22. Spaces
The landscape:
• number one issue brought up in our dialogue
sessions: difficulties with space, particularly
creative space.
• latest survey results show a system that is at
“effective capacity” - all primary and secondary
dates are booked up in our facilities
• creative uses becoming popular: garage galleries,
St. Stephen’s church “Open Doors” project
• 2007 Strategic Plan’s key objectives remain
priorities: transform downtown & provide access
in communities
23. Large Organizations/
7 of the 13 organizations are either planning for,
will need to plan for, or are in the throes of
building a new facility (this does not include some
organizations that will be impacted by the EPCOR
Centre project).
Once in a century transformative opportunity to
deal holistically with the physical requirements of
our largest arts organizations.
24. Youth Participation
Changes to education funding and
provincial education priorities has
had a measurable impact on youth
access to the arts.
25. Children & Youth Participants for the Sector Ch
Theatre
2010
2011 Festival
0K 100K 200K 300K 400K 500K 600K
Children & Youth Participants by Grant Stream Visual
Professional 2010
Music
2011
Large 2010 Dance
2011
Film/New Media
Professional 2010
Festival
Multidisciplinar
2011
Community 2010 Literary
2011
0K 50K 100K 150K 200K 250K 300K
26. r Children & Youth Participants by Discipline
Theatre 2010
2011
Festival 2010
600K 2011
Visual 2010
2011
Music 2010
2011
Dance 2010
2011
Film/New Media 2010
2011
Multidisciplinary 2010
2011
Literary 2010
2011
0K 50K 100K 150K 200K 250K 300K
00K
27. FTEs for the Sector FTEs by Grant Stream
400
700
2
600
300
500 1
FTE Staff
400
200
1
300
200 100
100
0 0
2009 2010 2011 2009 2010 2011
Grant Stream
Large
Community
Professional
Professional Festival
28. Working Capital
The landscape:
• in 2011, one large organization (Youth
Singers) faced a working capital crisis
• it has been determined that there is no legal/
structural impediment to CADA employing
working capital or other innovative means to
achieving its mission
• there are substantial working capital
challenges in the sector
• are we buyers or are we builders?
31. Mission
Calgary Arts Development promotes, fosters and directs investments that develop the capacity of Calgary’s arts sector to
achieve public and artistic impact.
Vision
Calgary Arts Development’s vision for Calgary: to be a culturally vibrant city that inspires and engages the world.
Calgary Arts Development’s vision for the arts in Calgary: to thrive with local and international resonance.
Our Business
Strategic Priority: Leadership, Advocacy and Research
1. Lead the creation and ongoing vitality of an integrated arts development strategy for Calgary.
2. Measure and communicate the public impact of the arts on the long-term success of Calgary.
3. Enhance existing and develop new sources of funding to invest in arts development.
4. Act as an advisor to The City of Calgary on matters pertaining to the strategic development of the arts sector.
5. Facilitate collaborative community initiatives and partnerships to achieve our vision.
Strategic Priority: Arts Development Programs
6. Foster operational and artistic excellence in organizations, specifically:
a. Large arts organizations and institutions;
b. Professional arts organizations;
c. Community arts organizations;
d. Festivals; and,
e. Community cultural celebrations.
7. Support and foster the advancement of Calgary-based professional artists.
8. Promote investments in the development and efficient operation of arts facilities, as per the 2007 Art Spaces Strategy
and Capital Plan, specifically:
a. Incubator facilities, including multi-tenant incubators developed and operated by cSPACE Projects
b. Flagship facilities, galleries and theatres, clustered in the Centre City
c. Community-based purpose-built arts facilities
32. Strategic Plan
Strategic Priority: Leadership, Advocacy & Research
Goal 1: Define the Future
Strategy 1.1: Lead a transparent public process, including key partners, citizens and the arts sector, to create and
steward a community-owned “Arts Development Strategy for Calgary.”
Goal 2: Expand the Circle of Champions
Strategy 2.1: Align communications, research, advocacy, events and results reporting to showcase the ripple effects
of a thriving arts sector in Calgary.
Strategy 2.2: Formalize a group of corporate and community champions to support arts development initiatives.
Goal 3: Expand the Circle of Resources
Strategy 3.1: Establish long-term targets for arts funding and capital development through the Arts Development
Strategy process.
Strategy 3.2: Launch initiatives that enable and encourage citizens and corporations to invest in the arts through
Calgary Arts Development.
Strategic Priority: Arts Development Programs
Goal 4: Expand the Circle of Impact
Strategy 4.1: Work collaboratively with other arts funders, stakeholders and corporate partners to increase the
effectiveness of current programs or to deliver new programs.
Strategy 4.2: Launch programs to provide funding and other resources to individual artists.
Strategy 4.3: Undertake a comprehensive program review to ensure all current programs focus on encouraging
innovation and resilience in the operations of arts organizations.
Strategy 4.4: Continue implementation of Art Spaces Strategy and Capital Plan, while updating it as part of the Arts
Development Strategy process.
Strategy 4.5: Support the startup phase of cSPACE Projects with funding and in-kind support.
