1. Arts
Investment Strategy and festivals sustainability plan Stratégie d’investissement
dans les arts ET plan de viabilité des festivals |
COMMITTEE
RECOMMENDATIONS AS AMENDED
That Council approve the following:
1.
Support the overall Arts
Investment Strategy (Document 1) and Festivals Sustainability Plan (Document
2), which include the following components:
·
increased municipal arts,
festival, fair and special event funding;
·
expanded advocacy directed to
senior levels of government and aimed to increase provincial and federal
funding for local arts and festival organizations;
·
increased cultural partnerships
that include the local arts and festival sector, the National Capital
Commission, the City of Gatineau and federal cultural institutions in Ottawa;
·
increased partnerships between
local arts, festival, fair and special event organizations and the private
sector;
·
analyze the feasibility of
developing an Arts Stabilization Project for Ottawa, and an Ottawa Arts
Investment Service including an Arts Endowment Fund;
·
increased integration of Ottawa’s
local festivals, fairs and special events into Ottawa Tourism’s annual
destination marketing program;
·
development of a policy for
“in-kind” and invoiced services provided to festivals, fairs and special
events; and
·
amendment to the City of Ottawa’s
current sponsorship policy to accommodate community requests.
2.
Consider, during the 2007 budget
process, an increased municipal funding plan of $2.5M for local arts,
festivals, fairs and special events over a four-year time period, in order to:
·
meet existing and emerging
community needs;
·
achieve average competitiveness
with Canada’s six other largest single cities and;
·
achieve the greatest capacity of
leveraging investment from other levels of government and alternate sources in
a timely manner.
·
2007 - $1.5M (to be allocated as
follows: $650,000 for Festivals, Fairs and Special Events and $850,000 for Arts
Investment)
·
2008 - $400,000
·
2009 - $400,000
·
2010 - $200,000
4.
That the Festival, Fairs and
Special Events funding program ($713,000) be reinstated, as identified in, and
subject to approval of, the 2007 Draft Budget.
5. Identify
opportunities and advocate for increased provincial and federal allocations for
Ottawa’s local arts/festival sector.
6.
Identify opportunities to increase
cultural partnerships that include the local arts and festival sectors, the
National Capital Commission (NCC), the City of Gatineau and federal cultural
institutions located in Ottawa.
7.
Increase private sector support of
the arts by implementing an ArtsVest matching grants program in Ottawa in 2008,
in collaboration with the Council for Business and the Arts in Canada.
8.
Build partnerships between the
local business and local arts sectors in collaboration with the Ottawa Chamber
of Commerce, le Regroupement des gens d’affaires, the Council for the Arts in
Ottawa, Arts Ottawa East and Ottawa Festivals.
9.
Analyze the feasibility of
developing an Arts Stabilization Project for Ottawa and an Arts Investment
Service, including an Arts Endowment Fund, in support of Ottawa’s local arts
sector in collaboration with the Council for the Arts in Ottawa, the Department
of Canadian Heritage, the Ontario Trillium Foundation and other local arts
service organizations.
10.
Direct Cultural
Services staff to work with Business Development staff, Ottawa Festivals and
Ottawa Tourism to ensure that the City’s Festivals, Fairs and Special Events
are integrated wherever possible into Ottawa Tourism’s annual destination
marketing program.
11.
Direct Events Central
staff to continue tracking the City of Ottawa’s “in-kind” services and
“invoiced” services in 2007 to provide an analysis and a report back prior to
the 2008 budget respecting a policy for “in-kind” and “invoiced” services.
12. Direct
Events Central staff to report back with an amendment to the City of Ottawa’s
current sponsorship policy to accommodate community requests including requests
from Fairs, Festivals and Special Events seeking City sponsorship.
13. WHEREAS the existing Festivals, Fairs,
Special Events Programs supports major local festivals, fairs and special
events that have a City wide impact, are held for 2 consecutive days or more
and have a budget of over $30,000;
AND WHEREAS there
are large community events which take place across the City including local Canada
Day Events;
THEREFORE
BE IT RESOLVED that staff be directed to develop and implement a pilot funding
program for large Community events in 2007 with report back to Council;
BE IT
FURTHER RESOLVED that $25,000 be redirected from the $650,000 proposed
allocation for Fairs, Festivals and Special Events for this purpose;
BE IT
FURTHER RESOLVED that staff consult with non-profit community groups that
operate large special events to determine needs and bring back to Committee a
report with recommendations for large community events prior to the 2008
budget.
Recommandations
modifiées du Comité
Que le Conseil approuve les
recommandations :
1. d’appuyer la Stratégie générale
d’investissement dans les arts (Document 1) et le Plan de viabilité des
festivals (Document 2), qui regroupent les initiatives suivantes :
· augmenter le financement
municipal des arts, des festivals, des foires et des activités spéciales,
· exercer davantage de pressions
sur les ordres supérieurs de gouvernement en vue d’accroître le financement
provincial et fédéral alloué aux organismes d’Ottawa spécialisés dans les arts
et les festivals,
· renforcer les partenariats
culturels prévoyant la participation du secteur local des arts et des
festivals, de la Commission de la capitale nationale (CCN), de la Ville de
Gatineau et des institutions culturelles nationales situées à Ottawa,
· renforcer les partenariats
entre le secteur privé et les organismes locaux oeuvrant dans les arts, les
festivals et l’organisation de foires et d’activités spéciales,
· évaluer la possibilité
d'élaborer à Ottawa un projet de stabilisation des arts et de mettre sur pied
un service d’investissement à l’appui du secteur local des arts, y compris un
fonds de dotation,
· assurer une plus grande
intégration des foires, activités spéciales et festivals locaux d’Ottawa dans
le programme annuel de marketing des destinations de Tourisme Ottawa,
· élaborer une politique pour les
services facturés et en nature offerts aux festivals, aux foires et aux
activités spéciales,
· modifier la politique de
commandite actuelle de la Ville d’Ottawa afin de répondre aux demandes de la
collectivité.
2. d’envisager, dans le cadre du processus
budgétaire de 2007, une augmentation du plan de financement municipal de
2,5 millions de dollars (répartie sur quatre ans) pour les arts, les
festivals, les foires et les activités spéciales à Ottawa, afin :
· de répondre aux besoins
existants et émergents de la communauté,
· d’atteindre le niveau moyen de
concurrence des six autres grandes villes du Canada,
· d’acquérir la capacité maximale
d’attirer des investissements des gouvernements provincial et fédéral ainsi que
d’autres sources, et ce, en temps opportun;
· 2007 – 1,5 million de
dollars (650 000 $ versés aux festivals, aux foires et aux activités
spéciales et 850 000 $ consacrés à l’investissement dans les arts),
· 2008 – 400 000 $,
· 2009 – 400 000 $,
· 2010 – 200 000 $;
4. de rétablir le programme de financement
des festivals, des foires et des activités spéciales (713 000 $),
conformément aux prévisions budgétaires de 2007 et sous réserve de
l’approbation de celles-ci;
5. de cerner les occasions et de plaider
en faveur d’accroître l’attribution de ressources à l’appui du secteur des arts
et des festivals d’Ottawa par les gouvernements fédéral et provincial;
6. de cerner les occasions de renforcer
les partenariats culturels prévoyant la participation du secteur local des arts
et des festivals, de la CCN, de la Ville de Gatineau et des institutions
culturelles fédérales situées à Ottawa;
7. de travailler avec le Conseil pour le
monde des affaires et des arts du Canada à la mise en place d’un programme de
subventions de contrepartie ArtsVest à Ottawa en 2008 afin d’accroître le
soutien du secteur privé à l’égard des arts;
8. de collaborer avec la Chambre de
commerce d'Ottawa, le Regroupement des gens d’affaires, le Conseil des arts
d'Ottawa, Arts Ottawa Est (AOE) et Ottawa Festivals d’Ottawa pour créer des
occasions d’établir des partenariats entre les entreprises de la capitale et le
secteur local des arts et des festivals;
9. de collaborer avec le Conseil des arts
d'Ottawa, le ministère du Patrimoine canadien et la Fondation Trillium de
l’Ontario pour évaluer la possibilité d'élaborer à Ottawa un projet de
stabilisation des arts et de mettre sur pied un service d’investissement à
l’appui du secteur local des arts, y compris un fonds de dotation;
10. de charger le personnel de Services
culturels de collaborer avec le personnel de Développement des affaires,
d’Ottawa Festivals d’Ottawa et de Tourisme Ottawa afin de veiller à ce que les
festivals, les foires et les activités spéciales organisés par la Ville soient
intégrés, dans la mesure du possible, au programme annuel de marketing de
Tourisme Ottawa;
11. de charger le personnel du Centre de
services des fêtes et festivals de continuer à faire le suivi des services en
nature et des services facturés en 2007 de la Ville d’Ottawa en vue de
produire, avant le dépôt du budget de 2008, une analyse et un rapport traitant
d’une politique relative aux services en nature et aux services facturés;
12. de charger le personnel du Centre de
services des fêtes et festivals de faire rapport sur une modification proposée
à la politique actuelle sur les commandites afin de répondre aux demandes de la
communauté visant l’obtention de commandites de la Ville et notamment aux
demandes des organismes oeuvrant
dans les foires, les festivals et les activités spéciales.
13. ATTENDU QUE les
programmes actuels de soutien aux festivals, aux foires et aux activités
spéciales appuient les importantes activités locales de ce genre qui ont un
impact à l’échelle de la Ville, qui se déroulent sur deux jours consécutifs ou
plus, et qui ont un budget de plus de 30 000 $;
ATTENDU QUE d’importantes activités
communautaires ont lieu dans divers secteurs de la Ville, y compris les
activités locales organisées à l’occasion de la fête du Canada;
IL EST RÉSOLU
QUE l’on charge le personnel d’élaborer et de mettre en œuvre un programme
pilote de financement des grandes activités communautaires qui auront lieu en
2007 et qu’il fasse ensuite rapport au Conseil;
IL EST EN OUTRE RÉSOLU QUE l’on prélève à cette fin
25 000 $ de l’enveloppe proposée de 650 000 $ devant servir
au financement des festivals, des foires et des activités spéciales;
DOCUMENTATION
1. Deputy City Manager’s report dated 19 January 2007 (ACS2007-CPS-CSF-0001).
2. Extract
of Draft Minute, 1 February 2007 to be distributed prior to Council.
Report to/Rapport au:
Community and Protective
Services Committee
Comité des services communautaires et de protection
and Council / et au Conseil
19 January 2007 / le 19 janvier 2007
Submitted by/Soumis par: Steve Kanellakos, Deputy City Manager, Community
and Protective Services / Directeur municipal adjoint, Services communautaires
et de protection
Contact Person/Personne ressource: Colleen
Hendrick, Director / Directrice
Cultural
Services and Community Funding / Services culturels et financement
communautaire
(613) 580-2424 x24366, colleen.hendrick@ottawa.ca
Susan
Jones, Director / Directrice
By-law
Services / Services des règlements municipaux
(613)
580-2424 x 25536, susan.jones@ottawa.ca
|
City Wide |
Ref N°: ACS2007-CPS-CSF-0001 |
|
SUBJECT: |
Arts Investment Strategy and festivals
sustainability plan |
|
OBJET : |
Stratégie
d’investissement dans les arts ET plan de viabilité des festivals |
REPORT RECOMMENDATIONS
That the Community and Protective Services Committee recommend that
Council:
1. Support the overall
Arts Investment Strategy (Document 1) and Festivals Sustainability Plan
(Document 2), which include the following components:
·
increased municipal arts,
festival, fair and special event funding;
·
expanded advocacy directed to
senior levels of government and aimed to increase provincial and federal
funding for local arts and festival organizations;
·
increased cultural partnerships
that include the local arts and festival sector, the National Capital
Commission, the City of Gatineau and federal cultural institutions in Ottawa;
·
increased partnerships between
local arts, festival, fair and special event organizations and the private
sector;
·
analyze the feasibility of
developing an Arts Stabilization Project for Ottawa, and an Ottawa Arts
Investment Service including an Arts Endowment Fund;
·
increased integration of Ottawa’s
local festivals, fairs and special events into Ottawa Tourism’s annual
destination marketing program;
·
development of a policy for
“in-kind” and invoiced services provided to festivals, fairs and special
events; and
·
amendment to the City of Ottawa’s
current sponsorship policy to accommodate community requests.
