1. Arts investment strategy steering committee comitÉ directeur sur la stratÉgie d’investissement dans les arts |
That Council approve the establishment of and Terms of Reference for an
Arts Investment Strategy Steering Committee; and identify, by April 18th,
three member Councillors as Steering Committee representatives of rural and
urban Ottawa.
RECOMMANDATION
DU COMITÉ
Que le Conseil approuve
l’établissement et le mandat d’un comité directeur sur la stratégie d’investissement
dans les arts, et de désigner, d’ici au 18 avril, trois membres du Conseil qui
siégeraient audit comité et représenteraient les secteurs rural et urbain
d’Ottawa.
DOCUMENTATION
1. Deputy City Manager, Community and Protective Services report dated 27 March 2006 (ACS2006-CPS-CSF-0005).
2. Extract of draft Minutes, 6 April 2006.
Report to/Rapport au :
Health, Recreation and Social Services Committee
Comité de la santé, des loisirs et des
services sociaux
and Council / et au Conseil
27 March 2006 / le 27 mars 2006
Submitted by/Soumis par : Steve Kanellakos, Deputy City Manager/Directeur
municipal adjoint,
Community and Protective Services/Services communautaires et de protection
Contact Person/Personne
ressource : Colleen Hendrick, Director
Cultural Services and Community Funding/Services
culturels et financement communautaire
(613) 580-2424 x24366, colleen.hendrick@ottawa.ca
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SUBJECT: |
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OBJET : |
comite
directeur sur la strategie d'investissement dans les arts |
REPORT RECOMMENDATION
That
the Health, Recreation and Social Services Committee recommend that Council
approve the establishment of and Terms of Reference for an Arts Investment
Strategy Steering Committee; and identify, by April 18th, three
member Councillors as Steering Committee representatives of rural and urban
Ottawa.
RECOMMANDATION DU RAPPORT
Que le Comité de la santé, des loisirs et
des services sociaux recommande au Conseil d'approuver l'établissement et le
mandat d'un comité directeur sur la stratégie d'investissement dans les arts,
et de désigner, d'ici au 18 avril, trois membres du Conseil qui siégeraient
audit comité et représenteraient les secteurs rural et urbain d'Ottawa.
BACKGROUND
On November 17, 2005, HRSS received an Arts
Investment Strategy information report that:
a) outlined progress to date, including initial Council direction,
research results, establishment of a community working team, release of an Arts
Investment Strategy discussion paper and related feedback;
b) presented potential investment strategies aimed at closing the
revenue gap for Ottawa's local arts/festival sector, in order to position
Ottawa as a competitive and creative city; and
c) outlined next steps.
One of these next steps (Strategy One) was the establishment of a
Steering Committee comprised of arts community, political, business and
government leaders to:
a) guide the continued
development of an Arts Investment Strategy for Ottawa;
b) oversee the
implementation of Ottawa's Arts Investment Strategy, once approved by Council,
including the potential establishment of committees attached to specific
strategies; and
c) assess the feasibility of
establishing an arts development body that provides leadership and serves as a
steward for Ottawa's local arts/festival sector in the long term.
The Steering Committee was to provide guidance, direction and support for Ottawa's Arts Investment Strategy, and for the longer-term sustainability of Ottawa's arts/festival/creative sector. Leadership and advice at a strategic level, promotion and evaluation of progress made; and increased links with economic, environmental and social sectors were considered potential roles.
DISCUSSION
It is recommended that the Arts Investment Strategy Steering Committee mandate be for a term of 14 months, beginning in April 2006 and extending to June 2007. Parameters and mandate include the:
1. provision of high-level guidance, advice and support for the Strategy, as further development and consultation is carried out;
2. provision of direction to the continued development of the Strategy;
3. assistance in making links to other levels of government, the private sector and other agencies; and
4. overseeing of Arts Investment Strategy transition into the City's Corporate Strategic Plan, once City Council direction has been given in early 2007.
