The Parkwood Foundation Business Plan 2015

Corporation of the City of Oshawa 2015 Budget External Agency - The Parkwood Foundation INDEX
Page No.
Business Plan ............................................................................................................. I
Program/Budget Summaries:
The Par1<wood Foundation .............................................................................. 1 The Parkwood Foundation
2015 Business Plan
The Parkwood Foundation
1.
MISSION STATEMENT
The mission of the Parkwood Foundation is to preseroe tlte Parkwood Estate, and to
operate this National Historic Site as a museum and lieritage garden for tlze education
and enjoyment of all Canadians and visitors, in order to foster an understanding and
appreciation of Parkwood's architectural and landscape arcltitectural features, its
collection of art and ft1misliings, and of the life, times and accomplishments of R. S.
McLnuglllin, one ofCanada's foremost industrialists and pliilantltropists.
Vision Statement
Parkwood is widely recognized as aheritage site ofdistinction.
2.
SERVICE DESCRIPTION AND CLIENT IDENTIFICATION
Heritage Stewardship
a Parkwood undertakes capital planning and preventive maintenance to ensure
that this community heritage resource and National Historic Site is preserved, in
accordance with recognized heritage standards.
o Parkwood undertakes site and financial planning to ensure long·term viability
and safeguard these heritage resources.
The Parkwood Foundation
2015 Business Plan
Community Education and Enjoyment
o Parkwood provides public access to facilities and programming to ensure
educational opportunities, community use and enjoyment, through:
);:> Guided Interpretive Tours
);:> Seasonal food services
);:> Special events
);:> Special interest clubs {Croquet, Culinary Heritage)
);:> Lectures/workshops
);:> Rental facilities (meetings &
receptions, weddings, photography and
filming)
);:> Educational partnership with Durham College in Horticulture Technician
Program
);:> Educational posts on social media (profiles on conservation & museum
activities, distribution of archival photos, films and documents, photos
and stories about collections, social history and more)
o Parkwood participates in municipal, regional, provincial and national heritage
activities, tourism and economic development efforts, civic beautification and
community celebrations.
o Parkwood provides enriching volunteer opportunities for the community
offering hands-on learning experiences, occasions to socialize with volunteers of
all ages and interests, frequent opportunities to interact with the public and act
as ambassadors to visitors.
Audiences/Markets
o Tours and educational programs serve a number of resident and visitor markets;
they are promoted to general audiences and school groups within
Oshawa/Durham, and to motor coach, day-tripper and independent tourism
markets outside of Oshawa.
o No-charge mansion tours are offered on Family Day in February, and no-charge
tour passes may also be taken out by library card at each branch of the Oshawa
and Whitby Public Libraries (as one might take out a book).
o Rental facilities draw largely on Oshawa/Durham populations, but also attract
clientele from the GTA and beyond (wedding, corporate and heritage
community, film industry)
o Food and retail services serve resident and visitor markets, as added amenities
for tour groups, catering services for rental and wedding clients and on a drop-in
basis for residents.
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2015 Business Plan
o
Free access to the gardens allows casual enjoyment of residents, neighbours,
high-school staff and students, and a tranquil sanctuary for hospital patients,
visitors and staff.
Economic Benefit
o Parkwood generates revenues from site programs and services, with rentals the
largest source.
o Significant revenues are derived from outside the community and are expended
locally.
o Parkwood also contributes to the provincial economy as a site for location
filming in Ontario, helping to attract film production from outside Ontario.
Governance and Management Structure The Parkwood Foundation is a not-for-profit, registered charitable organization, operated by a volunteer Board of Directors and a permanent core staff of 7 FT, 4 PT. Foundation activities are carried out under the direction of the Executive Director,
organized under functional areas: Grounds & Greenhouses, Facilities Maintenance
& Security, House & Program, Administration, and Development.
About 80 volunteers participate on advisory committees, ad hoc event committees,
and in operating activities like interpretive tours, public programs and special
events, retail and food services, collections management and research.
3. 2014 ACCOMPLISHMENTS
While some successes were achieved in heritage conservation, fundraising and public
awareness, Parkwood came face to face with some very hard facts about sustainability.