36. Collective Impact
The City of Calgary
Arts & Culture The Calgary Foundation
Division City Council
Tourism Calgary The Calgary Hotel Association
Calgary Public Library
cSPACE Projects
Business for the Arts
Calgary Economic
Development
Peer Networks Arts Champions Congress
Poet Laureate Ambassadors
Calgary 2012
Executives in Residence
Editor's Notes
Opening Remarks: Calgary Arts Development Board of Directors 5 Min (Pat)\n\nSPEAKING NOTES: \n- My name is _____ (bit of personal info re time on board etc.)\n-Welcome to our 2011 Report to Community. \n-An opportunity to talk about the work that Calgary Arts Development has been doing on behalf of the citizen’s of Calgary over the last year\n- to celebrate the hard work of artists, administrators, volunteers and partners that have contributed to a creative energy that Calgary is increasingly known for,\n-to look toward the kind of Calgary we want in 2013, in 2014, in 2015 and Calgary in 2025. \n-We are thrilled to have so many arts champions here this afternoon for the conversation, thank you for your time\n-(if any make it over) a special welcome to any City Council members...\n-We have a 40 minute programmed presentation for you today, touching on programming highlights from 2011 and looking toward our plans for 2012 and beyond. (Next slide)\n
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Presentation: Calgary Arts Development Staff (20 min) (Terry/Patti)\nA look back at 2011\n\n\nResource Development Program Highlights (1 slide)\n\n\nSPEAKING NOTES:\n-$226,315 cash and in-kind sponsorships attained through artsVest\n- picture from Peril in Paris, Lunchbox. (What did they do?)\n\n\n
Presentation: Calgary Arts Development Staff (20 min) (Terry/Patti)\nA look back at 2011\n\n\nResource Development Program Highlights (1 slide)\n\n\nSPEAKING NOTES:\n\n-Kris Demeanor Calgary’s first Poet Laureate.\n\n\n\n
Presentation: Calgary Arts Development Staff (20 min) (Terry/Patti)\nA look back at 2011\n\n\nResource Development Program Highlights (1 slide)\n\n\nSPEAKING NOTES:\n\n-400+ artists and arts administrators connecting and building capacity through the Arts Champions Congress, Peer Networks and Executive in Residence programs\n\n\nTerry - I know this is a lot of words on one slide, but what about “flying” in each of the titles, same photo in quick succession?\n
Presentation: Calgary Arts Development Staff (20 min) (Terry/Patti)\nA look back at 2011\n\n\nResource Development Program Highlights (1 slide)\n\n\nSPEAKING NOTES:\n-$825,000 partnership over three years with the Calgary Hotel Association to invest in remarkable experiences.\n-$226,315 cash and in-kind sponsorships attained through artsVest\n-133% increase in sponsorship revenue for artsVest participants\n-Kris Demeanor Calgary’s first Poet Laureate.\n-400+ artists and arts administrators connecting and building capacity through the Arts Champions Congress, Peer Networks and Executive in Residence programs\n\n\nTerry - I know this is a lot of words on one slide, but what about “flying” in each of the titles, same photo in quick succession?\n
Presentation: Calgary Arts Development Staff (20 min) (Terry/Patti)\nA look back at 2011\n\n\nResource Development Program Highlights (1 slide)\n\n\nSPEAKING NOTES:\n-$825,000 partnership over three years with the Calgary Hotel Association to invest in remarkable experiences.\n\n\n
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2.Strategic Planning Process (T. Rock)\nii.Theme: Phase One Report - Current State \n\nSLIDES\na.Overview, structure of system\n\n(TERRY - I just pulled a few from the overview of the sector section, not sure which one you were thinking here, but is a start I hope)\n\nSPEAKING NOTES:\n
2.Strategic Planning Process (T. Rock)\nii.Theme: Phase One Report - Current State \n\nSLIDES\na.Overview, structure of system\n\n(TERRY - I just pulled a few from the overview of the sector section, not sure which one you were thinking here, but is a start I hope)\n\nSPEAKING NOTES:\n
2.Strategic Planning Process (T. Rock)\nii.Theme: Phase One Report - Current State \n\nSLIDES\na.Overview, structure of system\n\n(TERRY - I just pulled a few from the overview of the sector section, not sure which one you were thinking here, but is a start I hope)\n\nSPEAKING NOTES:\n
2.Strategic Planning Process (T. Rock)\nii.Theme: Phase One Report - Current State \n\nSLIDES\na.Overview, structure of system\n\n(TERRY - I just pulled a few from the overview of the sector section, not sure which one you were thinking here, but is a start I hope)\n\nSPEAKING NOTES:\n
2.Strategic Planning Process (T. Rock)\nii.Theme: Phase One Report - Current State \n\nSLIDES\na.Overview, structure of system\n\n(TERRY - I just pulled a few from the overview of the sector section, not sure which one you were thinking here, but is a start I hope)\n\nSPEAKING NOTES:\n