The Steering Committee will be composed of twelve community leaders and one non-voting project manager. Political, business, government, arts/festival and philanthropic leadership will be included within the mix. The following breakdown of membership is recommended, in order to provide appropriate representation, as well as ensure links to stakeholders, investors and decision-makers:
a) Three city councillors, representing rural and urban Ottawa;
b) Two arts community representatives (Arts Ottawa East and Council for the Arts in Ottawa);
c) One festival community representative (Festival Network);
d) Chair, Arts, Heritage and Culture Advisory Committee or delegate;
e) Chair, Business Advisory Committee or delegate;
f) One Canadian Heritage (federal government) representative;
g) One Ontario Ministry of Culture (provincial government) representative;
h) One patron/philanthropic representative;
i) Director of Cultural Services and Community Funding (chair); and
j) Cultural Planner - Arts Development (project manager), non-voting member.
The Arts Investment Strategy Steering Committee Terms of Reference is attached (Appendix A). Committee roles and responsibilities, deliverables, and preliminary workplan and timeline are included within.
CONSULTATION
Consultation with Arts Ottawa East and Council for the Arts in Ottawa has occurred and both agencies are supportive of the establishment of this Arts Investment Strategy Steering Committee with the attached Terms of Reference. At its meeting of March 23rd, the City's Arts, Heritage and Culture Advisory Committee received the Terms of Reference and approved of the Steering Committee establishment. Feedback on the Terms of Reference from the City's Economic Development Division has been received and recommendations have been incorporated into the document. Ongoing consultation and collaboration will continue throughout the Steering Committee mandate.
FINANCIAL IMPLICATIONS
SUPPORTING DOCUMENTATION
Appendix A- Arts Investment Strategy Steering Committee - Terms of Reference
DISPOSITION
Once HRSS Committee approval is received, the City Clerk will circulate Council members for interest in the usual manner. As outlined in the recommendation, three member Councillors must be identified for the Arts Investment Strategy Steering Committee by April 18, 2006.
STEERING COMMITTEE
TERMS OF REFERENCE
Arts Development
Cultural Services and Community Funding
Community and Protective Services
City of Ottawa
In April 2003, City Council adopted the Ottawa 20/20 Arts and Heritage Plan, approving its strategic directions and policy statements. The following amended Arts Plan investment policy statement was approved:
“The
City will increase per capita arts funding annually until Ottawa’s per capita
arts funding is competitive with the six other large Canadian cities. The City will also work with partners to
develop and sustain municipal, corporate and other public investment in the
local arts sector in order to provide adequate and diversified support and
resources.”
(Ottawa
20/20 Arts Plan Policy Statement One)
Development of an Arts Investment Strategy (AIS) for Ottawa was initiated in 2005, in response to Council direction. The objective of this Strategy was to recommend concrete steps for the City to take in order to invest, to spark investment and to sustain investment in Ottawa’s local arts/festival sector. It was intended that this broad, partnered investment strategy would be aimed at:
a) closing the revenue gap for Ottawa’s local arts/festival sector, and
b) positioning Ottawa as a competitive and creative city.
As a first step, staff undertook extensive research and consultation with other cities, funding agencies, investment experts and arts/festival organizations. An Arts Investment Strategy community working team was established in April 2005, including representatives from Ottawa’s arts and festival umbrella organizations, the City of Ottawa’s Arts, Heritage and Culture Advisory Committee and discipline-specific leaders. An internal City working team was established in April 2005 to serve as an internal sounding board for continued Arts Investment Strategy development.
Staff prepared a discussion paper, in collaboration with community and internal City working teams, that detailed all research to date, and presented seven potential investment and leadership strategies for further community consultation and refinement. This paper was circulated in the summer of 2005 to 350 local, not-for-profit arts and festival organizations. Additional feedback and input was received from the community in response to the paper.
On November 17, 2005, HRSS received an Arts Investment Strategy (AIS) information report that outlined progress to date and presented next steps, including the establishment and purpose of a Steering Committee. City Council approved a one-time investment of $120,000 for the Arts Investment Strategy for 2006 to begin to address the sustainability of the local arts/festival sector.
The Cultural Services and Community Funding Branch has recommended the establishment of an Arts Investment Strategy Steering Committee in the first quarter of 2006.
The Steering Committee mandate is for a term of 14 months, beginning in April 2006 and extending to June 2007. The Steering Committee will:
1. provide high-level guidance, advice and support for the Strategy, as further development and consultation is carried out;
2. provide direction to the continued development of the Strategy;
3. resolve issues and provide clarification as required;
4. assist in making links to other levels of government, the private sector, and other agencies;
5. oversee the transition of the Arts Investment Strategy into the City’s Strategic Plan, once City Council direction has been given in early 2007.