2. Consider, during the
2007 budget process, an increased municipal funding plan of $2.5M for local
arts, festivals, fairs and special events over a four-year time period, in order
to:
·
meet existing and emerging
community needs;
·
achieve average competitiveness
with Canada’s six other largest single cities and;
·
achieve the greatest capacity of
leveraging investment from other levels of government and alternate sources in
a timely manner.
·
2007 - $1.5M (to be allocated as
follows: $650,000 for Festivals, Fairs and Special Events and $850,000 for Arts
Investment)
·
2008 - $400,000
·
2009 - $400,000
·
2010 - $200,000
4. That the Festival,
Fairs and Special Events funding program ($713,000) be reinstated, as
identified in, and subject to approval of, the 2007 Draft Budget.
5. Identify opportunities
and advocate for increased provincial and federal allocations for Ottawa’s
local arts/festival sector.
6. Identify opportunities
to increase cultural partnerships that include the local arts and festival
sectors, the National Capital Commission (NCC), the City of Gatineau and
federal cultural institutions located in Ottawa.
7. Increase private sector
support of the arts by implementing an ArtsVest matching grants program in
Ottawa in 2008, in collaboration with the Council for Business and the Arts in
Canada.
8. Build partnerships
between the local business and local arts sectors in collaboration with the
Ottawa Chamber of Commerce, le Regroupement des gens d’affaires, the Council
for the Arts in Ottawa, Arts Ottawa East and Ottawa Festivals.
9. Analyze the feasibility
of developing an Arts Stabilization Project for Ottawa and an Arts Investment
Service, including an Arts Endowment Fund, in support of Ottawa’s local arts
sector in collaboration with the Council for the Arts in Ottawa, the Department
of Canadian Heritage, the Ontario Trillium Foundation and other local arts
service organizations.
10. Direct
Cultural Services staff to work with Business Development staff, Ottawa
Festivals and Ottawa Tourism to ensure that the City’s Festivals, Fairs and
Special Events are integrated wherever possible into Ottawa Tourism’s annual
destination marketing program.
11. Direct
Events Central staff to continue tracking the City of Ottawa’s “in-kind”
services and “invoiced” services in 2007 to provide an analysis and a report
back prior to the 2008 budget respecting a policy for “in-kind” and “invoiced”
services.
12. Direct
Events Central staff to report back with an amendment to the City of Ottawa’s
current sponsorship policy to accommodate community requests including requests
from Fairs, Festivals and Special Events seeking City sponsorship.
RECOMMANDATIONS DU
RAPPORT
Que le Comité des services communautaires et de protection recommande au
Conseil :
1. d’appuyer
la Stratégie générale d’investissement dans les arts (Document 1) et le
Plan de viabilité des festivals (Document 2), qui regroupent les
initiatives suivantes :
· augmenter le financement municipal
des arts, des festivals, des foires et des activités spéciales,
· exercer davantage de pressions
sur les ordres supérieurs de gouvernement en vue d’accroître le financement
provincial et fédéral alloué aux organismes d’Ottawa spécialisés dans les arts
et les festivals,
· renforcer les partenariats
culturels prévoyant la participation du secteur local des arts et des
festivals, de la Commission de la capitale nationale (CCN), de la Ville de
Gatineau et des institutions culturelles nationales situées à Ottawa,
· renforcer les partenariats
entre le secteur privé et les organismes locaux oeuvrant dans les arts, les festivals et l’organisation de
foires et d’activités spéciales,
· évaluer la possibilité
d'élaborer à Ottawa un projet de stabilisation des arts et de mettre sur pied
un service d’investissement à l’appui du secteur local des arts, y compris un
fonds de dotation,
· assurer une plus grande
intégration des foires, activités spéciales et festivals locaux d’Ottawa dans
le programme annuel de marketing des destinations de Tourisme Ottawa,
· élaborer une politique pour les
services facturés et en nature offerts aux festivals, aux foires et aux
activités spéciales,
· modifier la politique de
commandite actuelle de la Ville d’Ottawa afin de répondre aux demandes de la
collectivité.
2. d’envisager,
dans le cadre du processus budgétaire de 2007, une augmentation du plan de
financement municipal de 2,5 millions de dollars (répartie sur quatre ans)
pour les arts, les festivals, les foires et les activités spéciales à Ottawa,
afin :
· de répondre aux besoins
existants et émergents de la communauté,
· d’atteindre le niveau moyen de
concurrence des six autres grandes villes du Canada,
· d’acquérir la capacité maximale
d’attirer des investissements des gouvernements provincial et fédéral ainsi que
d’autres sources, et ce, en temps opportun;
· 2007 – 1,5 million de
dollars (650 000 $ versés aux festivals, aux foires et aux activités
spéciales et 850 000 $ consacrés à l’investissement dans les arts),
· 2008 – 400 000 $,
· 2009 – 400 000 $,
· 2010 – 200 000 $;
4. de
rétablir le programme de financement des festivals, des foires et des activités
spéciales (713 000 $), conformément aux prévisions budgétaires de
2007 et sous réserve de l’approbation de celles-ci;
5. de
cerner les occasions et de plaider en faveur d’accroître l’attribution de
ressources à l’appui du secteur des arts et des festivals d’Ottawa par les
gouvernements fédéral et provincial;
6. de
cerner les occasions de renforcer les partenariats culturels prévoyant la
participation du secteur local des arts et des festivals, de la CCN, de la
Ville de Gatineau et des institutions culturelles fédérales situées à Ottawa;
7. de
travailler avec le Conseil pour le monde des affaires et des arts du Canada à
la mise en place d’un programme de subventions de contrepartie ArtsVest à
Ottawa en 2008 afin d’accroître le soutien du secteur privé à l’égard des arts;
8. de
collaborer avec la Chambre de commerce d'Ottawa, le Regroupement des gens
d’affaires, le Conseil des arts d'Ottawa, Arts Ottawa Est (AOE) et Ottawa
Festivals d’Ottawa pour créer des occasions d’établir des partenariats entre
les entreprises de la capitale et le secteur local des arts et des festivals;
9. de
collaborer avec le Conseil des arts d'Ottawa, le ministère du Patrimoine
canadien et la Fondation Trillium de l’Ontario pour évaluer la possibilité
d'élaborer à Ottawa un projet de stabilisation des arts et de mettre sur pied
un service d’investissement à l’appui du secteur local des arts, y compris un
fonds de dotation;
10. de
charger le personnel de Services culturels de collaborer avec le personnel de
Développement des affaires, d’Ottawa Festivals d’Ottawa et de Tourisme Ottawa afin
de veiller à ce que les festivals, les foires et les activités spéciales
organisés par la Ville soient intégrés, dans la mesure du possible, au
programme annuel de marketing de Tourisme Ottawa;
11. de
charger le personnel du Centre de services des fêtes et festivals de continuer
à faire le suivi des services en nature et des services facturés en 2007 de la
Ville d’Ottawa en vue de produire, avant le dépôt du budget de 2008, une
analyse et un rapport traitant d’une politique relative aux services en nature
et aux services facturés;
12. de
charger le personnel du Centre de services des fêtes et festivals de faire
rapport sur une modification proposée à la politique actuelle sur les
commandites afin de répondre aux demandes de la communauté visant l’obtention
de commandites de la Ville et notamment aux demandes des organismes oeuvrant dans les foires, les festivals et
les activités spéciales.
EXECUTIVE
SUMMARY
City Council motions in 2002 and 2003
directed staff to develop a plan that would bring arts and festival funding in
Ottawa to a competitive level with Canada’s 6 other largest single cities. Development of an Arts Investment Strategy
for Ottawa was initiated in 2005 in response to Council direction.
An Arts Investment Strategy community working
team was established in April 2005 and included representatives from Ottawa’s
arts and festival umbrella organizations, the City of Ottawa’s Arts, Heritage
and Culture Advisory Committee and discipline-specific leaders.
In April 2006, City Council approved the
establishment of and terms of reference for an Arts Investment Strategy
Steering Committee whose mandate was to:
a)
provide
high-level guidance, advice and support for the Strategy, as further
development and consultation was carried out;
b)
provide
direction to the continued development of the Strategy;
c)
assist
in making links to other levels of government, the private sector and other
agencies; and
d)
oversee
Arts Investment Strategy transition into the City’s Corporate Strategic Plan,
once City Council direction had been given in early 2007.
The Arts Investment Strategy Steering Committee was formed in April, 2006 including representation from City councillors, arts and festival umbrella organizations, the City’s Arts, Heritage and Culture Advisory Committee, the City’s Business Advisory Committee, an arts patron, and provincial and federal government funders.
In April 2006, City Council directed the
Community and Protective Services Department, in consultation with Ottawa
Festivals and community groups, to develop a Sustainability Support Plan for
Festivals, Fairs and Special Events.
The Festival Sustainability Steering Committee was formed including
representation from Ottawa Festivals (OF); Ottawa Tourism; the Ottawa-Gatineau
Hotel Association; as well as representatives from Festivals, Fairs, Special
Events, and local Canada Day events.
The Arts Investment Strategy recommends concrete steps for the City to take in order to achieve the quality of life impacts for Ottawa that arts and festival sectors generate in other major Canadian cities, and to realize the economic potential of the local sector. This broad, partnered investment strategy is aimed at closing the revenue gap for Ottawa’s local arts and festival sector over an eight year period by implementing short and longer-term strategies to generate new arts and festival sector operating revenues from a wide range of sources. These strategies include an increased municipal funding plan of $2.5M (in order to achieve average competitiveness with Canada’s 6 other largest single cities), expanded advocacy aimed at increasing provincial and federal funding, increased private sector and National Capital cultural partnerships, and study of a proposed Arts Stabilization Project and an Arts Investment Service for Ottawa.
The Festivals Sustainability Plan recommends the reinstatement of Festivals, Fairs and Special Events program funding as identified in the 2007 Draft Budget. The plan supports the allocation of increased municipal funding as outlined in the Arts Investment Strategy and it proposes ways to work collaboratively with Ottawa Tourism to ensure festivals, fairs and special events are promoted. The plan also proposes that City policies for “in-kind” and “invoiced” services and sponsorship be developed to accommodate community requests including requests from Fairs, Festivals and Special Events.
RÉSUMÉ
Dans les motions du
Conseil municipal de 2002 et 2003, on demandait au personnel d’élaborer un plan
qui amènerait le financement des arts et des festivals à Ottawa à un niveau
compétitif avec les six autres plus grandes villes du Canada. La mise au point
d’une stratégie d’investissement dans les arts pour Ottawa a débuté en 2005 en
réponse à la demande du Conseil.
Une équipe de travail
de la collectivité sur la Stratégie d’investissement dans les arts a été créée
en avril 2005 et est composée de représentants d’organismes cadres du
secteur des arts et des festivals d’Ottawa, de membres du Comité consultatif
sur les arts, le patrimoine et la culture de la Ville d’Ottawa, ainsi que de
chefs de file de diverses disciplines.
En avril 2006,
le Conseil municipal a approuvé la mise sur pied d’un Comité directeur sur la
Stratégie d’investissement dans les arts, dont le mandat est le suivant :
e) fournir
aux responsables conseils et appui pour l’avancement de la Stratégie une fois
que les travaux auront progressé et que les résidents auront été consultés;
f)
aider à orienter le travail d’élaboration de la
Stratégie;
g) faciliter
les échanges avec les autres ordres de gouvernement, le secteur privé et
d’autres organismes;
h) surveiller
l’intégration de la Stratégie d’investissement dans les arts au Plan
stratégique global de la Ville, conformément à la décision que prendra à cet
égard le Conseil municipal au début de 2007.
En avril 2006,
on a créé le Comité directeur de la Stratégie d’investissement dans les arts.
Ce comité est formé de conseillers municipaux, de représentants d’organismes
cadres du secteur des arts et des festivals, de membres du Comité consultatif sur
les arts, le patrimoine et la culture de la Ville, de membres du Comité
consultatif sur les affaires de la Ville, d’un mécène des arts et de bailleurs
de fonds des gouvernements provincial et fédéral.
