Candidate’s Info:
Paul Borrelli
3681 Ouellette Avenue
Ward Ward 10
519-972-8840
borrelliward10@gmail.com
paulborrelli.ca
1. Implementing the MCMP:
The Municipal Cultural Master Plan represents a strong commitment by the City to significantly support the arts in a variety of ways that will help to harness the economic and creative potential of the entire arts community, however, there has not yet been a firm commitment in terms of schedule or budget to realize any of the new proposed initiatives in the MCMP. Of the 15 as-yet-unrealized recommendations in the MCMP, which ones would you prioritize and complement with the necessary financial support and political commitment in order to successfully implement them?
Paul Borrelli: We have a dilemma here which is unlike the one that exists in our area schools. I was the first to set up and teach “Culinary Arts” at Windsor’s Catholic High Schools. During the “set up phase” school board funding priorities were my biggest obstacles. This “art form” I new was the future, I knew was needed and I knew it would explode as a desirable selective option for students. All this came to pass! But it was a struggle due to the perceived importance and competition with traditional areas such as science labs and especially sports. I survived by making my program a self creating revenue source and hence funding. I see a similar situation here for the all important arts and culture initiative. Of course Arts and Culture is important! It is the soul of any city. It’s difficult to envision healthy tourism without it. And it’s difficult to have a sense of well being without it. However, like my Culinary Arts program we have to deal with the realities of the situation. Promises are easy but making good on them is another matter. The reality is that our economically depressed city will find difficulty in placing a short term budget allocation towards this effort. A viable long term approach is another matter if considered in view of a “master plan” for the city. Presently, the reality is that we have many venues for the performing arts that can be utilized for the interim namely: the Caesar’s Casino, WFCU Arena, the St. Clair Center, The University of Windsor and the ill fated Capital Theater. It is best in the short term to fully utilize the venues and facilities that we already have available to us. When our conditions in Windsor change and we resume sustainable economic growth we then can implement perhaps a per capita fund allocation towards an Arts and Culture initiative.
2. Arts Infrastructure:
Given the substantial economic, cultural, and social successes realized by other North America cities through the development of exceptional arts facilities, given the enthusiasm for multiple arts organizations in the region to work together and the proven track record of such facilities to transform the urban landscape, and given the recently adopted Municipal Cultural Master Plan’s directive to provide capacity-building support for arts organizations, how will you support our region’s infrastructural needs for multi-use, multi-organization arts and culture facilities such as the Capitol Theatre and Armouries-Palace?
Paul Borrelli: A multi-use, multi- organization arts facility hub at first thought sounds like an intriguing idea. We all want more culture! But once again the input and the support of the community are paramount. It would be advisable here to do a feasibility study and determine the real needs and the economic viability of this type of proposal. At this point we already have the multiplex theater, the Chrysler Center, Caesar’s Coliseum, The Capital and the WFCU Arena. The competition is intense. Infect the WFCU center had to draw city reserve funds to pay for this year’s deficit of $679,000 dollars. This hurts all of us. We need a market study to see if there really is a need for another facility to make a sensible decision.
3. Economy and the Arts:
Artists and arts organizations across the region bring in millions of dollars every year in revenue through grants, sales, private investment, and donations, infusing additional millions of dollars back into the local economy. Over the last twenty years, across the province, arts and culture industries grew 14% more than the rest of the economy. As the arts are a long-proven driver of economic development in the city and beyond, what will you do to ensure that the arts and culture community can bring even more investment, talent, and dollars to the region?
Paul Borrelli: Yes the arts are an economic driver and it would help us diversify our economy and enhance our sorely depressed tourism trade. But in order for this to happen we will first a long term master plan. We first will need funds from both private and government sources to help “kick” start the construction of any Arts and Cultural Center. And we must introduce an entrepreneurial approach to the arts. Lofty goals of Arts and Culture augmentation are not enough. We need to devise a strategy that will entice both local and external participants based on profit motif. In the end, like my high school “Culinary Arts” curriculum long term survival is predicated on the profit sustainability in conjunction with reasonable tax payer augmentation and benevolent funds. In order for this to happen Windsor’s economy must improve, our tax base has to increase with population growth and we must solve our border problems.
4. Arts and Culture Funding:
Strong financial investment in arts and culture has direct and tangible economic and social returns, as measured by economists such as Richard Florida, Statistics Canada, and the Conference Board of Canada, and as demonstrated in cities around the world. This investment engages residents and draws new talent, assists in fostering new businesses, and creates a healthier and more vibrant community. With that in mind,how much of the municipal budget would you allocate to arts and culture, and how would you justify that spending to your constituents?
Paul Borrelli: Allocation of funds in any general city budget should be based on economic viability. Any project or Endeavour must first show its necessity. Then demonstrate its economic viability with pro-forma statements in conjunction a specific budget requirement. Community priorities and tax payer burden is always a consideration. A certain budget percent allocation I don’t believe is a feasible or opportune alternative during this period of Windsor economic stress. In the short term we have to make decisions based on realities. In the long term a more comprehensive plan that includes participants from the business sector, education, the two levels of governments, the artists and the community can engender a more robust and clearer supportive effort.
5. Your vision for our Region’s Arts and Culture:
Please briefly describe your vision for the near, medium, and long-term future for arts and culture in Windsor and/or Essex County.
Paul Borrelli: My vision for Windsor is developing a cultural master plan that encompasses the integration all creative sectors and endeavours of the Greater Windsor Area. We need to integrate our cultural diversity exemplified by our colourful ethnic villages, our burgeoning wine district, our exciting entertainment district, our theater district and our heritage points of interest. With this view we would be able to satisfy the vision statement of MCMP :
“The City of Windsor will be a creative and vibrant cultural community that encourages artistic expression, the celebration of the City’s cultural identity and cultural diversity and that promotes and facilitates culture-led economic revitalization, cultural tourism, heritage preservation, and opportunities for collaboration and partnership.”
