of the Boardof Directors of the United Church and is the Past
President of the Kinsmen Club, where he has received a Life Membership.

Gord Lavis (Director)

Gord joined the Board in 2008, having been actively involved with Huron Country Playhousesince
2001. He is the President of Lavis Contracting Co. Ltd., one of Huron þÿCountyleading
s contracting
firms and a company that has assumed the annual Season Sponsorshipfor Huron Country Playhouse
for eight consecutive years. Gord is active in the
community, through his church and as a supporter
and committee member for the Clinton Hospital Building Fund.
Bill Metcalfe (Director)
Bill has been Board Member since 2006.
a He is a past Board Member of the Huron Country
Playhouse. Currently retired, Bill has an extensive backgroundin Marketing and Communications, as
well as television advertising. He is a charter Member and Past President of the Grand Bend Probus
Club, the Co-Founder of Partners-in-Learning,and has actively participatedin community projects on
behalf of the Grand Bend Community Foundation, the Grand Bend Health Centre, and the Canada
Summer Games.

Paul Montague (Director)

Paul is the co-founder of Punch Integrated Communications, which specializesin building corporate
cultures within the American retail industry. The company has won numerous business awards, most
notably 3 Ontario Global Trader Awards for its export achievements, and was named a Top 50
business startup by Profit magazine. Shortly after selling Punch in 2004, Paul created Catalyst
Performance Management, which assists Fortune 1000 companies with a wide of
range
communication challenges
Robert Thurston
(Director)
Bob is founding Board Member as well as Past President. He has a long connection to the Drayton
a

venue, having served on the Board of Directors of the Drayton Opera House, prior to Drayton Festival
þÿTheatre s occupancy of the building. Bob works for the Canadian Food Inspection
Agency, is a
Doctor of Veterinary Medicine and raises pure bred cows.

Bob Bignell (Secretary-Treasurer;non-Board Member)

Bob was the original Director of Marketing at Drayton Festival Theatre. He left this
temporary position
to go back to his professionin the automotive aftermarket. He is a þÿmanufacturer s representativefor
tire related supply productsin Canada. Bob is also Executive Director of the Ontario Tire Dealers
Association and the Tire Dealers Association of Canada as well as Vice-Chairman of the Tire Industry
Association Executives in the United States. He is President of the Rotary Club of Drayton, Junior
Warden at ConestogoMasonic Lodge in Drayton and a steward at the Drayton United Church. While
as