En avril 2006,
le Conseil municipal a chargé le personnel de Services communautaires et de
protection d’élaborer, de concert avec Ottawa Festivals d’Ottawa et des groupes
communautaires, un plan de viabilité des festivals, des foires et des activités
spéciales. Le Comité directeur pour la viabilité des festivals a donc été créé
et regroupe des membres de Festivals d’Ottawa, de Tourisme Ottawa, de
l’Association des hôtels d'Ottawa-Gatineau, ainsi que des représentants
d’organismes chargés de l’organisation de festivals, de foires et d’activités
spéciales dans la région et des célébrations de la fête du Canada.
La
Stratégie d'investissement dans les arts a pour but d'établir les mesures
concrètes que prendra la Ville afin d'obtenir pour Ottawa les résultats sur le
plan de la qualité de vie que le secteur des arts et des festivals génère dans
d’autres grandes villes canadiennes et de constater les possibilités
économiques du secteur local. Cette vaste stratégie d'investissement, réalisée
en partenariat, vise à éliminer en huit ans le manque à gagner observé dans le secteur
local des arts et des festivals en mettant en œuvre des stratégies à court et à
long terme ayant pour objectif de générer de nouvelles recettes de
fonctionnement pour les arts et les festivals, lesquelles proviendraient de
nombreuses différentes sources. Parmi les stratégies envisagées, notons un plan
de financement municipal accru de 2,5 millions de dollars (afin
d’atteindre la compétitivité moyenne avec les six autres plus grandes villes du
Canada), une plus grande intervention visant à accroître l’attribution de fonds
par les gouvernements fédéral et provincial, un plus grand nombre de
partenariats culturels dans le secteur privé et la capitale nationale, ainsi
qu’une étude sur la proposition d’un projet de stabilisation des arts et un
Service d’investissement dans les arts pour Ottawa.
Le Plan
de viabilité des festivals préconise le rétablissement du programme de
financement des festivals, des foires et des activités spéciales, comme le
prévoient les prévisions budgétaires de 2007. Par l’entremise de ce Plan, la
Ville appuie une augmentation du financement municipal dans les arts, comme le
précise la Stratégie d’investissement dans les arts, et propose des façons de
collaborer avec Tourisme Ottawa pour veiller à la promotion des festivals, des
foires et des activités spéciales prévus dans la capitale nationale. Le
document suggère également d’élaborer des politiques municipales sur les
services en nature et les services facturés ainsi que sur les commandites de
façon à répondre aux demandes du secteur des foires, des festivals et des
activités spéciales.
BACKGROUND
1. Arts
Investment Strategy (AIS):
Development of an Arts Investment Strategy for
Ottawa was initiated in 2005 in response to Council direction.
An Arts Investment Strategy community working
team was established in April 2005 and included representatives from Ottawa’s
arts and festival umbrella organizations, the City of Ottawa’s Arts, Heritage
and Culture Advisory Committee and discipline-specific leaders. This working team played an active
consultative role during the research phase and contributed directly to the
development of the Arts Investment Strategy discussion paper.
In April 2006, City Council approved the
establishment of and terms of reference for an Arts Investment Strategy
Steering Committee whose mandate was to:
a) provide high-level guidance,
advice and support for the Strategy, as further development and consultation
was carried out;
b) provide direction to the
continued development of the Strategy;
c) assist in making links to other
levels of government, the private sector and other agencies; and
d) oversee Arts Investment
Strategy transition into the City’s Corporate Strategic Plan, once City Council
direction had been given in early 2007.
The Arts Investment Strategy Steering
Committee was established in April 2006 with 3 Councillors, representatives
from arts and festival umbrella organizations, a representative from the City’s
Business Advisory Committee, a representative from the City’s Arts, Heritage
and Culture Advisory Committee, an arts patron, and provincial and federal
government representatives. The
Steering Committee has developed the strategy and its recommendations based on
broad community consultation and expert advice.
The Arts Investment Strategy is attached as
Document 1.
2.
Festivals Sustainability Plan (FSP):
City Council directed the Community and
Protective Services Department, in consultation with Ottawa Festivals and
community groups, to develop a sustainability support plan for Festivals, Fairs
and Special Events. The Festival
Sustainability Steering Committee was formed including representation from
Ottawa Festivals (OF); Ottawa Tourism; the Ottawa-Gatineau Hotel Association;
as well as representatives from Festival, Fair, and Special Event organizations
and local Canada Day events. All
members agree that both the community and the City have a role to play in
sustaining Festivals, Fairs and Special Events. 27 representatives from the festivals, fairs and events sector
participated in a public consultation session and there was general support for
the overall draft recommendations.
The report of the Festival Sustainability
Plan Steering Committee is attached as Document 2.
DISCUSSION
Arts
Investment Strategy
The Arts Investment Strategy recommends
concrete steps for the City of Ottawa to take in order to invest, to spark
investment and to sustain investment in Ottawa’s local arts and festival
sector. This broad, partnered
investment strategy is aimed at closing the revenue gap for Ottawa’s local arts
and festival sector over an eight year period.
Summary of Research
Extensive research was carried out during the
development of the Strategy. A 2003
cross-Canada per-capita study comparing 2003 operating/project funding invested
in local arts/festival sectors from municipal, provincial and federal
government sources in Canada’s 7 largest single cities was undertaken. Ottawa ranked last in municipal per-capita,
last in provincial arts agency per-capita, second last in Canada Council for the
Arts per-capita and second in Department of Canadian Heritage per-capita.
When all 2003 governmental funding sources
were combined, Ottawa ranked last at $12.20.
Second last was Toronto at $24.14.
Calgary, Edmonton and Winnipeg ranked in the middle at $25.09, $25.56
and $26.26 respectively. Vancouver was
second at $47.16 per-capita and Montreal ranked first at $48.20 (please refer
to Table 3 in Document 1).
The 2003 municipal funding per-capita study
was updated to report on 2005 figures.
In this study, Ottawa continued to rank last at $3.64 municipal
per-capita funding in comparison to Canada’s 6 other largest single cities
(please refer to Table 4 in Document 2).
Ottawa’s Unique Context
Ottawa’s dual status of national capital and
local city presents challenges and opportunities for the local arts and
festival sector. Ottawa’s national,
cultural institutions have national mandates and are accountable to taxpayers
across the country. They are not
mandated to support the local cultural sector.
Ottawa’s local arts and festival institutions support the local cultural
sector, help to keep Ottawa’s creative talent here, connect with Ottawa’s
diverse and distinct neighbourhoods and communities and tell Ottawa
stories.
Major challenges currently exist for local
arts and festivals to operate in Ottawa alongside the national cultural sector
with its national mandate, its larger resources and its broader
infrastructure. Competition naturally
results in the areas of funding, venues, audiences, volunteers, participants,
talent attraction and retention, media attention, private sector sponsors, and
fundraising events/activity. Challenges
can turn into “capital city” opportunities only if adequate and competitive
funding, resources and support are in place for development and sustainability.
Economic Impact
A
creative city is a competitive city in the global marketplace, and a tolerant,
attractive home for diverse residents.
A creative city must be able to sustain a concentration of artists,
creative people, cultural organizations and creative industries within its
boundaries. Municipalities that adopt
and support culture as an essential industry have gained positive economic
benefits for their communities. The
cultural sector in a city creates job growth, turns ordinary cities into
‘destination cities’, creates interconnections between arts and business,
revitalizes urban areas, attracts skilled workers and creates spin-off
businesses.
Recommended Arts Investment Strategy
The Arts Investment Strategy aims to eliminate the arts and festival sector revenue gap within eight years time (by 2014), by implementing short and longer-term strategies to generate new arts and festival sector operating revenues from a wide range of sources.
A municipal investment plan is the essential catalyst that will create increased capacity for investment and support from provincial and federal government sources, the private sector, individual philanthropists and foundations.
These new
leveraged sources of investment will, in turn, build the capacity of the local
arts and festival sector to generate increased earned revenue; expand
fundraising income; and achieve more effective planning, governance, marketing
and operational systems. Financial
sustainability and the resulting quality of life and economic impacts will
result in Ottawa becoming a more dynamic and liveable city for residents, and a
more attractive location for business and tourists.
The goals of the Arts Investment Strategy
are:
- To
support Ottawa’s local arts and festival sector to produce, manage and
market its work;
- To
raise awareness of the value and impact of the local Ottawa arts and
festival sector;
- To
increase support of Ottawa arts and festivals by all levels of government,
the private sector and individuals;
- To
increase arts and festival sector operating revenues from a broad range of
sources by $15 million (2007 dollars) by 2014; and
- To
measure results.
Municipal Investment Plan
In
order to meet existing and emerging community needs, to achieve average
competitiveness with Canada’s six other largest single cities and to achieve
the greatest capacity of leveraging investment from other levels of government
and alternate sources in a timely manner, Recommendation Two identifies an
increased municipal funding plan of $2.5M for local arts, festivals, fairs and
special events over a four-year time period.
This proposed municipal investment plan would:
a)
initiate
the Arts Investment Strategy for Ottawa and confirm the City of Ottawa’s
leadership role;
b)
build
the capacity that will allow for the implementation of Recommendations Three
through Nine; and
c)
increase
Ottawa’s municipal arts/festival funding per-capita from $3.84 in 2006 to $5.94
in 2010.
The average per-capita measure of the six
other largest single Canadian cities in 2005 was $6.66. When the highest and lowest per-capita
measures are removed from the mix, in order to even out the average and avoid a
potentially flawed comparison, the resulting average per-capita measure is
$5.95. The $2.5M municipal investment
plan would bring Ottawa’s per-capita measure to average competitiveness, based
on 2005 cross-Canada per-capita measures, at $5.94 by 2010. It will not, however, achieve average
cross-Canada competitiveness, if other Canadian cities implement additional
funding increases from 2007 to 2010.
Recommendation Three proposes that the
increased $2.5M four-year municipal funding plan for local arts, festivals,
fairs and special events be scheduled over a 4-year period, subject to annual
budget approvals, as follows:
· 2007
- $1.5M
· 2008
- $400,000
· 2009
- $400,000
· 2010
- $200,000
The following funding allocations have been
recommended by both the Arts Investment Strategy Steering Committee and the
Festival Sustainability Plan Steering Committee:
· In 2007, $650,000 for Festivals, Fairs and
Special Events, including $337,000 to meet existing community needs, $250,000
for the creation of a Sustainability and Emergency Fund Program, and $63,000 to
provide ongoing support and development of member organizations of Ottawa
Festivals. Also, in 2007, $850,000 for
the Arts Investment Strategy, including $440,000 to meet existing community
needs, $200,000 to meet existing and emerging needs targeted to arts, service
provisions, facility and asset management, $65,000 to increase organizational
capacity, $75,000 to support diverse communities, $50,000 to support rural
areas and $20,000 for a feasibility study related to the development of an Arts
Stabilization Project and as an Arts Investment Service for Ottawa.
- In
2008, $400,000 to meet existing community needs, including $150,000 for
Festivals, Fairs and Special Events and $250,000 for the Arts Investment
Strategy.
- In
2009, $400,000 to meet existing community needs, including $150,000 for
Festivals, Fairs and Special Events and $250,000 for the Arts Investment
Strategy.
- In
2010, $200,000 to meet existing community needs for arts, festival, fair
and special events organizations.
By
leading with an increased annual municipal investment in 2007, the greatest
leveraging capacity can be achieved.
Table 1 below outlines the resulting municipal per-capita impact by year
from 2006 to 2010.
Table 1 - Proposed Municipal Investment Plan
(2006 to 2010)
|
Year |
Population |
Total Arts/Festival Operating and
Project Funding |
Total Arts/Festival Operating and Project
Funding as Per-Capita Measure |
|
2006 |
897,400 |
$3,445,783 |
$3.84 |
|
2007 |
931,703 |
$4,945,783 |
$5.30 |
|
2008 |
954,594 |
$5,345,783 |
$5.60 |
|
2009 |
977,485 |
$5,745,783 |
$5.88 |
|
2010 |
1,000,376 |
$5,945,783 |
$5.94 |
Other Sources of
Funding and Partnerships
Increased Support From Other Levels of
Government
The
average combined government dollars disbursed in 2003 to the local arts and
festival sector in Canada’s 7 largest single cities was $35,283,945. Combined government dollars disbursed in
2003 to Ottawa’s local arts and festival sector was $10,242,248. The average combined government per-capita
in 2003 in these same 7 cities was $29.80.
