The Fergus Grand Theatre (FGT) has a rich history dating back to its opening in 1928. Over the years, it has evolved from a community theatre to a municipally owned facility dedicated to fostering and supporting the performing arts within the community.

In December 2023, Township Council directed staff to investigate the profitability of the Fergus Grand Theatre and report back. This project page summarizes the analysis completed over the past year and outlines the three key recommendations that were presented to Council.

The report to Council outlined key actions designed to maximize the FGT's value to Centre Wellington as a cultural, economic, and historical asset - including approximate timing as well as success indicators for each key action.

Three main recommendations were presented, with key actions identified for each:

1. Create more offerings that focus on, and serve the increasingly diverse community;
2. Improve the fiscal sustainability of the FGT; and,
3. Address staffing and resource gaps while minimizing property tax subsidization and ensuring sustainable service delivery based on operational needs

Create Program Offerings that Focus on Community

The FGT's long-term success depends on its ability to deliver programming that resonates with the community while generating revenue to minimize subsidization and grow community engagement. This recommendation addresses specifically delivering programming that resonates with the community. It is intended to ensure the Theatre remains relevant, dynamic, and more connected to the community.

By prioritizing diverse, inclusive, and strategically aligned offerings, the Theatre can strengthen its position as a cultural cornerstone in Centre Wellington. In 2025, staff will explore opportunities for culturally significant programming, introducing a more DEI-focused Presenting Series featuring up to three curated shows, and launching the inaugural Theatre for Young Audiences program. In 2025, an expanded Summer Camp at the FGT is also planned. Summer Camp at the FGT was piloted in 2024 and reached maximum capacity. While revenue and expenses for the Summer Camp are allocated elsewhere in the Township Budget, this program is an important part of building and diversifying the theatre audience. Beginning in 2026, efforts will shift toward building programming, fostering community partnerships, and introducing a March Break camp.

Leverage Presenting Series to Fill Gaps and Highlight Diversity and Culture

The Presenting Series provides an opportunity to fill the gaps in the Theatre's calendar by featuring events that reflect cultural diversity, innovation, and broad community appeal. Strategic curation of these events in collaboration with community groups will ensure consistent use of the space during slower months and non-prime times, maximize audience attendance, and reinforce the Theatre's reputation as a hub for high-quality, culturally relevant programming.

Expand Youth-Focused Offerings

Investing in youth programming is essential to audience development and community engagement. Initiatives such as Theatre for Young Audiences, youth camps, and school partnerships will not only cultivate the next generation of Theatre patrons but also position the venue as an indispensable resource for educational and creative experiences in Centre Wellington.

Collaborate with Business Community

Strategic partnerships with local businesses will align Theatre initiatives with broader economic development goals. Joint efforts such as co-presenting events, festivals, or marketing campaigns will create cross-promotional opportunities that drive audience attendance and enhance the downtown experience, benefiting both the Theatre and surrounding businesses.

Enhance Support for Community Groups through Co-Presenting

Co-presenting would be a collaborative partnership between the Theatre and community groups or arts organizations, where both parties share the responsibility and risk associated with organizing and delivering an event. This model leverages the strengths of each partner: the Theatre provides access to its professional resources, such as marketing, ticketing (the only resource accessed by rental clients currently), technical expertise, and performance space, while the community group contributes its creative vision, audience network, and programming ideas.

This collaboration reduces financial risk by sharing costs and revenues, with profits typically split based on an agreed percentage (e.g. 40% to the group, 60% to the Theatre). The model will foster equity, minimize barriers for organizations and groups, and enhance the visibility and impact of local cultural initiatives, creating a mutually beneficial partnership. The implementation of this new strategy must be carefully planned to ensure it increases overall Theatre usage while maintaining the current demand and usage by renters, who provide essential core revenue for the facility's operations.

Assess the Viability of a Focused Presenting Series

Carefully curated shows presented by the FGT can serve dual purposes: attracting diverse audiences with compelling programming and addressing schedule gaps to maximize Theatre usage. This initiative will position the Theatre as a leading presenter of high-quality performances, further solidifying its cultural and economic value.

Improve the Fiscal Sustainability of the Fergus Grand Theatre

Ensuring the long-term sustainability of the FGT requires a strategic focus on financial resilience and operational efficiency. By optimizing revenue streams, refining rates and fee structures, and enhancing visibility, the Theatre can continue to serve as a vital cultural asset while maintaining fiscal responsibility. The following action items outline a proactive approach to achieving these goals and enhancing fiscal sustainability. It is through this improved fiscal sustainability that the shifts in programming are outlined in recommendations.

In 2025, the financial focus will be on reviewing rates and fees to gradually align client charges more closely with performance costs and explore options for concession operations. Efforts will also centre on enhancing marketing strategies and continuing to prioritize the capital asset management plan recommendations.