Following internal reviews over the last several years, Parkwood engaged professional
consulting services in an Operating and Strategic Review. Altogether they highlight a
significant decline in operating capacity, which must be reversed if Parkwood is to
remain in business and accessible to the public. Moreover, there is increasing need for
capital reinvestment, at the specialist level required by Parkwood's quality and
significance. These are the most pressing matters before us and, unless addressed, they
present an impasse to future planning.
Ill
The Parkwood Foundation
2015 Business Plan
As the City of Oshawa is the largest stakeholder and beneficiary in Parkwood' s
viability, we will be initiating urgent discussions with Oshawa City Council to explore
ways and means to substantially increase annual funding, and changing Parkwood's
fixed grant amount to allow the inflationary increases granted to all External Agencies.
Priority Goal - Conservation ofthe house, gardens and collections
2014 Strategies:
1. Enhance awareness of national significance and increase understanding about
stewardship and heritage sustainability
Parkwood's National Historic Site Status, and the related aspects of commemoration
and conservation, continued to be a key motivator for visitors for about 70% of those
surveyed.
Conservation content was maintained in all communications, including social media
posts, newsletters, site interpretive materials and signage. About 90% of social media
posts contained content relating to historic resources, about how they are managed and
utilized for education and research purposes.
Heritage conservation content is also included in orientation and course content of
Horticulture Technician program with Durham College.
2. Carry out appropriate interventions and conservation projects
The Greenhouse Restoration Pilot program was completed in late spring, at a cost of
about $ 220,000, and it was showcased at two fund-raising events. Plans and
documentation continue to be developed for the rest of the greenhouse complex, to
support fundraising.
Other important building assessments could not move forward due to lack of resources,
and this remains of significant concern. A capital-intensive and significant site like
Parkwood requires proactive stewardship, and the resources to perform high-level
preservation activities and to the highest heritage standards. This work often requires
IV The Parkwood Foundation
2015 Business Plan
formal study work and documentation even to arrive at a treatment proposal and cost
estimate. To help mitigate the situation somewhat, Parkwood enrolled in September in
a new grant-assisted asset-management program ArtsBuild Ontario.
Considerable unplanned tree conservation work was undertaken, largely as a result of
ice storm damage in late 2013;
With specialist volunteer help, Parkwood was able to update condition reports on all
textiles on exhibit, and input the updates into our collections management software.
About 400 other artifact records were entered into the software, falling short of our goal
of 500 per year.
3. Ensure that conservation activities are timely, adequately funded and
executed in accordance with the highest conservation standards.
The Greenhouse Restoration Pilot program was completed under the supervision of
recognized heritage specialists.
In 2014 The City of Oshawa approved the contribution of $ 75,000 as a fundraising
match ($ .50 for every $ 1.00 raised by Parkwood) for greenhouse
restoration/conservation, and possibly to 2017 subject to annual budget approval. A
small campaign entitled Saving Glass Gardens was introduced on the Canada Helps
charities website. No new grant opportunities were identified in 2014
Parkwood was not able to begin planning for heritage conservation projects or other
special projects for IOQ•h anniversary celebrations in 2017, without the ability to dedicate
staff and board resources, which were already stretched with the Operating and
Strategic Review process.
Priority Goal - Increased Public Visits
Increased attendance was not accomplished overall, particularly due to the lack of
dedicated marketing resources. Unseasonable summer weather and location filming
were also factors, particularly during August which is typically the highest month for
attendance, cancelling-out modest increases in other months.
v
The l'arkwood Foundation
2015 Business Plan
November and December filming is also expected to curtail year-end museum
attendance.
2014 Strategies:
1. Enhance heritage product development, emphasizing national significance of
Parkwood and R. S. McLaughlin
Plans to introduce 2-3 new specialty programs were not realized due to our lack of
curatorial resources.
The Museum Morsels culinary heritage dub, organized with the Oshawa Community
Museum reached its target for membership of 40. Five small-scale events were held,
exceeding the target of 2, but a hoped-for larger programming project was not realized.
2. Enhance heritage product development and cultural tourism, capitalizing on the
uniqueness of our historic garden resources.
A new automotive history tour launched in the fall created with Central Counties
Tourism and the Canadian Automotive Museum.