Ottawa’s combined government per-capita in 2003 was $12.20.
An AIS government investment focus group
was held in October 2006 with representatives from the Department of Canadian
Heritage; the Canada Council for the Arts; the Ontario Ministries of
Citizenship, Culture, Sport and Recreation; the Ontario Ministry of Tourism;
the Ontario Arts Council; the Ontario Trillium Foundation and the City of
Ottawa
At this Government Investment focus group, municipal funding was identified as the keystone piece that leverages provincial and federal funding. Increased municipal funding will provide the initial investment required for the local arts/festival sector to further develop its products, talent and infrastructure. This, in turn, allows local arts and festival organizations to compete more favourably at provincial and federal levels for funding. Increased investment leads to greater development, which leads to stronger artistic merit, organizational effectiveness and community impact. This builds competitiveness in the sector and opens the door for greater investment opportunities.
Recommendation Five identifies the need to seek out opportunities and advocate for increased provincial and federal allocations for Ottawa’s local arts/festival sector on an annual basis.
Increased
Support from the Private Sector
According to the City of Ottawa’s extensive 2005 Revenue/Income Study, private sector and fundraising revenue represents 26% of the total collective income generated by the local arts and festival sector.
An AIS private sector focus group was held in October 2006 with participants from the private sector, OCRI, the City’s Economic Development Division, Ottawa’s Business Advisory Committee, the University of Ottawa and arts/festival community leaders.
Recommendation Seven is a specific proposed action that refers to the implementation of an ArtsVest matching grants program in Ottawa in 2008, in collaboration with the Council for Business and the Arts in Canada (CBAC). ArtsVest is a matching grants program created by the CBAC in partnership with the Ontario Ministry of Culture and the Ontario Trillium Foundation. Its goal is to help develop new, mutually beneficial partnerships between business and arts organizations that will in turn benefit Ontario communities.
Recommendation Eight identifies a broader
initiative aimed at building partnership and development related to Ottawa’s
local business and local arts sectors. There is a need to work in greater partnership with
corporations and the business sector in order to understand how the arts can
offer greater value in exchange for sponsorship. This information then needs to be shared with the full
arts/festival sector, since the more value that the arts can deliver to
sponsors, the more revenue that will be returned. There is a need to treat sponsorship revenue as earned income and
to better understand how these revenues can be earned.
Suggested initial partners for collaboration in this regard are local business and arts umbrella organizations including the Ottawa Chamber of Commerce, le Regroupement des gens d’affaires, the Council for the Arts in Ottawa, Arts Ottawa East and Ottawa Festivals.
Increased
Cultural Partnerships
An AIS cultural partnership focus group was held in October 2006 with participants from the National Capital Commission, the National Arts Centre, the National Gallery of Canada, the Canadian Museum of Civilization, the Canadian War Museum, the City of Gatineau, le Conseil régional de la culture de l’Outaouais, the City of Ottawa and arts/festival community leaders.
Participants determined there are opportunities to develop increased cultural and marketing partnerships which include the local arts and festival sectors, the National Capital Commission (NCC), the City of Gatineau and federal cultural institutions located in Ottawa. Tourism Ottawa and Tourisme Outaouais are important partners as well.
Recommendation Six identifies the need to seek out these partnership opportunities.
Long-Term
Sustainability
Longer-term sustainability is addressed through two potential initiatives – the development of an Arts Stabilization Project for Ottawa, and the establishment of an Investment Service in support of Ottawa’s local arts sector.
In November 2006, two AIS focus groups were held focusing on different components of longer-term sustainability. The first AIS focus group determined that a feasibility study to assess the development of an Arts Stabilization Project for Ottawa should be carried out. Arts organizations that participate in Arts Stabilization projects work with professionals in different areas of expertise to build a more stable administrative and financial base, and to acquire skills that help them cope with current and future challenges. Once this work is successfully completed, they can be rewarded with Working Capital Awards to help sustain their achievements. Arts Stabilization Projects represent the interests of the larger community through the make-up of their Boards and the diversity of their revenue bases.
The second AIS focus group discussed the possible establishment of an Ottawa arts investment service. Philanthropic initiatives can serve to deliver an important source of revenue to arts organizations that have charitable status. The Arts Investment Strategy Steering Committee was asked to consider the feasibility of establishing an Arts Endowment Fund for Ottawa. In addition, the establishment of an investment transfer service was discussed.
Recommendation Nine identifies the need to analyze the feasibility of developing an Arts Stabilization Project for Ottawa and an Arts Investment Service, including an Arts Endowment Fund, in support of Ottawa’s local arts sector in collaboration with the Council for the Arts in Ottawa, the Department of Canadian Heritage, the Ontario Trillium Foundation and other local arts service organizations.
Festivals Sustainability Plan
Festivals, Fairs and Special Events will be sustainable,
as demonstrated in the cross-Canada research, through a combination of adequate
funding investment and clearly defined in-kind services and sponsorship
policies.
The
Festivals, Fairs and Special Events Funding Program budget is $626,084 and has
remained static since its inception in 2003.
Since 2004, this Funding Program was removed from the base budget
funding and has been funded on a one-time basis through the citywide reserve
fund. The Festival Sustainability
Steering Committee supports Recommendation Four calling for the reinstatement
of the Festivals, Fairs, and Special Event Funding Program, which has a budget
of $713,000 including $86,916 for program support.
Recommendation
Three proposes $650,000 in additional funding for Festivals, Fairs and Special
Events in 2007. As indicated in the
Arts Investment Strategy allocation proposal, the Festivals Sustainability Plan
supports the additional 2007 funding allocation of $337,000 to meet existing community needs, $250,000 for the
creation of a Sustainability and Emergency Fund Program to provide greater
stability to the Festival, Fair and Special Event industry; and $63,000 for
Ottawa Festivals to provide ongoing support and development to member
organizations.
As Ottawa Tourism is responsible for marketing
the City of Ottawa as a tourist destination, they are proposing to consult with
Ottawa Festivals each
year to ensure that the City's Festivals, Fairs and Special Events are
integrated wherever possible into Ottawa Tourism’s annual destination marketing
program. Cultural Services staff will
work with Business Development staff, Ottawa Tourism and Ottawa Festivals to
help ensure this integration (Recommendation Ten).
Many cities invest funds related to in-kind
services for festivals, fairs and special events. While preliminary data indicates that the City of Ottawa has
invested over $700,000 for in-kind services in 2006, more research and study
need to be done in this area. The Festival Sustainability Steering Committee
supports the need for a Citywide policy for “in kind” services and “invoiced”
services. Event Central staff, however, will first need to continue tracking
the City of Ottawa’s in-kind services and charged services in 2007 in order to
analyze this information before developing a framework for in-kind and invoiced
services (Recommendation Eleven).
Frequently, the Community and Protective
Services Department receives requests from community and event organizers to
sponsor local events. While the City of
Ottawa does have a Corporate Sponsorship and Advertising Policy “to assist in the provision of City services and projects”,
this policy does not address City sponsorship of an event. The Festival Sustainability Steering
Committee supports the need for a Citywide sponsorship policy that accommodates
these types of community requests (Recommendation Twelve).
PUBLIC CONSULTATION
A total of 220 individuals and organizations have been involved in Arts Investment Strategy consultations. Participants helped to develop and supported the strategy and draft recommendations.
An additional 27 festivals, fairs, and special events organizers participated in a public consultation session on the Festivals Sustainability Plan. There was general support for the overall draft recommendations.
Further details
on public consultation appear in Documents 1 and 2.
FINANCIAL IMPLICATIONS
Funding for the Arts Investment Strategy has
not been included in the 2007 draft operating estimates. If approved by City Council, the additional
requirement in 2007 will result in a 0.2% tax increase.
The 2007 Draft Budget includes a previously
one-time funded amount of $713,000 for Festivals, Fairs and Special Events,
including $87,000 for program support.
SUPPORTING DOCUMENTATION
Document 1: Arts Investment Strategy
Document 2: Festivals Sustainability Plan
DISPOSITION
The Community and Protective Services Department will implement any direction received from Council.
Document 1
ARTS INVESTMENT STRATEGY
STEERING COMMITTEE REPORT
Report Recommendations
That Community and Protective Services Committee recommend that Council:
1. Support the overall Arts Investment Strategy which includes the following components:
· increased municipal arts, festival, fair and special event funding;
· expanded advocacy directed to senior levels of government and aimed to increase provincial and federal funding for local arts and festival organizations;
· increased cultural partnerships that include the local arts and festival sector, the National Capital Commission, the City of Gatineau and federal cultural institutions in Ottawa;
· increased partnerships between local arts, festival, fair and special event organizations and the private sector; and
· analyze the feasibility of developing an Arts Stabilization Project for Ottawa, and an Ottawa Arts Investment Service including an Arts Endowment Fund.
2. Consider, during the 2007 budget process, an increased municipal funding plan of $2.5M for local arts, festivals, fairs and special events over a four-year time period, in order to:
· meet existing and emerging community needs;
· achieve average competitiveness with Canada’s six other largest single cities and;
· achieve the greatest capacity of leveraging investment from other levels of government and alternate sources in a timely manner.
3. Implement the proposed increased $2.5M four-year municipal funding plan for local arts, festivals, fairs and special events according to the proposed allocation and timeline identified in the report, and subject to annual budget approvals, as follows:
- 2007 - $1.5M
- 2008 - $400,000
· 2009 - $400,000
- 2010 - $200,000
4. Identify opportunities and advocate for increased provincial and federal allocations for Ottawa’s local arts/festival sector.
5. Identify opportunities to increase cultural partnerships that include the local arts and festival sectors, the National Capital Commission (NCC), the City of Gatineau and federal cultural institutions located in Ottawa.
6. Increase private sector support of the arts by implementing an ArtsVest matching grants program in Ottawa in 2008, in collaboration with the Council for Business and the Arts in Canada.
7. Build partnerships between the local business and local arts sectors in collaboration with the Ottawa Chamber of Commerce, le Regroupement des gens d’affaires, the Council for the Arts in Ottawa, Arts Ottawa East and Ottawa Festivals.
8.
Analyze the feasibility of developing
an Arts Stabilization Project for Ottawa and an Arts Investment Service,
including an Arts Endowment Fund, in support of Ottawa’s local arts sector in
collaboration with the Council for the Arts in Ottawa, the Department of
Canadian Heritage, the Ontario Trillium Foundation and other local arts service organizations.
EXECUTIVE SUMMARY
The Arts Investment Strategy recommends concrete steps for the City of Ottawa to take in order to invest, to spark investment and to sustain investment in Ottawa’s local arts and festival sector. This broad, partnered investment strategy is aimed at closing the revenue gap for Ottawa’s local arts and festival sector over an 8-year period, in order to:
- achieve the quality of life impacts for Ottawa that arts and festival sectors generate in other major Canadian cities;
- realize the economic potential of the local arts and festival sector;
- ensure public access to the excellence and diversity of Ottawa’s local arts, festivals, fairs and special events;
- keep Ottawa’s artists here and reduce the current talent drain to other major Canadian centres; and
- stabilize Ottawa’s local arts and festival sector.
Awareness of the value of Ottawa’s local arts and festival sector must be raised in order to create a climate in which the sector can attract new revenues of a certain magnitude. New revenues need to come from the broadest possible range of sources, and not from increased taxpayer support alone.
The Arts Investment Strategy aims to eliminate the arts and festival sector revenue gap within eight years time (by 2014), by focusing on implementing short and longer-term strategies to generate new arts and festival sector operating revenues from a wide range of sources.
The goals of the Arts Investment Strategy are:
- To support Ottawa’s local arts and festival sector to produce, manage and market its work;
- To raise awareness of the value and impact of the local Ottawa arts and festival sector;
- To increase support of Ottawa arts and festivals by all levels of government, the private sector and individuals;
- To increase arts and festival sector operating revenues from a broad range of sources by $15 million (2007 dollars) by 2014; and
- To measure results.
Assumptions and Analysis:
Municipalities that adopt and support culture as an essential industry have gained positive economic benefits for their communities. Cultural industries create job growth, turn ordinary cities into ‘destination cities’, create interconnections between arts and business, revitalize urban areas, attract skilled workers and create spin-off businesses.