The Steering Committee will be composed of twelve community leaders and a non-voting project manager. Political, business, government, arts/festival, and philanthropic leadership will be included within the mix. The following breakdown of membership is recommended, in order to provide appropriate representation, as well as ensure links to stakeholders, investors, and decision-makers:
a) Three city councillors, representing rural and urban Ottawa;
b) Two arts community representatives (Arts Ottawa East and Council for the Arts in Ottawa);
c) One festival community representative (Festival Network);
d) Chair, Arts, Heritage and Culture Advisory Committee or delegate;
e) Chair, Business Advisory Committee or delegate;
f) One Canadian Heritage (federal government) representative;
g) One Ontario Ministry of Culture (provincial government) representative;
h) One patron/philanthropic representative;
i) Director of Cultural Services and Community Funding (chair);
j) Cultural Planner - Arts Development (project manager), non-voting member
The Chair will act as facilitator and final authority for disposition of items. He/she will ensure that meetings run according to schedule and that items considered by the Steering Committee have a clearly defined decision or output. The Chair will be responsible for providing the Project Manager with clear and concise direction for next steps, as a result of Steering Committee decisions taken. The Chair will communicate with the appropriate staff from the Deputy City Manager’s Office.
The project manager will be responsible for managing the agenda and timeliness of Arts Investment Strategy deliverables. The project manager will work in collaboration with the Community Working Team, and will provide the communication link between working team and steering committee.
The Steering Committee will operate on a consensus decision-making model wherever possible. Where there is disagreement on a subject, the ‘voting members’ of the Committee will take a vote and the working teams will pursue the direction of the majority. The Chair can, where deemed appropriate, direct the Project Manager and working teams to pursue multiple options.
Given the urgency of the Strategy, meetings will be held monthly initially and subject to change at the discretion of the Steering Committee chair as required. Meetings will be held at Ottawa City Hall in each of April, May and June on the following dates:
Wednesday, April 26th 9 to 12 noon
Tuesday, May 30th 9 to 12 noon
Monday, June 26th 9 to 12 noon
In addition to establishment of the Steering Committee, there are six potential investment and leadership strategies that provide the context for further Arts Investment Strategy development. These six potential strategies must be further studied, discussed, and explored before concrete investment recommendations can be made. They are:
Municipal Investment Plan
In response to Council motions of 2002 and 2003, approve a ten-year investment plan that annually increases municipal arts/festival funding by $200,000, beginning in 2007, in order to meet outstanding community needs, and until Ottawa’s per-capita arts/festival funding is competitive with Canada’s six other largest single cities.
Increased Provincial and Federal Investment
Work to encourage increased allocations for Ottawa’s local arts/festival sector from provincial and federal funding sources; and to develop a cultural tripartite agreement as initiated by the Cities Secretariat (Infrastructure Canada) within the context of the ‘New Deal for Cities and Communities’.
Potential
Strategy Three
Private
Sector Program
Develop a private sector program in 2007, with community and business partners, that encourages and recognizes corporate sponsorship of the local arts/festival sector.
Potential
Strategy Four
Stabilization
Project
Work with the Department of Canadian Heritage and community partners to assess the feasibility of developing an Arts Stabilization Project for Ottawa, aimed at improving the governance, planning, financial and organizational development of the non-profit arts sector.
Potential
Strategy Five
Increased
Cultural Partnership
Work with the National Capital Commission (NCC), the City of Gatineau and federal cultural institutions located in Ottawa to develop increased cultural partnership.
Potential
Strategy Six
Arts
Endowment Fund
Assess the feasibility of establishing an Ottawa Arts Endowment Fund.
One-time funding in the amount of $120,000 was approved by Council in 2006 for the Arts Investment Strategy, in order to begin to address the sustainability of the local arts/festival sector.
June 2006:
A cross-section of multi-sectoral focus groups will be held in order to gain specific expert feedback from investors, community leaders, business leaders and government representatives on the potential arts investment strategies. Feedback and input will further inform development of the recommended Arts Investment Strategy for Ottawa.
Following focus groups, public consultation
sessions will occur in partnership with the community working team, and the
City’s Arts, Heritage and Culture Advisory Committee. Public feedback and input from public consultation will help to
fine tune the recommended strategy, inform stakeholders, and build
support.