Parkwood was promoted at the 2014 American Public Gardens Association Historic
Landscape Symposium, and our gardens were featured with the cover photo and in an
article in the most recent edition of Historic Gardens Review (U.K.).
3. Enhance marketing development, including sponsorship and partnership
With the lack of dedicated marketing resources, anticipated website enhancements were
not realized, although modest gains were experienced in social media engagement.
Plans for new digital program content - particularly involving artefact photography ­
were not fully realized. About 500 of the 1600 intended posts were achieved, with
about 30% as new digital content. Parkwood continues to maintain the website Garden
Voices of Ontario's Historic Gardens.
Sponsorship targets were achieved and enhanced through the website and through
social media.
Parkwood continued to work with Durham Tourism and Central
Counties Tourism, and other Oshawa partners, including co-op advertising with
Oshawa Community Museum and Robert McLaughlin Gallery.
VI The Parkwood Foundation
2015 Business Plan
4. Reduce barriers to public access to programs, services and employment
opportunities (physical, economic, cultural, intellectual)
Free admission was offered on Family Day and through library cards (Oshawa and
Whitby), and participation continued in other programs Cultural Access Pass, Access 2
Entertainment, and the Arts & Culture Durham College pass.
2014 Strategies:
1. Strengthen the roles of staff and volunteers through recruitment, training and
retention (including cooperation with other organizations)
Governance review continued as part of anticipated compliance dates for the new
Ontario Not-For-Profit Act, and in accordance with Ontario Museum Standards. The
Board of Directors adopted new policies for posting/interviewing to fill board vacancies
and also adopted a matrix to guide future non:tinations and board development
Annual health and safety, and fire safety training was conducted for staff and museum
volunteers.
The active corps of 60-80 volunteers was maintained. Efforts to increase diversity
amongst volunteer ranks have not yet succeeded. Parkwood was not able to approach
other community groups for partnership or referral.
Three volunteer recognition events were held in 2014, including during National
Volunteer Week. Periodic information or advanced training sessions were also held.
Long-service volunteers were nominated for Citizenship Awards and City of Oshawa
Volunteer Service Acknowledgment.
Additional staff training/development was not pursued pending results of the
Operating and Strategic Review.
2. Engage individuals and organizations as advisors to enhance available expertise
and build community contacts.
VII The Parkwood Foundation
2015 Business Plan
Purpose-led discussions were held for horticultural program development, and in
heritage program development within the larger context of Arts, Culture and Heritage
in Oshawa. More will be targeted pending completion of the Operating and Strategic
Review.
3. Seek funding and partnership support for organizational development and
capacity-building.
No grant/funding opportunities were identified for this.
We hoped for 2 student placements for 2014, from post-secondary museum studies
programs in other communities such as Toronto, Peterborough or Ottawa. These were
not achieved, as we did not have a match of skill set with local residency.
The 2014 budget was a deficit budget, going into the year. Actual results are projected
to be significantly worse due to further declines in rental revenues, food and retail
services, and particularly due to:
• Unbudgeted conservation costs resulting from deferred maintenance.
• Higher costs related to 2014 winter conditions (utilities and snow removal, ice
damage to trees and other property).
With deficit budgets starting in 2013 and continuing through 2015, it can be no surprise
that the present course cannot continue.
2014 Strategies:
1. Target operating centres for increased development
E-commerce objectives for the website were not realized due to lack of resources. Other
revenue development targets are still pending completion of the Operating and
Strategic Review.
2. Carry out fundraising and development initiatives
VIII The Parkwood Foundation
2015 Business Plan
Parkwood's May 30 benefit gala was very successful, exceeding fund raising and
sponsorship targets. It is a difficult undertaking for an organization without
fundraising or development staff, and has been reduced in frequency from yearly to
every other year.
Parkwood undertook a joint-fundraising event in October, with children's sports
charity Their Opportunity. This was a successful first venture, helping to expand our
fundraising audience and mitigate our lack of fundraising resources.
As a partner with the City in cultural development, Parkwood supported initiatives
such as bringing the Business and the Arts Program ArtsVest to Oshawa.
3. Showcase needs for stewardship of nationally-significant heritage resources and
target revenue opporhtnities for re-investment.
