Prior to finalizing the results of Phase 3, Council at its July 22nd meeting voted:
THAT Council approves an expenditure of $40,000 from the Arts and Culture Legacy Fund to extend the consulting services contract with Colliers Project Leaders to complete a prioritization and scope reduction exercise with respect to the options presented in the June 2024 Collingwood Arts Centre Business Case.
AND THAT the timing provide for input from the Downtown Visioning process and that an upset limit would be determined through this prioritization and scope reduction exercise.
This work was undertaken in Fall/Winter 2024 and was followed by a return Report to Council. Read the full Phase 3 Collingwood Arts Centre Feasibility Study - Staff Report July 8, 2024 in the Presentation & Documents widget.
On January 6, 2025, Council both received the draft Downtown Master Plan and provided direction on the requested upset budget limit for the arts centre scope reduction. The direction was: THAT Council provides a budget that equates to not more than 1% tax increase (based on the 2025 tax rate), based on a 30 year amortization for the Arts Centre Feasibility Study for the prioritization and scope reduction exercise of the options presented in the June 2024 Collingwood Arts Centre Business Case, and it not be tied to a specific location. Further, at its May 26, 2025, meeting, Council voted to support the Collingwood Downtown BIA’s recommendation that Council consider the Collingwood Leisure Time Club property (100 Minnesota Street) to be considered as a location for the Arts Centre.
The Phase 3 Final Report (Updated Business Case) was presented at the June 9th Committee of the Whole meeting and made the following recommendations.
Scope and Design Considerations: The revised project scope, established within the Phase 3 extension period, resulted in a reduced functional program and consequent gross floor area reduction from 192,000 square feet to 48,300 square feet. The 600-seat main hall was maintained but in a hybrid theatre format to maintain versatile functionality that can support theatre, concerts, rehearsals, conferences, weddings, and myriad other activities. The purpose-built classrooms, black box theatre, and some administrative spaces were eliminated, along with the square footage estimated for parking. A space was allocated as the artist lounge but can be adjusted to be a multi-purpose room that can be used as a classroom, conference break-out session space, meeting room, etc.
Site Considerations: This reduced model renewed the viability of a smaller site location and was evaluated against 101 Pine Street, 48 Ste. Marie Street, and the Leisure Time Club property. The Leisure Time Club property was reassessed and deemed not viable due to:
- The cost of moving significant underground services
- Delay of project for demolition and associated requirements
- Reduced economic activation and pedestrian connections
- Cost and complexity having to relocate and accommodate current Leisure Time Club programming.
Colliers provided a comparative assessment between 101 Pine Street and 48 Ste. Marie Street that still acknowledged several advantages with the larger Pine Street site. However, 48 Ste Marie’s proximity to the Creative Simcoe Area, connections to the waterfront, and alignment with objectives in the Downtown Master Plan and Tourism Master Plan elevated this site back to the top as the most feasible and desired site.
Cost Estimates: The overall project costs including consultant fees, soft costs, escalation reserves and risk allowances for Ste Marie St is an estimated $67.4M. The operating pro forma resulted in a municipal subsidy range of 31-39 percent depending on volunteering and revenue sources (memberships, fundraising, etc.).
Next Steps: Colliers advised that if the revised project and site is approved, immediate steps must be taken to mobilize a project team, including hiring of a Project Manager. Once this is complete, the Town will need to select the project delivery methodology and the project governance structure. Fundraising will not be possible until the governance structure is in place. It is possible that the Town may opt to select one governance model for a short duration and shift to another model once the arts and cultural centre is built and operating.
Staff Report PRC2025-04 Arts Centre Proposal Next Steps recommended the following:
THAT Staff Report PRC2025-04, Arts Centre Proposal Next Steps, be received;
AND THAT Council endorses the Arts Centre project scope and location as recommended by Colliers Business Leaders and directs staff to advance the project to a state of grant-readiness as described in Option 1 of this report, to an upset limit of $5.0M to be drawn from the Arts Centre Legacy Reserve and future operating budgets.
OR
AND THAT Council endorses the Arts Centre project scope and location as recommended by Colliers Business Leaders and defers further decisions regarding next steps until completion of the Long Term Strategic Financial Plan.
AND THAT Council direct that a Downtown Parking Study be completed in 2026 and provide reasonable parking options with preliminary costing, in support of the Strategic Plan and Downtown Visions, and in alignment with community growth principles set out in the Official Plan.
The Downtown Parking Study direction was approved. No further satisfactory course of action was determined. Subsequent project phases are dependent on future direction from Council.