A 2005 cross-Canada municipal per-capita study compared 2005 operating/project funding (not capital funding) invested in the arts/festival sector from municipal government sources in Canada’s 7 largest single cities. Ottawa ranked last in municipal funding at $3.64 per-capita as compared to Vancouver ($11.89), Montreal ($7.03), Winnipeg ($6.14), Toronto ($5.77), Edmonton ($4.87) and Calgary ($4.30) (please refer to Table 1 below).
Table 1 - Arts and Festival Government Funding –
Per-Capita Comparison - 2005
|
City |
2005
Population |
Total
Municipal Arts/Festival Operating and Project Funding in 2005 |
Total
Arts/Festival Grants as Per-Capita Measure in 2005 |
|
Vancouver |
583,267 |
$11.89 |
|
|
Montréal |
1,874,000 |
$13,182,110 |
$ 7.03 |
|
Winnipeg |
650,100 |
$ 3,989,552 |
$ 6.14 |
|
Toronto |
2,607,637 |
$15,049,950 |
$ 5.77 |
|
Edmonton |
712,391 |
$ 3,469,600 |
$ 4.87 |
|
Calgary |
956,078 |
$ 4,113,992 |
$ 4.30 |
|
Ottawa |
865,550 |
$ 3,154,374 |
$ 3.64 |
|
AVERAGE |
1,178,432 |
$ 7,126,650 |
$ 6.23 |
The City must play a leadership role in order to be the catalyst that sparks and leverages broader investment from other sources. It is recognized that municipal funding is a keystone investment that leverages funding from other government levels, earned revenue, private sector contributions, fundraising income and individual donations. In order for a broad, partnered investment strategy to be successful, the City must take the first steps towards competitive investment.
In order to achieve average competitiveness with Canada’s 6 other largest single cities, and in order to achieve the greatest capacity for leveraging investment from other levels of government and alternate sources in a timely manner, the City must increase its current arts and festival funding budget by $2.5 million over a four year time period.
The average per-capita measure of Canada’s 7 largest cities (including Ottawa) in 2005 was $6.23. When the highest and lowest per-capita measures (as well as Ottawa’s per-capita measure) are removed from the mix, in order to even out the average and avoid a potentially flawed comparison, the resulting average per-capita measure is $5.95.
The $2.5M municipal investment plan will bring Ottawa’s per-capita measure to average competitiveness, based on 2005 cross-Canada per-capita measures, at $5.94 by 2010. It will not, however, achieve average cross-Canada competitiveness, if other Canadian cities implement additional funding increases from 2007 to 2010.
A municipal investment plan is the essential catalyst that will create increased capacity for investment and support from provincial and federal government sources, the private sector, individual philanthropists and foundations.
These new
leveraged sources of investment will, in turn, build the capacity of the local
arts and festival sector to generate increased earned revenue; expand
fundraising income; and achieve more effective planning, governance, marketing
and operational systems. Financial
sustainability and the resulting quality of life and economic impacts will
result in Ottawa becoming a more dynamic and liveable city for residents, and a
more attractive location for business and tourists.
Financial Implications:
Funding for the Arts Investment Strategy
has not been included in the 2007 draft operating estimates. If this request is approved by City Council,
the additional requirement in 2007 will result in a 0.2% tax increase.
Public Consultation / Input:
Since 2005, extensive public consultation and input have shaped the development of the Arts Investment Strategy for Ottawa. An AIS community working team (April 2005 to April 2006) and a Council-approved AIS Steering Committee (April 2006 to June 2007) have provided broad community direction and guidance. In the fall of 2006, 6 focus groups were held aimed at gaining specific expert feedback on 6 potential arts investment strategies. A total of 60 investors, community leaders, business leaders, and government representatives participated in these focus groups.
In January 2007,
95 individuals (including a very broad range of representatives from
arts and festival organizations, the private sector, arts industry,
foundations, universities, business improvement associations, senior government
levels, patrons, Ottawa taxpayers, citizen coalitions and the media)
participated in 2 AIS public open houses.
The Arts Investment Strategy has been discussed at 7 City of Ottawa Arts, Heritage and Culture Advisory Committee meetings from May 2005 to November 2006. During this time period, 26 AHCAC members have provided feedback to the development of the Strategy. The Business Advisory Committee and the City’s Economic Development Division have participated in focus groups and on the Steering Committee. The New Canadian Coalition for Arts and Culture, a developing organization that is linked with the Ottawa-Carleton Immigrant Services Organization, has been consulted.
In summary, a
total of 220 individuals and organizations have been involved in Arts
Investment Strategy consultations.
BACKGROUND
On November 27, 2002 and April 23, 2003 respectively, the following motions were carried at City Council:
“That staff review once again historical Arts funding for Ottawa in comparison to other cities and recommend changes in Arts funding to bring Ottawa, on a per-capita basis, in line with other Canadian cities and to recommend a timeline to achieve our goal and to present this report to this Committee in early 2003.” (November 27, 2002)
“Whereas arts and heritage policy statements mean little without a funding strategy; be it resolved that the 20/20 Arts and Heritage Plan include an investment direction based on the following: a) increasing the per-capita funding for arts and heritage on an annual basis until Ottawa’s per-capita arts funding is on a competitive basis with the 6 other large Canadian cities.” (April 23, 2003)
The Council-approved Ottawa 20/20 Arts Plan included the following policy statement:
“The City will increase per-capita arts funding annually until Ottawa’s per-capita arts funding is competitive with the 6 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.” (April 23, 2003)
Ottawa 20/20 Arts Plan
The Council-approved Ottawa 20/20 Arts Plan’s 5 strategic directions represent 20-year goals. The City will work together with community partners, artists of all disciplines, other levels of government and the private sector to:
- Broaden public access to the excellence and diversity of Ottawa’s local arts sector;
- Keep Ottawa’s artists here and attract others to join them;
- Build creative capacity and contribute to the health and well-being of Ottawa’s communities, sectors (public/private), neighbourhoods, children and youth;
- Employ the arts to help develop Ottawa’s public spaces, rural and natural spaces, neighbourhoods, main streets, and town centres as vital, active, environmentally-sound and attractive people-friendly places; and
- Facilitate the realization of the local cultural sector’s full economic impact.
Ottawa’s
Unique Context
Ottawa carries with it a dual status - that of national capital and local city. As Canada’s 4th largest single city, Ottawa has its own neighbourhoods, its own stories to tell, its own artist-citizens, its own home-grown festivals, and the need for its own properly resourced and supported artistic infrastructure, both operating and capital.
Ottawa’s dual status poses significant challenge as well as unique opportunity for the local sector. The national mandates and achievements of Ottawa’s national cultural institutions are applauded and encouraged. Within an international context, capital cities carry essential national cultural mandates, promoting their cultural achievements to the world.
Major challenges currently exist for local arts and festivals to operate in Ottawa alongside the national cultural sector with its national mandate, its larger resources and its broader infrastructure. Competition naturally results in the areas of funding, venues, audiences, volunteers, participants, talent attraction and retention, media attention, private sector sponsors, and fundraising events/activity.
The local sector can meet these challenges and turn them into “capital city” opportunities if adequate and competitive funding, resources and support are in place for development and sustainability.
Ottawa’s Creative Talent Base
Although under-resourced and unstable, the City has a strong creative talent base. Ottawa is home to national and international award-winning artists in the literary, media, performing and visual arts. Forms, styles and genres run the full continuum from traditional to folk to classical to contemporary to popular to alternative to underground. Vibrant, local artistic work reflects Ottawa’s bilingual and diverse city.
In addition to artists and arts organizations that create, produce and present work in all disciplines, Ottawa has a dynamic local arts education and training sector that builds young talent for the future and performs extensive outreach activity, connecting artists with the neighbourhoods in which they live, with marginalized communities and with at-risk populations. Service organizations support, connect, develop and advocate for the local arts and festival scene. A wide and diverse range of home-grown festivals presents local, national and international talent, garnering local, national and international media attention and placing Ottawa on the creative map.
According to a March 2006 Hill Strategies study focused on “Artists in Large Canadian Cities”, Ottawa was home to 4,395 artists (actors, artisans, conductors, dancers, musicians, visual artists, producers, writers etc.) in 2001. In comparison to Canada’s 6 other largest single cities, Ottawa experienced the smallest percentage of growth in resident artists from 1991 to 2001. Ottawa’s 11% increase over 10 years represents an increase of 430 artists. During this same time period, the national average percentage increase was 29% and the other 6 largest Canadian single cities experienced percentage increases as reflected in Table 2 below.
The Hill Strategies “Artists in
Large Canadian Cities” Study also reports that the average annual earnings for artists in Ottawa
in 2001 was $29,700. This average
earnings is 26% less than the average earnings for the overall labour force,
despite the fact that, in Canada, the percentage of artists holding a
university degree, certificate or diploma is double that of the overall labour
force.
The Economic Impact of Culture
A creative city is a competitive city in the global marketplace, and a tolerant, attractive home for diverse residents. A creative city must be able to sustain a concentration of artists, creative people, cultural organizations and creative industries within its boundaries. A November 2002 report entitled “Competing on Creativity: Placing Ontario’s Cities in North American Context” prepared for the Ontario Ministry of Enterprise, Opportunity and Innovation and the Institute for Competitiveness and Prosperity indicates that:
“The most successful city-regions are the ones that have a social
environment that is open to creativity and diversity of all sorts. The ability to attract creative people in
arts and culture fields and to be open to diverse groups of people of different
ethnic, racial and lifestyle groups provides distinct advantages to regions in
generating innovations, growing and attracting high-technology industries, and
spurring economic growth.”
(M. Gertler, R. Florida, G. Gates and T. Vinodrai; November 2002; page ii -
Executive
Summary)
Municipalities that adopt and support culture as an essential industry have gained positive economic benefits for their communities. Cultural industries create job growth, turn ordinary cities into ‘destination cities’, create interconnections between arts and business, revitalize urban areas, attract skilled workers and create spin-off businesses.
The Council for Business and the Arts in Canada, in conjunction with McKinsey and Company, recently completed a research and analysis project related to the potential drivers for partnership between the corporate and cultural sectors. The following are key findings:
- Public sector investment in the arts and cultural community is essential. It is the catalyst for private sector support and together these drive direct, indirect and induced benefits.
- The arts in Canada provide an economic engine (based on public and private sector support, earned income and incremental tourism) which drives impact at as much as 12X the level of initial public sector investment.
- Because of these multiples, more than 80% of this public sector investment comes back to government in the form of taxes.
- Maximum impact is generated at the induced level and the real beneficiaries of cultural investment are Canadian communities.
Arts Investment Strategy
Development of an Arts Investment Strategy (AIS) for Ottawa was initiated in 2005 in response to Council direction. Following extensive research and consultation, an AIS discussion paper was developed in partnership with the community. This discussion paper summarized all research to date, and presented potential investment strategies for further community consultation and development.
These potential investment strategies included a municipal investment plan, increased provincial and federal government investment, establishment of a targeted private sector program, increased cultural partnership and feasibility work related to an Arts Stabilization Project for Ottawa and an Ottawa Arts Endowment Fund.
Arts
Investment Strategy Information Report to HRSS, November 2005
On November 17, 2005, the Health, Recreation and Social Services Committee received an Arts Investment Strategy information report that:
- 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;
- 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
- outlined next steps.
Establishment
of Arts Investment Strategy Steering Committee, April 2006
In April 2006, City Council approved the establishment of and terms of reference for an Arts Investment Strategy Steering Committee whose mandate was to:
- provide high-level guidance, advice and support for the Strategy, as further development and consultation was carried out;
- provide direction to the continued development of the Strategy;
- assist in making links to other levels of government, the private sector and other agencies; and
- oversee Arts Investment Strategy transition into the City’s Corporate Strategic Plan, once City Council direction had been given in early 2007.
Summary of
Research Results
The following research studies were completed in 2005 and 2006 during the development of the Arts Investment Strategy:
- Detailed revenue/income study of local arts, festival and fair organizations (see summary chart – Annex 1);
- Cross-Canada municipal, provincial and federal arts/festival funding per-capita comparison for 2003 (see Table 3);
- Cross-Canada municipal arts/festival funding per-capita comparison for 2003 and 2005 (see Annex 2 and Table 4); and
- Ottawa’s arts/festival funding as a per-capita measure (2002-2006) (see Table 5).