Stewardship needs are communicated on the website, in social media posts, newsletters
and site interpretive materials and signage. Anecdotally, we note more responses and
sharing of this kind of content. Website-prompted donations have increased, although
the number remains small.
The Greenhouse Restoration Pilot program was completed in late spring, and
showcased at two fund-raising events. Plans and documentation continue to be
developed for the rest of the greenhouse complex, to support fundraising.
A small campaign entitled Saving Glass Gardens was introduced on the Canada Helps
charities website. No new grant opportunities were identified in 201.\1.
4. Develop relationship-building initiatives
The fall joint-fundraising event may serve as a model for future events and future
partnerships.
Revenue impacts from the Durham College partnership have decreased significantly, as
some course content has shifted to new facilities on the Whitby campus.
IX The Parkwood Foundation
2015 Business Plan
Community Participation
Parkwood hosted other events for Driftwood Theatre, The Ontario Regiment and
Oshawa & District Chamber of Commerce, and remained a popular site for community
uses such as wedding photography, ceremonies & receptions, business meetings &
events.
4.
SWOT Analysis
• Exceptional historic resources to meet educational and tourism
Strengths Weaknesses
mandates • Sufficient physical visitor service capacity for event and
program offerings
• Source of community pride
• Dedication of staff (as evidenced by long-service)
• Ability to attract volunteers at governance and daily service
levels
• Exposure & expertise to engage with museum & historic site,
horticulture, education and tourism sectors
• Growing status among peers
• Generally perceived as a capable organization, delivering on a
wide-ranging agenda
• Historic resources are undervalued, with low awareness
• Museum functions are under-served. Proportionately more
staff for grounds maintenance and ancillary services than
museum and educational functions (especially when
compared with other cultural sites and organizations having
smaller scope but greater resources)
• Operating and capital challenges not well-understood,
particularly the higher costs and standards required of
heritage preservation and presentation
• Insufficient financial resources - operating, capital, reserves &
endowment funds
• staff res~urces have steadily eroded in an effort to balance
budget (past critical levels in some areas)
• Grants & fundraising may actually be a drain on resources ­
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The I'arkwood Foundation
2015 Business Plan
•
•
•
•
Opportunities
•
•
•
Threats
•
•
5.
very few support regular operations, projects and events
require heightened activity, capital grants increases workload
and admin requirements and may increase maintenance
requirement
Operations over-reliant on rental revenues, which can be
unpredictable and demanding
Lack of marketing and development staff hampers revenue
development
Continued provincial and regional investment in tourism
Potential grant opportunities to celebrate Canada's
sesquicentennial in 2017
Parkwood' s 1001h anniversary will co-incide in 2017,
suggesting opportunity to ramp up to special events and
"reveals" for completed conservation/restoration work, and
opportunities to join forces with other celebrants for maximum
impact for Oshawa/Durham
New education/heritage & horticultural connections may help
increase awareness, support and partnership opportunities,
and help increase audience diversity
Deferral of capital reinvestment (tendered projects about$
600K, further estimated projects about$ 3 million)
Core activities (museum functions: research, education &
interpretation, public programming, exhibitry, collections care
and collections management) are not-well supported, so losing
competitive position
Continued viability beyond short-term under threat
Agency Objectives
Strategic Priority Goals were revised from 2014, but remain in draft format. They have
been established through the external Operating and Strategic Review, but they await
the in-depth research and testing necessary to layout out more detailed objective,
actions and timing. Our main priority therefore is completing the review and
confirming the draft directions, as follows:
XI The Parkwood Foundation
2015 Business Plan
Draft Strategic Priorities 2015:
1) Engage in new conversations with Key stakeholders
We will be initiating urgent discussions with Oshawa City Council to explore ways and
means to significantly increase annual funding, and allow the inflationary increases
granted to all External Agencies. The City of Oshawa is the largest stakeholder and
beneficiary in Parkwood's viability.
2) Develop a more strategic approach to film revenue and activity
Parkwood has been a location fixture for Ontario's film industry, and a key area
contributor to development. The Operating and Strategic Review is expected to bring
new strategy to Parkwood's role, in order to balance economic benefit against the more
problematic impacts on historic resources and public access.