Presentation: Calgary Arts Development Staff (20 min) (Terry/Patti)\nA look back at 2011\n\n\nAwareness Programs (1 slide)\n\n\nSPEAKING NOTES:\n-Calgary Arts Development continues to work to raise the profile of artists, arts organizations and arts events in Calgary. Although there is still significant work to be done to better tell the stories of Calgary’s dynamic and vibrant arts sector, our audience engagement initiatives saw continued success in 2011.\n\n-CalgaryCulture.com \nhas been operating since 2009 as a one-stop source for information on Calgary’s arts and culture scene. It is a free, self serve promotional channel for arts organizations and artists. \n-subscriber base of over 6,000 people \n-The site engaged 80,000+ visitors in 2011 and is currently in the process of a community engagement exercise to elevate and expand the scope of the site.\n\nPechaKucha Nights\n-Calgary Arts Development hosts PechaKucha Nights because the arts can act as a catalyst to engage, connect and foster collaboration between communities. The exchange of ideas at a PechaKucha Night is an example of the ripple effect that can happen when we bring together passionate Calgarians and ideas that otherwise wouldn’t be in the same room. PechaKucha Nights are free and attract over 300 people each, contributing toa continuing dialogue on the arts, creativity and community in Calgary and beyond.\n
Presentation: Calgary Arts Development Staff (20 min) (Terry/Patti)\nA look back at 2011\n\nArts Space Initiatives (1 slide)\n\n\n\nSPEAKING NOTES:\n\n-cSPACE Projects was officially incorporated on October 27, 2011. Formed as a subsidiary of Calgary Arts Development in partnership with The Calgary Foundation, cSPACE was created as a non-profit real estate enterprise dedicated to developing a network of multi-disciplinary creative workspaces across the city. cSPACE will own, develop and manage King Edward School as well as other multi-tenant spaces that enable creative communities to thrive.\n\n-Cultural Space InvestmentProcess 2011 saw the third year of applications from arts organizations to the Cultural Space Investment Process (CSIP ). CSIP is a capital project evaluation\nprocess established by Calgary Arts Development to inform The City of Calgary of priorities for community-led, cultural infrastructure projects. -The process is open to stand-alone capital projects. Calgary Arts Development’s Board of Directors and an arms-length volunteer citizen assessment team forwarded five applicants to City Council as priority projects for funding consideration\n\nSeafood Market Studios - Temporary Arts Space Pilot Project\n-The Calgary Municipal Land Corporation and Calgary Arts Development continued to steward a pilot project in 2011 that provides Calgary-based artists and non-profit arts organizations or collectives the ability to use space in the vacant Seafood Market in East Village While the Seafood Market is slated to close for demolition in late 2012, the creative use of an existing vacant building is part of a long-term initiative to integrate the arts community into East Village. Calgary Arts Development and cSPACE will be working with current tenants to ensure their transition out of this temporary space is positive.\n\n\n
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Presentation: Calgary Arts Development Staff (20 min) (Terry/Patti)\n A look ahead 2012 Legacy (1 slide)\n\n
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2.Strategic Planning Process (T. Rock)\nii.Theme: Phase One Report - Current State \n\nSLIDES\nc.Youth trends\n\nTERRY - Do you want numbers pulled here? We didn’t have anything prepped and the trail is not v clean for this one, so not sure how you want to present.\n\nSECTION - Trends in Youth Programming\nOur analysis of statistical information from our client organizations has uncovered what appears to be a substantial drop in youth programming. We asked the organizations that reported large drops to provide some insight into the reasons. Their responses are attached to this note, but these are some of the highlights:\nChanges to education funding and priorities at the province means less arts programming\nRelated to the first point, teachers do not have the time or energy to undertake the work necessary to program arts activity\nThe arts are being relegated in favour of "core" subjects\nMore competition in the field, while at the same time it is more difficult to access decision makers in the education system\nThe implications of this change will be a matter of discussion throughout the planning process.\n\n
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1. Opening Remarks (P. Boyd)\nii.Theme: Look back - need for strategy, 2011 CADA board work toward strategic plan\n\nSLIDE d.Commitment to creation of Arts Development Strategy (yycArtsPlan)\n\nSPEAKING NOTES:\n-The board believes there will be tremendous value to creating an integrated and robust Arts Development Strategy for Calgary in the next 12 months. With the leadership of the board, Calgary Arts\nDevelopment will lead a public consultation and vision-setting process. We envision 2012 as a launch pad for critical reflection and sober thought about the value of the arts to civic life, the valued role of artists \nin our city and an inspiring vision for the arts sector’s future.\n\n-Intro T. Rock to present the process to date and next steps\n\n\n\n\n\n\n
2.Strategic Planning Process (T. Rock)\ni.Theme: Calgary 2012 Legacy – Calgary Arts Development Strategy, Process for yycArtsPlan \n\nSPEAKING NOTES:\nStages (3 phase graphic)\nPhase 2 highlights (citizen’s reference panel)\nKey Dates Completion: fall 2012 of phase 2, May 2013\n\n
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Closing Remarks (Patti/Terry)\n Thank you’s....\n T. Rock sabbatical\n\nSPEAKING NOTES:\n\n