Detailed
Revenue/Income Study
The revenue/income study analyzed revenue data contained in the most recent audited financial statements of the 158 local, not-for-profit arts, festival and fair organizations that applied in 2005 for municipal funding (please refer to Annex 1). Key findings are as follows:
- The local arts/festival sector directly generates and spends approximately $40 million in Ottawa collectively on an annual basis. Indirect spending and economic impact are in addition to this operating total.
- Municipal funding represents 7% of the total collective revenue generated by the arts/festival sector. This keystone 7% investment leverages the remaining 93% from other sources – earned revenue (42%), private sector and fundraising revenue (26%), provincial and federal government funding (23%) and other forms of revenue (2%).
- $1 of keystone City investment in the local arts/festival sector leverages an additional $13 from other sources.
- In spite of its strong revenue-generating initiatives, the local arts/festival sector posted annual operating deficits of $339,185 for its most recent fiscal year.
2003
Cross-Canada Government Funding Per-Capita Study
The 2003 cross-Canada per-capita study compared 2003 operating/project funding (not capital funding) invested in the arts/festival sector from municipal government sources, provincial arts funding agency sources, the Canada Council for the Arts and the Department of Canadian Heritage in Canada’s 7 largest single cities (Toronto, Montreal, Calgary, Ottawa, Edmonton, Winnipeg and Vancouver).
Among Canada’s 7 largest single cities, Ottawa ranked last in municipal funding at $3.41 per-capita, last in provincial arts agency funding at $2.56 per-capita, second last in Canada Council for the Arts funding at $3.95 per-capita and second in Department of Canadian Heritage funding at $2.27 per-capita.
When all of the governmental sources were combined, Ottawa ranked last at $12.20 per-capita. The 6 other largest single cities ranked as follows when comparing combined government funding sources: Montreal ($48.20), Vancouver ($47.16), Winnipeg ($26.26), Edmonton ($25.56), Calgary ($25.09), and Toronto ($24.14).
The
average combined government dollars disbursed in 2003 to the local arts and
festival sector in major Canadian cities was $35,283,945. Combined government dollars disbursed in
2003 to Ottawa’s local arts and festival sector was $10,242,248. The average combined government per-capita
in 2003 was $29.80. Ottawa’s combined
government per-capita in 2003 was $12.20
(please refer to Table 3 below).
|
CITY |
Combined Municipal, Provincial Arts Funding Agency,
Canada Council for the Arts and Canadian Heritage Arts/Festival $ Disbursed
in 2003 |
2003 Population |
Municipal 2003 Percapita |
Provincial Arts Funding Agency 2003 Percapita |
Canada Council for the Arts Funding 2003 Percapita |
Canadian Heritage Arts-Festival Funding 2003 |
Combined Municipal, Provincial Arts Funding Agency,
Canada Council for the Arts and Canadian Heritage Arts/Festival 2003
Percapita |
|
Montreal[1] |
$89,776,039 |
1,862,608 |
5.99 |
24.04 |
16.08 |
2.09 |
48.20 |
|
Vancouver[2] |
$26,810,475 |
568,442 |
9.34 |
10.73 |
23.57 |
3.52 |
47.16 |
|
Winnipeg[3] |
$16,926,697 |
644,500 |
5.01 |
10.74 |
9.17 |
1.34 |
26.26 |
|
Edmonton[4] |
$17,047,558 |
667,000 |
4.07 |
15.22 |
5.09 |
1.17 |
25.56 |
|
Calgary[5] |
$23,141,644 |
922,315 |
3.92 |
16.35 |
3.78 |
1.05 |
25.09 |
|
Toronto[6] |
$63,042,954 |
2,611,661 |
5.13 |
6.62 |
11.20 |
1.18 |
24.14 |
|
Ottawa[7] |
$10,242,248 |
839,566 |
3.41 |
2.56 |
3.95 |
2.27 |
12.20 |
AVERAGE
|
$35,283,945 |
1,159,442 |
5.27 |
12.32 |
10.41 |
1.80 |
$29.80 |
The 2001
population figures are sourced from the 2001 Statistics Canada Census. The 2003 population figures are sourced from
municipal planning departments in each city.
All Canadian Heritage funding relates to the 2003-2004 project fiscal
year.
2005
Cross-Canada Municipal Government Funding Per-Capita Study
The 2005 cross-Canada municipal per-capita study compared 2005 operating/project funding (not capital funding) invested in the arts/festival sector from municipal government sources in Canada’s 7 largest single cities.
Ottawa again ranked last in municipal funding at $3.64 per-capita as compared to Vancouver ($11.89), Montreal ($7.03), Winnipeg ($6.14), Toronto ($5.77), Edmonton ($4.87) and Calgary ($4.30) (please refer to Table 4 below).
The
average municipal government dollars disbursed in 2005 to the local arts and
festival sector in major Canadian cities was $7,126,650. Municipal funding disbursed in 2005 to
Ottawa’s local arts and festival sector was $3,154,374. The
average municipal per-capita in 2005 was $6.23. Ottawa’s municipal per-capita in 2005 was $3.64.
Table 4 - Arts and Festival Government Funding –
Per-Capita Comparison - 2005
City
|
2005
Population |
Total
Municipal Arts/Festival Operating and Project Funding in 2005 |
Total
Arts/Festival Grants as Per-Capita Measure in 2005 |
|
Vancouver |
583,267 |
$11.89 |
|
|
Montréal |
1,874,000 |
$13,182,110 |
$ 7.03 |
|
Winnipeg |
650,100 |
$ 3,989,552 |
$ 6.14 |
|
Toronto |
2,607,637 |
$15,049,950 |
$ 5.77 |
|
Edmonton |
712,391 |
$ 3,469,600 |
$ 4.87 |
|
Calgary |
956,078 |
$ 4,113,992 |
$ 4.30 |
|
Ottawa |
865,550 |
$ 3,154,374 |
$ 3.64 |
|
AVERAGE |
1,178,432 |
$ 7,126,650 |
$ 6.23 |
Ottawa’s Arts and Festival Funding as a Per-Capita Measure (2002 to 2006)
During the period of 2002 to 2006, Ottawa’s arts and festival funding per-capita measure has increased by 7% from $3.58 (2002) to $3.84 (2006). In actual dollars, Ottawa’s municipal arts/festival funding budget decreased by $104,985 in 2003, increased by $158,828 in 2004, increased by $132,600 in 2005 and increased by $291,409 in 2006 (please refer to Table 5 below).
Table 5 -
Ottawa Arts/Festival Funding as Per-Capita Measure (2002 to 2006)
|
Year |
Population |
Total
Arts/Festival Operating and Project Funding |
Total
Arts/Festival Operating and Project Funding as Per-Capita Measure |
|
2002 |
828,460 |
$2,967,931 |
$3.58 |
|
2003 |
839,566 |
$2,862,946 |
$3.41 |
|
2004 |
854,333 |
$3,021,774 |
$3.54 |
|
2005 |
865,550 |
$3,154,374 |
$3.64 |
|
2006 |
897,400 |
$3,445,783 |
$3.84 |
Ottawa’s 2006 arts/festival funding investment of $3,445,783 was disbursed to 220 local recipients working in the literary, media, performing and visual arts; and reflecting Ottawa’s bilingual and diverse city.
2005 Needs
Assessment Study
In 2005, an arts and festival needs assessment study was implemented by staff to determine the size of the existing gap between arts and festival sector operating revenues and revenues required for efficient and sustainable operation. Many arts and festival organizations reported that revenue shortages forced them into crisis management which impacted adversely on efficiency and quality. The not-for-profit arts and festival sector funded by the City was surveyed. The 2005 revenue/income study determined that total sector annual operating revenues measured $40 million. The needs assessment study estimated that it would require $15 million additional annual operating revenues to move the current sector from a state of crisis and instability towards health and sustainability. The operating gap, therefore, was determined to be $15 million or 37% of current revenues.
|
Current Revenue = $40 million |
Gap = $15 million |
The $15 million gap is identified by local arts and festival
organizations as new money required to ensure adequate staffing at equitable
wages, to maintain equipment and long-term assets and to adequately support
existing programs. It does not address
growth, emerging needs or additional, expanded programs.
Cultural Performance Measures and the
2005 Ontario Municipal Benchmarking Initiative (OMBI) Performance Benchmarking
Report
On January 17, 2007, the City released its
first public report on external performance benchmarking entitled Where
We Stand, containing 112 performance measures across various municipal service
areas. This report is a complement to
the joint Ontario Municipal Benchmarking Initiative (OMBI) 2005 Performance
Benchmarking Report released on January 8, 2007. OMBI is a co-operative of 15 Ontario municipalities committed to
continuously improving the way services are delivered to citizens.
Where We Stand shows how Ottawa
performed relative to 14 other Ontario municipalities, notably the County of
Brant, Regional Municipality of Durham, Regional Municipality of Halton, City
of Hamilton, City of London, District of Muskoka, Regional Municipality of
Niagara, Regional Municipality of Peel, City of Greater Sudbury, City of
Thunder Bay, City of Toronto, Regional Municipality of Waterloo, City of
Windsor and Regional Municipality of York.
The following 2 cultural performance measures
were identified and studied within the OMBI exercise:
1. How much does it
cost to provide culture services? (2005 gross culture cost per-capita); and
2. How much does it
cost each resident to provide culture through arts grants? (2005 arts grants
per-capita)
Where We Stand indicates that there
is a variation in costing methods.
While clear definitions were determined at the outset of the process,
interpretation of these definitions varied amongst the municipalities. These variations are being discussed among reporting
municipalities and will be addressed in future reporting.
OMBI Measure: 2005 Gross
Culture Cost Per-Capita
This performance measure refers to the cost
per person to operate cultural programs within a municipality. There were 9 OMBI municipalities that
reported on this measure. Performance
results, among this sampling, indicate that Ottawa’s gross culture cost
per-capita is below that of 2 other Ontario municipalities (Hamilton and
Toronto) and higher than that of 6 other municipalities (Thunder Bay, Windsor,
London, Region of Waterloo, Sudbury and the Region of Halton). Ottawa’s cost is $1.50 above the
median. Table 6 below identifies the
performance results for the 9 municipalities that provided information relative
to this performance measure.
Table 6 – OMBI Measure: 2005 Gross Culture Cost
Per-Capita
Municipality
|
2005 Population |
2005 Gross Culture Cost Per-Capita (in $) |
|
Toronto |
2,698,400 |
$20.39 |
|
Hamilton |
518,745 |
$19.04 |
|
Ottawa |
865,560 |
$15.14 |
|
Thunder Bay |
112,488 |
$14.23 |
|
Windsor |
217,249 |
$13.64 |
|
Median |
|
$13.64 |
|
London |
351,900 |
$9.45 |
|
Region of Waterloo |
497,900 |
$6.37 |
|
Sudbury |
155,339 |
$2.72 |
|
Region of Halton |
427,500 |
$1.49 |
Ottawa’s per-capita gross cost of $15.14 for 2005 includes the gross
expenses related to delivering the City’s arts, heritage, and festival services
and programs, operation of 21 cultural facilities, and indirect cost
allocations from the City’s internal centres of expertise (ie. Finance, Human
Resources, IT, Facility and Property Management etc.). It is important to note the gross culture
cost above includes the costs of directly operating the following City
programs:
· Archives
programs;
· Arts
Court - centre for performing visual and literary arts;
· City-wide
events (Doors Open);
· Community arts programs (outreach arts
programs to at-risk children and youth, special needs programs, youth arts
leadership programs and summer park arts programming);
· 7 directly operated and 3
community-operated galleries;
· Heritage
Programs (ie. Museum Day, Heritage Day etc.);
· 3 Museums (Billings Estate Museum,
Cumberland Heritage Village Museum, and Pinhey’s Point Historic Site);
· Nepean Creative and Visual Arts
Centres (instructional arts programs, ie. painting, drama, dance, pottery
etc.);
· Public Art Program (exhibitions,
circulating civic art collection, site-specific art commissions);
· Stafford Studios providing work space
for visual artists; and
· Theatre and performance programs
(Centrepointe Theatre, the Chambers and Orleans Theatre).