The Region of Durham is now a recognized film commission, and part of the
International Association of Film Commissioners International (as of April 2014). It is
engaged in a sector analysis in preparation for a Durham Film Strategy - to increase
economic impact, support for emerging media, stronger industry supports, and greater
awareness through film-related tourism and special events.
Parkwood looks forward to participating in the review process, and evaluating our
strategic priorities within any new city and regional objectives.
3) Develop a more strategic approach to marketing
The Operating and Strategic Review is expected to confirm areas of opportunity,
identify needed investment, phasing and targets - chiefly, moving from no dedicated
resources and only limited results, to dedicated resources and significantly-increased
returns in awareness and revenue.
4) Develop a more strategic approach to fundraising
The Operating and Strategic Review is expected to confirm areas of opportunity,
identify needed investment, phasing and targets - similarly, moving from no dedicated
resources and limited results, to dedicated resources and significantly-higher,
sustainable sources for operating and capital needs.
XII The Parkwood Foundation
2015 Business Plan
5) Continue stewardship development of the mansion, gardens and collections
The Operating and Strategic Review is expected to guide capital assessment and re­
investment, including the growth of staff and other supporting resources.
6) Continue to evolve and develop programming
The Operating and Strategic Review is expected to confirm areas of opportunity,
identify needed investment, phasing and targets, including the growth of staff and
other supporting resources.
2015 Operating Request
The urgency of increased funding for Parkwood cannot be overemphasized. With
deficit budgets starting in 2013 and continuing through 2015, it can be no surprise that
the present course cannot continue.
Parkwood is requesting an increase by $ 250,000 to the base operating grant of
$ 325,000, and an index for inflation. This will provide financial stability, as well as
appropriate new investments in marketing and fundraising support, needed to sustain
the physical preservation and the stewardship role shouldered by volunteers and
community. These investments and their impacts will be brought forward in a
Parkwood Sustainability Plan at a later date.
Parkwood fully appreciates the extraordinary nature of this request, which is not made
liglztly or wit/tout careful consideration.
The City's letter of budget direction to other External Agencies notes anticipated
increases in expense categories and contractual obligations, which are considered
unavoidable increases. They usually result in increased grants each year along with a
cumulative rise in base funding. For Parkwood and its fixed grant amount, these
unavoidable increases represent a cumulative decrease in operating capacity or impose
increased demand for revenue development (presumably to be accomplished with
Xlll
The Parkwood Foundation
2015 Business Plan
decreased capacity). For this reason Parkwood is requesting that the same opportunity
for inflationary increases be granted.
2015 Capital Request
Parkwood is also requesting a $ 75,000 capital grant (for each of the next three years) to
provide 1/3 funding support for Greenhouse restoration, and to help leverage grants
and private contributions to this essential project. The first contribution was approved
by Council in 2014.
EXPENDITURE SUMMARY
Budget Schedules attached
Description
Personnel
Costs
Office Supp1ies
Professional
Services
Maintenance
& Repairs
Contribution
to Capital
TOTAL
2014
2015
Budget
Proposed
522,200
533,200
55,500
57,500
Increased bank charges
167,500
177,500
Increased utilities costs
65,900
67,900
Variance
2% wage increase
Tree pruning allowance added
75,000
$ 886,100
$ 836,100
REVENUE SUMMARY
Budget Schedules attached
Description
City of
Oshawa ­
Operating
City of
Oshawa ­
2014
Budget
2015
Proposed
325,000
325,000
75,000
XIV Variance
The Parkwood Foundation
2015 Business Plan
Contribution
to Capital
Ministry of
Culture
Admissions
I
51,200
51,200
57,000
201,000
21,000
57,000
189,500
19,500
3,200
3,200
13,000
13,000
35,000
30,000
8,000
8,000
12,700
12,700
0
16,500
TOTAL
$ 802,100
$ 725,600
NET
DEFICIT
($ 84,000)
($ 110,500)
Rentals
Teahouse
Interest
Income
Programs~
Services
Gift Shop
Employment/
Project Grants
Deferred contr.
Amortization
Fund raising
More modest school/meeting rentals predicted
Expectation in keeping with lower 2014 sales
New small-scale projects proposed
The City of Oshawa has been Parkwood's most important heritage partner for over
three decades. We thank Council for its continued enthusiasm and support. With the
assistance of the City of Oshawa, The Parkwood Foundation continues to preserve an
important built-heritage asset, and the remarkable story of a remarkable Canadian.