From 2026 onward, priorities will include developing new revenue streams, expanding culturally diverse programming throughout the year, and establishing a community partnership program. Defining clear key performance indicators to measure the Theatre's success will remain an ongoing objective.

Review and Update Rental Rates and Fee Structures

A thorough review of the Theatre’s rental rates and fee structures is necessary to ensure operational costs are more equitably shared with clients. Introducing phased adjustments will help minimize the financial impact on user groups while aligning fees with industry standards and the Theatre’s long-term goals to reduce tax subsidization and remain sustainable.

Maximize Rental Revenue

Rentals remain a key revenue stream, and prioritizing this aspect of the Theatre’s operations will contribute to fiscal consistency. By marketing the Theatre’s facilities, professional services, and accessibility, the venue can attract a wide range of clients, from community organizations to corporate events, ensuring a stable income source.

Introduce New Revenue Streams

Diversifying revenue sources will reduce dependence on traditional rental income and create new financial opportunities. Initiatives such as co-presenting agreements, alcohol licensing for events, strategic partnerships with local businesses, and technician training programs can generate additional income while enhancing the Theatre’s offerings and community connections. As discussed earlier, these revenue streams will not be without associated expenses.

Maximize Marketing Efforts

Strengthening the Theatre’s marketing strategies will increase its visibility and grow audiences. Enhanced digital campaigns, targeted outreach, and collaborations with community partners can drive ticket sales, boost rentals, and position the Theatre as a premier cultural destination in the region. As with all marketing, the goal is for additional expenses to be offset by resulting revenue.

Asset Management Planning

Asset management planning is an integrated set of processes and practices that attempts to minimize the lifecycle costs of owning, operating, and maintaining assets, at an appropriate level of risk, while delivering services at established levels. The Theatre is an asset without exception, and it is critical to continue prioritizing its long-term sustainability.

While property tax-subsidized, the recommendations detailed in this report aim to control this subsidization and ensure the asset is owned, operated, and maintained to deliver a specific level of service. Following the recommendations outlined in the Township’s Asset Management Plan is a key action to achieve this, ensuring that service delivery is supported through a combination of operating budget contributions, building and equipment replacements, and long-term capital planning for reinvestment and rehabilitation requirements.

Regularly updating the Building Condition Audit will be essential to preserving the integrity of the building and proactively addressing future capital needs. These efforts reinforce the importance of a structured, long-term approach to asset management and investment in the Theatre’s continued viability.

Address Staffing and Resource Gaps for Growth and Service Management

To support the continued growth and operational demands of the FGT, it is essential to address current staffing and resource gaps. By enhancing staffing capacity, developing a sustainable operating model, and leveraging volunteer engagement, the Theatre can ensure high-quality service delivery and position itself for future success. The following action items outline a strategic approach to achieving this goal starting in 2025 with immediate sta coverage of the Box Office and moving to volunteer roles in 2026 and beyond. Staffing changes for 2025 were approved by Council as part of the 2025 Budget and staffing strategy.

With plans to complete a review of volunteer roles by the end of 2025, plans for subsequent years can be made in early 2026 and beyond. Some focus directed to volunteer management and volunteer engagement can start this year and can improve and continue in future years.

Enhance Staffing Levels to Meet Growing Service Demands

As Theatre usage and programming expand, increasing staffing levels is critical to maintain operational safety, efficiency and high service standards. Adding roles or reallocating existing resources will ensure the Theatre can meet the needs of diverse clients, audiences, and events effectively.

Additionally, cross-training customer service staff from other divisions will optimize coverage, enabling team members to be able to handle a variety of tasks such as ticketing, front-of-house operations, and event support. This flexible approach maximizes resource utilization, enhances service delivery, and ensures staff can adapt to the dynamic demands of the Theatre and other Customer Service desks.

Develop a Sustainable Staffing Model and Integrate with Volunteer Support

A sustainable long-term staffing plan is essential to support the Theatre's ongoing growth. This plan should incorporate a financially responsible approach, balancing full-time and part-time roles to maintain flexibility and adapt to changing demands. Additionally, staff and volunteers must be equipped with the skills and training needed to excel in their positions, ensuring operational efficiency and exceptional service delivery.

Evaluate and Clarify the Role of the Volunteer Board and Enhance Volunteer Engagement

Volunteers provide a key resource in the Theatre’s success. Conducting a review of the volunteer board’s structure and responsibilities will clarify its strategic role and ensure alignment with the Theatre’s goals. Simultaneously, improving volunteer recruitment, training, and recognition programs will increase engagement, providing vital support for Theatre activities and foster a strong sense of community involvement.