A final Arts Investment Strategy Council report will be submitted to Committee and Council for approval.
March 2006 · Arts Investment Strategy Steering Committee Terms of
Reference developed and approved by senior management
· March 23 – Terms of Reference to Arts, Heritage and Culture Advisory Committee
· Official Steering Committee letters of invitation drafted and distributed to recommended membership
April 2006 · April 6 – Report to HRSS Committee seeking political
representation on Steering Committee
· April 11 – Terms of Reference to Business Advisory Committee
· April 12 – Report to City Council seeking political representation on Steering Committee
· Week of April 18 – Orientation packages distributed to Steering Committee membership
· First Steering
Committee Meeting – April 26
1. Orientation, Code of Conduct, Modus Operandi
2. Arts Investment Strategy Background
3. Communications Plan
4. $120,000 One-Time Arts Investment Strategy Funding for 2006
May 2006 · May 25 – Report on Progress to Arts, Heritage and Culture
Advisory Committee
· June 22 – Report on Progress to Arts, Heritage and Culture
Advisory Committee
· Third Steering
Committee Meeting – June 26
1. Report on Focus Group Results
2. Refined Arts Investment Potential Strategies
3. Planning and Direction for September 2006 Public Consultations
July/August 2006 · Preparation for Public Consultations
· Initial Promotion of Public Consultations
· September 12 – Report on Progress to Business Advisory
Committee
· Implementation of Public Consultations
· Fourth Steering
Committee Meeting – Date TBD
1. Report on Public Consultation Results
2. Recommended Arts Investment Strategies
3. Planning and Direction for Council Report
· September 28 – Report on Progress to Arts, Heritage and
Culture Advisory Committee
Last Quarter 2006 · Draft Final Arts Investment Strategy Report for Committee
and Council
First Quarter 2007 · Final Arts Investment Strategy Report to Committee and
Council for Approval
ARTS INVESTMENT STRATEGY – STEERING COMMITTEE
COMITÉ DIRECTEUR SUR LA STRATÉGIE
D’INVESTISSEMENT DANS LES ARTS
ACS2006-CPS-CSF-0005 CITY WIDE / À L'ÉCHELLE
DE LA VILLE
Nick Masciantonio, Chair, Arts, Heritage and Culture Advisory Committee offered his Committee’s support and their strong belief that the Strategy will bring sustainability to the arts sector. He believed that both urban and rural representation will be achieved, and that the various mediums and genres of the arts will also be part of this.
Councillor Doucet inquired whether some of the work in this report duplicates a Motion approved by the Corporate Services and Economic Development Committee earlier this week regarding festivals. Colleen Hendrick, Director of Cultural Services and Community Funding advised that the two are quite similar; however, while the Motion raised issues around overall sustainability of the festival sector, it was also broader in terms of the arts community. Conversely, the report before Committee deals with overall sustainability for arts organizations as well as festival organizations. She expressed her willingness to meet with the councillor to review in detail the terms of reference for the Steering Committee.
Councillor Cullen believed that what was missing from the report was reference to capital funding and he cited the development of Arts Court and the need to find appropriate space for the City’s art collections as examples. When asked whether the Steering Committee would be looking at these and other capital projects, the Director advised that the initial intent is to look at operating implications for arts and festival organizations. She explained that the Department is currently identifying cultural infrastructure requirements which would be reflected as part of the Long Range Financial Plan (LRFP) and in response to a question posed by the councillor about stakeholder involvement, confirmed there would be public consultation on that Plan. With respect to the Arts Court development, she advised that there are representatives from the Arts Court Foundation on the Steering Committee, in terms of looking at the next steps for Arts Court, including the Ottawa Gallery. While he recognized the importance of this Strategy from an operating side, the councillor reiterated the fact that Ottawa must show to the public a vision that displays the City’s assets.
Councillor Doucet indicated he had already indicated to staff his interest in serving on the committee. As per the Disposition in the report, the Clerk would canvas all members of Council for interest.
That the Health, Recreation and Social Services
Committee recommend that Council approve the establishment of and Terms of
Reference for an Arts Investment Strategy Steering Committee; and identify, by
April 18th, three member Councillors as Steering Committee representatives of
rural and urban Ottawa.
CARRIED