Annual investment by the City of Oshawa ensures long-term access for residents to
high-quality historic resources and experiences, use and enjoyment through quality
programs and services. The Parkwood Estate remains a source of great community
pride and a lasting symbol of quality and achievement - for Oshawa residents and all
Canadians.
xv The Parkwood Foundation
2015 Business Plan
The Parkwood Foundation
The Parkwood Foundation endeavours to align its Mission & Vision and associated
activities with municipal goals. New Strategic Directions for 2015 will advance
effectiveness of the organization, products and services, and help advance the City of
Oshawa Strategic Plan Creating 011r Sustainable Tomorrow- and its five Goals for
Sustainability, and the Oshawa Arts, Culture and Heritage Plan Culture Counts.
Creating Our Sustainable Tomorrow
1. Economic Prosperity: Ensure economic growth and a sound financial
future
The Foundation assumes stewardship of significant national and community heritage
resources, safeguarding Council's annual investment in these assets.
The Foundation provides strong return on Council's investment, by multiplying the
financial impacts with grants and fundraising. Through partnership and funding
support, the city ensures that residents have access to exceptional heritage resources,
valuable educational experiences and services, and community uses - without having to
assume the full burden of operating and capital requirements.
Parkwood helps to create, along with the other External Agencies, a livable community,
promoting continued investment and growth.
XVI The Parkwood Foundation
2015 Business Plan
2. Social Equity: Ensure an inclusive, healthy and safe community
The Foundation is committed to indusivity of access to historic resources and
educational opportunities, voluntarism and employment, ands works actively to reduce
participation barriers physical, cultural, intellectual and economic.
Parkwood maintains policies and systems to ensure public safety, volunteer and worker
safety.
3. Cultural Vitality: Support arts and ctllture that engage and inspire
The Foundation engages continuously with the community, in preservation and
presentation activities which:
o Enhance community pride and understanding of our history and its impacts on
Canadian life;
o Provide exceptional heritage experiences to residents, and opportunities to host
visitors;
o Provide exceptional social and learning opportunities for volunteers; and
o Enhance Oshawa's profile and the arts/heritage/culture community.
The Foundation actively supports municipal efforts and programs for community
cultural development, and looks forward to assisting in 2015 with continued
implementation of the Oshawa Arts, Culture and Heritage Strategy Culture Counts.
4. Environmetttal Responsibil~hj:
Protect a11d conserve the natural
environment
The Foundation protects and promotes nationally-significant heritage landscape
resources:
o Promoting heritage
sustainability; and
conservation
5. Accottntable Leadership:
transparency
as
Ensure
an
expression
respect,
of
environmental
responsiveness
The Foundation ensures governance practices that:
o Provide accountability and transparency with regards Council investment;
XVII and
The Parkwood Foundation
2015 Business Plan
o Maintain communications to enhance Parkwood's understanding and support for
municipal priorities; and
Culture Counts
Parkwood has been a proud and active contributor to the ongoing development of the
Oshawa Arts, Culture and Heritage Plan, and is pledged to assist in its implementation.