The gross culture cost above also includes
the City’s cultural funding to arts, heritage and festival programs and
administration costs.
9 of the 15 OMBI municipalities reported on the cultural performance
measures. Of these 9 municipalities, 2
are municipalities that exist within two-tier local government. The Region of Halton and the Region of
Waterloo are upper-tier local governments.
The lower-tier municipalities in these regions provide the majority of
cultural services; however, their costing information is not included within
this OMBI comparison.
Where We Stand notes
that the City of Ottawa is the only
municipality that includes an Archives Program within its costing for culture,
although other municipalities operate municipal archival programs. Some municipalities did not include costing
within their culture costing expenses related to arts instructional programs
that they deliver through other municipal departments. In addition, some municipalities did not use
the indirect cost allocation for each measure.
Municipalities vary in the types of cultural programs delivered and how
they are delivered. All of the above
reasons make it difficult to compare cities related to gross culture cost.
OMBI Measure: 2005 Arts Grants
Per-Capita
This performance measure refers to the cost per person to provide
culture through arts grants within a municipality. 7 OMBI municipalities reported on this measure. Performance results, among this sampling,
indicate that Ottawa’s arts grants per-capita is lower than that of 2 other
Ontario municipalities (Thunder Bay and Toronto) and higher than that of 4
other municipalities (London, Sudbury, Region of Waterloo and Windsor). Ottawa’s cost is identified as being $0.25
above the median. Table 7 below
identifies the performance results for the 7 municipalities that provided
information relative to this performance measure.
Table 7 –
OMBI Measure: 2005 Arts Grants Per-Capita
Municipality
|
2005 Population |
2005 Arts Grants Per-Capita (in $) |
|
Toronto |
2,698,400 |
$6.03 |
|
Thunder Bay |
112,488 |
$4.46 |
|
Ottawa |
865,560 |
$3.29 |
|
London |
351,900 |
$3.04 |
|
Median |
|
$3.04 |
|
Windsor |
217,249 |
$2.95 |
|
Sudbury |
155,339 |
$1.58 |
|
Region of Waterloo |
497,900 |
$0.62 |
Ottawa’s arts grants per-capita of $3.29 for
2005 refers to municipal funding allocated to non-profit arts organizations,
divided by population, and includes Cultural Funding program costs and Centre
of Expertise indirect costs. It is also
important to note that Toronto’s 2005 arts grants per-capita measure includes
funding to festivals.
The 2005 AIS per-capita cross-Canada comparison
identifies Ottawa’s arts and festival funding per-capita measure for 2005 as
$3.64. This per-capita figure includes
municipal funding allocated to non-profit festival and fair organizations, as
well as to arts organizations. In
addition, compensation, program costs and indirect costs are not included
in any of the national per capita comparators and are not included in this
$3.64 per-capita figure. These
variances explain the different per-capita measures identified in the OMBI and
the AIS studies.
Conclusion
In terms of arts and festival investment, the per-capita comparison that compares Ottawa to Canada’s six other largest Canadian single cities remains credible and an appropriate measure. As Canada’s 4th largest single city, Ottawa must be able to compete with Canada’s six other largest single cities in the areas of talent attraction/retention, business attraction/retention, creativity and ‘destination’ development/marketing. If Ottawa hopes to benefit from the positive economic and social benefits resulting in these areas from arts and festival non-profit industries, increased municipal arts and festival investment is essential. Competitiveness is key to achieving broad benefit and impact.
ANALYSIS
Closing
the $15M Revenue Gap – The Business Case for Ottawa
The Arts Investment Strategy aims to eliminate the arts and festival sector revenue gap within 8 years time (by 2014), by implementing short and longer-term strategies to generate new arts and festival sector operating revenues from a wide range of sources.
The goals of the Arts Investment Strategy are:
- To support Ottawa’s local arts and festival sector to produce, manage and market its work;
- To raise awareness of the value of the local Ottawa arts and festival scene;
- To increase support of Ottawa arts by all levels of government, the private sector and individuals;
- To increase arts and festival sector operating revenues from a broad range of sources by $15 million (2007 dollars) by 2014; and
- To measure results.
Awareness of the value of Ottawa’s local arts and festival sector must be raised in order to create a climate in which the sector can attract new revenues of a certain magnitude. New revenues need to come from the broadest possible range of sources, and not from increased taxpayer support alone.
The City must play a leadership role in order to be the catalyst that sparks and leverages broader investment from other sources. It is recognized that municipal funding is a keystone investment that leverages funding from other government levels, earned revenue, private sector contributions, fundraising income and individual donations. In order for a broad, partnered investment strategy to be successful, the City must take the first steps towards competitive investment.
In order to achieve average competitiveness with Canada’s 6 other largest single cities, and in order to achieve the greatest capacity for leveraging investment from other levels of government and alternate sources in a timely manner, the City must increase its current arts and festival funding budget by $2.5 million over a four year time period.
A municipal investment plan is the essential catalyst that will create increased capacity for investment and support from provincial and federal government sources, the private sector, individual philanthropists, and foundations.
These new leveraged sources of investment will, in turn, build the capacity of the local arts and festival sector to generate increased earned revenue; expand fundraising income; and achieve more effective planning, governance, marketing and operational systems. Financial sustainability and the resulting quality of life and economic impacts will result in Ottawa becoming a more dynamic and liveable city for residents, and a more attractive location for business and tourists.
Based on the AIS research completed, revenue/income information from other cities, revenue and expense studies undertaken by various agencies, and expertise from the AIS Steering Committee and focus group participants, Table 8 below provides estimated targets for each anticipated source of new Arts Investment Strategy revenue over an 8-year period. These strategies would close the $15M gap over 8 years.
Table 8 - Estimated New Revenue
for Arts/Festival Sector (2007-2014)
|
Source of New Revenue |
2007 |
2008 |
2009 |
2010 |
2011 |
2012 |
2013-2014 |
|
Municipal funding |
$1.5M |
$400K |
$400K |
$200K |
|
|
|
|
Provincial/federal funding |
|
|
$1.5M |
$1.5M |
$1.5M |
$500K |
|
|
Private sector investment, consumer spending, fundraising
revenue and philanthropy |
|
$200K |
$300K |
$1.5M |
$1.5M |
$1.5M |
$2.5M |
|
Total |
$1.5M |
$600K |
$2.2M |
$3.2M |
$3M |
$2M |
$2.5M |
Recommendation One seeks support for the overall Arts Investment Strategy approach and package.
Best
Practice: Toronto’s Great Arts = Great City Initiative
In 2001, the Toronto Arts Council Foundation underwrote the cost of a study to determine the size of the existing gap between Toronto’s arts sector operating revenues and revenues needed for efficient operation. The total sector annual operating revenues reached $215 million. The study estimated it would require $45 million additional annual revenues to reach reasonable levels of operational effectiveness. The gap, therefore, was identified as $45 million, or 21% of current revenues.
The Toronto Arts Initiative was launched, aimed at permanently eliminating, within 10 years time (by 2012), the arts sector revenue gap. The Initiative focused on implementing long-term strategies to increase arts advocacy, heighten arts awareness, and generate new arts sector operating revenues from a wide range of sources.
The resulting “Great Arts = Great City” 10-year plan for Toronto identified specific roles, actions and strategies required in order to close the revenue gap. Partners included the City of Toronto, the Province of Ontario, the Government of Canada, the Toronto Arts Council, the Toronto Arts Council Foundation, the arts sector, foundations, corporations, the media and the public.
Elements of the resulting “Great Arts = Great City” plan included increased municipal, provincial and federal investment in the arts sector; as well as the development of a Toronto Arts Coalition, a Toronto Arts Advisory Panel, a Toronto Arts Database, a Toronto Arts Newsletter, Toronto Arts Online, Toronto Arts Awards, a Toronto Arts Fund, a Toronto Arts Auction and a Toronto Arts in the Workplace program. Initiative operating costs were estimated at 10% of total revenue.
On February 4, 2003, the “Great Arts = Great City” Initiative was formally launched at Toronto City Hall. A wide range of artists, arts managers, supporters, media and 30 municipal councillors participated in the event. In February 2004, a report card outlined progress made during the first 11 months of work, provided revised estimates for each anticipated source of revenue and identified the following priorities for 2004:
- Increase Toronto Arts Coalition membership;
- Attract more partners to the Great Arts = Great City Initiative;
- Review Toronto Arts branding;
- Increase municipal investment in the Toronto arts sector;
- Expand the Toronto Arts Council Foundation board of directors;
- Publish the Toronto Arts Newsletter more frequently and report on all Initiative developments within the Newsletter;
- Operate the Toronto ArtsWeek 2004 under the banner of the Toronto Arts Coalition;
- Redesign the Toronto Arts Awards;
- Complete site technology for Toronto Arts Online;
- Continue the Toronto Arts in the Workplace program;
- Draw greater attention to the Toronto Arts Fund’s program related to monthly giving and endowment programs;
- Continue discussion about how the Fund can best do for the arts what the United Way has done for social programs;
- Focus on expansion and increased training for the Toronto Arts Database; and
- Improve communication between Initiative working groups.
AN OTTAWA MUNICIPAL INVESTMENT PLAN
In order to meet existing and emerging community needs, to achieve average competitiveness with Canada’s 6 other largest single cities and to achieve the greatest capacity of leveraging investment from other levels of government and alternate sources in a timely manner, Recommendation Two identifies an increased municipal funding plan of $2.5M for local arts, festivals, fairs and special events over a 4-year time period. This proposed municipal investment plan would:
- initiate the Arts Investment Strategy for Ottawa and confirm the City of Ottawa’s leadership role;
- build the capacity that will allow for the implementation of Recommendations Three through Eight; and
- increase Ottawa’s municipal arts/festival funding per-capita from $3.84 in 2006 to $5.94 in 2010.
The average per-capita measure of Canada’s 7 largest cities (including Ottawa) in 2005 was $6.23. When the highest and lowest per-capita measures (as well as Ottawa’s per-capita measure) are removed from the mix, in order to even out the average and avoid a potentially flawed comparison, the resulting average per-capita measure is $5.95.
The $2.5M municipal investment plan will bring Ottawa’s per-capita measure to average competitiveness, based on 2005 cross-Canada per-capita measures, at $5.94 by 2010. It will not, however, achieve average cross-Canada competitiveness, if other Canadian cities implement additional funding increases from 2007 to 2010.
Recommendation Three proposes that the increased $2.5M four-year municipal funding plan for local arts, festivals, fairs and special events be scheduled, subject to annual budget approvals, according to the following timeline:
·
2007 - $1.5M
- 2008 - $400,000
- 2009 - $400,000
- 2010 - $200,000
By leading with a greater annual municipal investment in 2007, the greatest leveraging capacity can be achieved. Table 9 below outlines the resulting per-capita impact by year from 2006 to 2010. Population figures are those currently being used by the City’s Department of Planning and Growth Management.
Table 9 -
Proposed Municipal Investment Plan (2006 to 2010)
|
Year |
Population |
Total
Arts/Festival Operating and Project Funding |
Total
Arts/Festival Operating and Project Funding as Per-Capita Measure |
|
2006 |
897,400 |
$3,445,783 |
$3.84 |
|
2007 |
931,703 |
$4,945,783 |
$5.30 |
|
2008 |
954,594 |
$5,345,783 |
$5.60 |
|
2009 |
977,485 |
$5,745,783 |
$5.88 |
|
2010 |
1,000,376 |
$5,945,783 |
$5.94 |
In terms of funding allocation, the following breakdown of funding allocations has been recommended by both the Arts Investment Strategy Steering Committee and the Festival Sustainability Plan Steering Committee:
Allocation
Proposals for 2007
$1.5M additional municipal funding for arts, festival, fair and special event organizations is recommended to be allocated as follows:
A) $650,000 for Festivals, Fairs and Special Events Investment/Sustainability reflecting the following commitments:
i. $337,000 Additional funding to meet existing community needs within the
Festival, Fair and Special Event Program to be assessed, allocated and monitored as per the existing Council-approved policy.
ii. $250,000 Establishment of a Sustainability and Emergency Fund to be
managed by Ottawa Festivals. This Fund will assist Festivals, Fairs and Special Events that are members of Ottawa Festivals with repayable loans that help to address cash flow problems and unforeseen circumstances resulting in temporary financial loss. The City contribution will be matched by Ottawa Festival member contributions to create a Fund that will be held by an independent financial institution. This Fund will be used as collateral and loan terms will be arranged between the festival or event requiring funding and the financial institution.
iii. $63,000 Additional funding for the Ottawa Festivals
service organization to provide ongoing support and development to member organizations. A service agreement will be developed between the City and Ottawa Festivals.