Strategic Direction 1 - Broaden and Evolve the Citlj'S Role in Arts, Culture
& Heritage
Parkwood will continue to support city staff and departments in their cultural
development role by:
o supporting the establislunent and ongoing work of a cross-sectoral cultural
leadership group;
o sharing information about grants and other opportunities;
o continuing to foster collaboration within the cultural community; and
Strategic Direction 2 - Grow Oshaiva's Creative Cultural Industries
Parkwood will continue to support this growth, by:
o Continuing to foster partnerships in the culhlral community and with post­
secondary instihltions; and
o Actively participating in tourism promotion and city branding through culture;
Strategic Direction 3 - Increase & Strengthen Commintication within and
about the Arts, Ct1lture aud Heritage Sector
Parkwood will continue to dedicate efforts to this strategy, by:
o Participating in the annual Cultural Summit and any other community forum for
communication & engagement with the cultural sector and the general public;
o Supporting city communications plans and other activities around Culture
Counts;
XVIII The Parkwood Foundation
2015 Business Plan
o Continuing to act as a champion or ambassador for the plan, within the
community and beyond; and
o Supporting increased promotion and communication for heritage
Strategic Direction 4 - Build a Strong, Vital and Connected Arts, Ct1 lture
and Heritage Sector
Parkwood will continue to support this direction, by:
o Fostering partnerships, and especially working to break down barriers real or
perceived between "institutions" and grass-roots/less established cultural
players;
o Helping to build a larger community of business and philanthropic support for
the sector;
o Helping to increase diversity in cultural offerings, audiences and cultural
consumers;
o Continuing to foster collaborations amongst museums and cultural agencies to
extend resources and maximize on objectives;
o Continuing to explore opportunities to capture and promote 201h century story
lines;
o Continuing to explore opportunities to celebrate shared community milestones;
o Encouraging the branding of Simcoe St. as a cultural/heritage corridor; and
o Continuing to promote the symbolic and celebratory aspects of Parkwood and
the McLaughlin story generally, and specifically around Oshawa's civic holiday ­
McLaughlin Day.
Strategic Direction 5 - Create Vibrant Places and Spaces
Parkwood will continue to be a site for heritage and other cultural activity, by:
o Continuing to provide opportunities for local talent to be involved in Parkwood
events, or to access Parkwood as a venue (eg. Driftwood Theatre); and
Strategic Direction 6 - Provide Access and Promote Ittclusion
Parkwood will continue to promote access and inclusion, and work to recognize the
cultural aspirations of diverse communities, by:
o Continuing to address barriers to participation in heritage experiences;
o Working to reach new audiences and communities through programming; and
o Increasing volunteer and employment opportunities for diverse communities.
XIX The Parkwood Foundation
2015 Business Plan
Agency Action Plan
Parkwood is unable to provide a detailed Action Plan as part of the annual submission.
The Operating and Strategic Review undertaken in 2014 is not yet completed.
Strategic Priority Goals were revised from 2014, but remain in draft format for 2015.
They await the in~depth research and testing necessary to layout out more detailed
objective, actions and timing. Our main priority therefore is compJeting the review and
confirming the draft directions, as follows:
Draft Strategic Priorities 2015:
1) Engage in new conversations with Key stakeholders
We will be initiating urgent discussions with Oshawa City Council to explore ways and
means to significantly increase annual funding, and allow the inflationary increases
granted to all External Agencies. The City of Oshawa is the largest stakeholder and
beneficiary in Parkwood's viability.
2) Develop a more strategic approach to film revenue and activity
Parkwood has been a location fixture for Ontario's film industry, and a key area
contributor to development.
The Operating and Strategic Review has already
examined and is expected to balance economic impacts with the more problematic
impacts on historic resources and public access.
The Region of Durham is now a recognized film comm1ss1on, and part of the
International Association of Film Commissioners International (as of April 2014). It is
engaged in a sector analysis in preparation for a Durham Film Strategy - to increase
economic impact, support for emerging media, stronger industry supports, and greater
awareness through film-related tourism and special events.
Parkwood looks forward to participating in the review process, and evaluating our
strategic priorities within any new city and regional objectives.
xx The Parkwood Foundation
2015 Business Plan
3) Develop a more strategic approach to marketing
The Operating and Strategic Review is expected to confirm areas of opportunity,
identify needed investment, phasing and targets - chiefly, moving from no dedicated
resources and limited results, to dedicated resources and significantly-increased results
in awareness and revenue.
4) Develop a more strategic approach to fundraising
The Operating and Strategic Review is expected to confirm areas of opportunity,
identify needed investment, phasing and targets - similarly, moving from no dedicated
resources and limited results, to dedicated resources and significantly-higher,
sustainable sources for operating and capital support.
5)
Continue stewardship development of the mansion, gardens and collections
The Operating and Strategic Review is expected to guide capital assessment and re­
investment, including the growth of staff and other supporting resources.
6) Continue to evolve and develop programming
The Operating and Strategic Review is expected to confirm areas of opportunity,
identify needed investment, phasing and targets, including the growth of staff and other
supporting resources.
XXI THE CORPORATION OF THE CITY OF OSHAWA
2015 OPERATING BUDGET
THE PARKWOOO FOUNDATION
DESCRIPTION
2014
PROJECTED
ACTUALS
2014
APPROVED
BUDGET
2015
PROPOSED
BUDGET
VARIANCE
INC/DEC(-)
PERSONNEL COSTS
519,200
522,200
533,200
11,000
OFFICE SUPPLIES
100,000
55.500
57,500
2,000
PROFESSIONAL SERVICES
179,400
167,500
177.500
10,000
MAINTENANCE & REPAIRS
86,700
65,900
67,900
2,000
CONTRIBUTION TO CAPITAL
75,000
75.000
0
-75,000
960,300
886,100
836,100
·50,000
AGENCY GENERATED REVENUE
-373,000
-402,100
-400,600
1,500
CITY OF OSHAWA OPERATING GRANT
-325,000
-325,000
·325,000
0
CITY OF OSHAWA· CAPITAL (ONE TIME)- GREENHOUSE f
·75,000
-75,000
0
75,000
(SURPLUS)IDEFICIT
187,300
84,000
110,500
26,SOO
TOTAL EXPENDITURES/EXPENSES
Page 1
THE CORPORATION OF THE CITY OF OSHAWA 2015 OPERATING BUDGET THE PARKWOOD FOUNDATION· EXPENSE DESCRIPTION
2014
PROJECTED
ACTUALS
2014
APPROVED
BUDGET
2015
PROPOSED
BUDGET
VARIANCE
INCIDEC(-)
438,000
438,000
450,200
12.200
81,200
84,200
83,000
-1,200
5111,200
522,200
533,200
11,000
OFFICE MATERIALS & SUPPLY
11,000
15,000
15,000
0
MTLS & SUP-UNCL
89,000
40.500
42,500
2,000
OFFICE SUPPLIES
100,000
5!1,500
57,500
2,000
ADVERTISING & PROMOTION
25,000
30,000
30,000
0
INSURANCE
37,000
37,000
37,000
0
106,000
93,000
103,000
10.000
11 ,400
7,500
7,500
0
PROFESSIONAL SERVICES
179,400
167,500
1n,soo
10,000
MAINTENANCE & REPAIRS
65,200
53,200
55,200
2,000
SECURITY SERVICE
21.500
12,700
12,700
0
MAINTENANCE & REPAIRS
86,700
65,900
67,900
2,000
CONTRIBUTION TO CAPITAL
75,000
75,000
0
-75,000
960,300
886,100
836, 100
-50,000
WAGES
EMPLOYEE BENEFITS
PERSONNEL COSTS
TELEPHONE, HEAT & POWER
AUDIT & LEGAL FEES
EXPENSES
Page2
THE CORPORATION OF THE CITY OF OSHAWA 2015 OPERATING BUDGET THE PARKWOOD FOUNDATION - REVENUE DESCRIPTION
CITY OF OSHAWA.OPERATING
2014
PROJECTED
ACTUALS
2015
PROPOSED
BUDGET
2014
APPROVED
BUDGET
.
VARIANCE
INC/DEC(-)
-325,000 •
0
-325,000
-325,000
CITY OF OSHAWA - CAPITAL (ONE TIME) - GREENHOUSI
-75,000
-75,000
0
75,000
MINISTRY OF CULTURE & COMMUNICATIONS
-51 ,200
-51 ,200
-51,200
0
ADMISSIONS
-52,000
-57,000
-57,000
0
-183,800
-201.000
-189,500
11,500
-18.700
-21.000
-19,500
1,500
-3,200
-3,200
-3,200
0
PROGRAMS/SERVICES
-11,000
-13,000
-13,000
0
GIFT SHOP
-30,000
-35.000
-30,000
5,000
EMPLOYMENT GRANTS
-9.000
-8.000
-8,000
0
FUNDRAISING
-1,400
0
-16,500
-16,500
-12,700
-12,700
-12,700
0
-773,000
-802,100
-725,600
76,500
RENTAL
TEAHOUSE
INTEREST INCOME
DEFERRED CONTRIBUTION AMORTIZATION
REVENUE
• ExlsUng policy S1 .50 per capita
approved by City Council May 11 , 1990
Page 3