B) $850,000 for the Arts Investment Strategy reflecting the following commitments:
i. $440,000 Additional funding to meet existing community needs within the
Arts Funding Program to be assessed, allocated and monitored as per the existing Council-approved policy.
ii. $200,000 Additional funding to meet existing and emerging needs within the
Arts Service Agreement Program targeted to arts service provision, facility and asset management.
iii. $65,000 To establish a matching funding program that increases
organizational capacity by building fundraising capacity, governance and management capacity, marketing/promotion capacity and creative capacity in local arts organizations.
iv. $75,000 To establish a funding program that supports artistic activity in
distinct and diverse communities.
v. $50,000 To establish a funding program that supports artistic activity in
rural areas.
vi. $20,000 To contribute towards a feasibility study related to the
development of an Arts Stabilization Project for Ottawa, and an Investment Service in support of Ottawa’s local arts sector, including an Arts Endowment Fund.
Allocation
Proposals for 2008
$400,000 additional municipal funding for arts, festival, fair and special event organizations is recommended to be allocated as follows:
A) $150,000 for Festival, Fairs and Special Events Investment/Sustainability to meet existing community needs within the Festival, Fair and Special Event Program to be assessed, allocated and monitored as per the existing Council-approved policy.
B) $250,000 for the Arts Investment Strategy.
Allocation
Proposals for 2009
$400,000 additional municipal funding for arts, festival, fair and special event organizations is recommended to be allocated as follows:
A) $150,000 for Festival, Fairs and Special Events Investment/Sustainability to meet existing community needs within the Festival, Fair and Special Event Program to be assessed, allocated and monitored as per the existing Council-approved policy.
B) $250,000 for the Arts Investment Strategy.
Allocation
Proposals for 2010
$200,000 additional municipal funding for arts, festival, fair and special event organizations.
INCREASED PROVINCIAL AND FEDERAL GOVERNMENT FUNDING
FOR OTTAWA’S LOCAL SECTOR
The
average combined government dollars disbursed in 2003 to the local arts and
festival sector in Canada’s 7 largest single cities was $35,283,945. Combined government dollars disbursed in
2003 to Ottawa’s local arts and festival sector was $10,242,248. The average combined government per-capita
in 2003 in these same 7 cities was $29.80.
Ottawa’s combined government per-capita in 2003 was $12.20.
Competitive government investment in Ottawa’s local arts/festival sector is required in order to achieve the quality-of-life and economic impacts that a healthy and sustainable local cultural sector provides.
An AIS Government Investment focus group was held in October 2006 with representatives from the Department of Canadian Heritage; the Canada Council for the Arts; the Ontario Ministries of Citizenship, Culture, Sport and Recreation; the Ontario Ministry of Tourism; the Ontario Arts Council; the Ontario Trillium Foundation and the City of Ottawa. Key messages were as follows:
- Municipal funding is essential;
- A lack of competitive municipal funding results in lower provincial and federal funding;
- A targeted municipal investment approach over a specific time period is recommended;
- Allocation of any municipal increase should follow a competitive, peer-assessment process;
- Stronger communication and improved co-ordination is required across the 3 government levels; and
- More advocacy is required related to increased provincial and federal funding for Ottawa’s local sector.
At the Government Investment focus group, municipal funding was identified as the keystone piece that leverages provincial and federal funding. Increased municipal funding will provide the initial investment required for the local arts/festival sector to further develop its products, talent and infrastructure. This, in turn, allows local arts and festival organizations to compete more favourably at provincial and federal levels for funding. Increased investment leads to greater development which leads to stronger artistic merit, organizational effectiveness and community impact. This builds competitiveness in the sector and opens the door for greater investment opportunities.
Recommendation four identifies the need to seek out opportunities and advocate for increased provincial and federal allocations for Ottawa’s local arts/festival sector.
INCREASED PRIVATE SECTOR SUPPORT FOR OTTAWA’S LOCAL
SECTOR
According to the City of Ottawa’s extensive 2005 revenue/income study, private sector and fundraising revenue represents 26% of the total collective income generated by the local arts and festival sector. This includes revenue achieved through corporate sponsorship, individual donations, private foundations and fundraising events/initiatives. In order to make up for lower combined government revenues, the sector has sought out and obtained increased levels of private support.
In comparison, the Council for Business and the Arts in Canada’s 2000 Survey of Performing Arts Organizations indicates that private support (sponsorship, individual donations, corporate donations and special events) for performing arts companies in Ontario represents 18.8% of total collective revenue, and the national performing arts average is 18.5%.
Based on this data and comparison, solid private support for the arts exists in Ottawa. It is a challenge, however, for the local community to continue this exemplary work without adequate and competitive government funding. In order to survive, local arts and festival organizations have reduced expenses to levels that have resulted in instability and crisis.
An AIS Private Sector focus group was held in October 2006 with participants from the private sector, OCRI, the City’s Economic Development Division, Ottawa’s Business Advisory Committee, the University of Ottawa and arts/festival community leaders.
Key messages were as follows:
- There is a need to understand what drives private sector philanthropic culture and to be more aware of the connection between corporate philanthropy and return on investment;
- Concrete steps to increase private sector support include the development of a co-ordinated arts community, engagement with the business community and development of a low-cost leadership umbrella structure for dialogue and development around business and the arts;
- Greater recognition for corporate support can be achieved through a business leadership award in the arts within business sector awards, and a community wall of honour for business support of the arts at Ottawa City Hall;
- Leadership, champions, citizen involvement and opportunities for “business and the arts” matchmaking are required; and
- There is a need for skill development in the areas of valuing sponsorship, developing sponsorship proposals and retaining sponsors.
Recommendations Six and Seven each identify actions aimed at further increasing private sector support of the local arts/festival sector in Ottawa.
Recommendation Six is a specific proposed action that refers to the implementation of an ArtsVest matching grants program in Ottawa in 2008, in collaboration with the Council for Business and the Arts in Canada (CBAC). ArtsVest is a matching grants program created by the CBAC in partnership with the Ontario Ministry of Culture and the Ontario Trillium Foundation. Its goal is to help develop new, mutually beneficial partnerships between business and arts organizations that will in turn benefit Ontario communities.
After a successful first pilot run in Oakville in 2003, ArtsVest was brought to 4 other communities in Ontario: Peterborough, Prince Edward County, Sudbury and Waterloo Region. The results have been significant. A total of 44 arts organizations partnered with 126 businesses, 86 of which were first-time sponsors of the arts, to generate a total of $470,000 in matching funds for the arts community. An initial investment of $200,000, provided by the Ontario Trillium Foundation and the Ontario Ministry of Culture, leveraged $270,029 in new sponsorship dollars.
Funding from the
Ontario Trillium Foundation will take ArtsVest to 6 other Ontario communities
by 2008. The next 3 selected ArtsVest
communities for 2006-07 are Owen Sound and District, Sarnia-Lambton and Thunder
Bay. The Arts Investment Strategy
Steering Committee hopes to have Ottawa identified for this program in 2008.
Recommendation Seven identifies a broader
initiative aimed at building partnership and development related to Ottawa’s
local business and local arts sectors. There is a need to work in greater partnership with
corporations and the business sector in order to understand how the arts can
offer greater value in exchange for sponsorship. This information then needs to be shared with the full
arts/festival sector, since the more value that the arts can deliver to sponsors,
the more revenue that will be returned.
There is a need to treat sponsorship revenue as earned income and to
better understand how these revenues can be earned.
Suggested initial partners for collaboration in this regard are local business and arts umbrella organizations including the Ottawa Chamber of Commerce, le Regroupement des gens d’affaires, the Council for the Arts in Ottawa, Arts Ottawa East and Ottawa Festivals.
Increased Cultural Partnerships in Ottawa
The National Capital Region’s local arts and festival sector and its national cultural institutions and agencies have common interests as well as different mandates. Areas of common interest include:
a) the development of Ottawa/Gatineau as a vibrant cultural centre;
b) the creation of increased cultural synergies, achievement and innovation;
c) the development of a strong cultural resource base (human and physical resources);
d) a local population that strongly supports culture;
e) increased intellectual vivacity that understands and accepts artistic risk-taking and its related edges; and
f) promotion of increased visitation to the region.
National institutions have national mandates and are accountable to all taxpayers across the country; whereas, cities are devoted to improving local quality of life and are accountable to local taxpayers. Federal cultural institutions measure themselves within an international context. NCC programs are provided primarily within the core areas of the capital; whereas, local programs are provided within urban, suburban and rural areas.
Artists come from cities, and yet today there are more opportunities for artists to connect globally. Residents in Ottawa have the privilege of accessing the work of national and international artists within national venues. In order to realize the Council-approved Ottawa 20/20 Arts Plan strategic directions, local artists must be able to live and work in Ottawa.
It is artists and arts organizations working in all disciplines within
a city that spark the development of creative neighbourhoods, that provide arts
training to the city’s young people, that help to develop local emerging
artists, and that connect to the growth of the local creative industry sector,
increasing overall innovation and competitiveness.
In Ottawa, the “town” and the “crown” operate somewhat in isolation; however, there are solid partnerships that currently exist. Library and Archives Canada partners actively with the local community. The National Arts Centre’s 4th Stage continues to present and partner with local talent. There are local organizations using the Canadian Museum of Civilization, the National Gallery of Canada and the Canadian War Museum as venues. The NCC is actively partnering with various local festivals.
Many cultural capitals around the world have strongly developed national and local cultural sectors. They exist in parallel, working to fulfill different mandates, but they also intersect, where mandates allow.
An AIS Cultural Partnership focus group was held in October 2006 with participants from the National Capital Commission, the National Arts Centre, the National Gallery of Canada, the Canadian Museum of Civilization, the Canadian War Museum, the City of Gatineau, le Conseil régional de la culture de l’Outaouais, the City of Ottawa and arts/festival community leaders.
Participants determined that there are opportunities to develop increased cultural and marketing partnerships which include the local arts and festival sectors, the National Capital Commission (NCC), the City of Gatineau and federal cultural institutions located in Ottawa. Tourism Ottawa and Tourisme Outaouais are important partners as well.
Recommendation five identifies the need to seek out these partnership opportunities.
Increased
Philanthropy and Longer-Term Sustainability for Ottawa’s Local Sector
The Arts Investment Strategy combines short, medium
and longer-term strategies into a proposed package aimed at closing the revenue
gap for Ottawa’s local arts and festival sector over an 8-year period, and
moving the sector towards sustainability.
Longer-term sustainability is addressed through 2 potential initiatives – the development of an Arts Stabilization Project for Ottawa, and the establishment of an Investment Service in support of Ottawa’s local arts sector.
Arts Stabilization Projects
An Arts Stabilization Project is an independent, non-profit organization operated by a board of directors, whose mandate is to improve the financial health and sustainability of professional arts organizations within a city or region over a certain period of time.
Arts Stabilization initiatives have had considerable success in the United States, England and Canada. Communities that have fostered stabilization programs have seen local artistic output flourish and now have much healthier arts organizations.
Arts organizations that participate in Arts Stabilization projects work with professionals in different areas of expertise to build a more stable administrative and financial base, and to acquire skills that help them cope with current and future challenges. Once this work is successfully completed, they can be rewarded with Working Capital Awards to help sustain their achievements.
Arts Stabilization Projects represent the interests of the larger community through the make-up of their Boards and the diversity of their revenue bases.
The Department of Canadian Heritage (DCH) provides grants to Stabilization Projects. DCH funding combines with funding raised by the Stabilization Project from other government levels and the private sector.
Services must include the delivery of
technical expertise in organizational development, governance practices,
financial management and planning for individual organizations. Optional services include deficit
reduction and building working capital reserves.
Working capital
is defined as the difference between current assets (cash and other assets
which could be readily converted into cash) and current liabilities (payables,
debts and other obligations which must be met in the short-term). Adequate working capital is an indicator of
financial health. Without working
capital, arts organizations suffer from persistent cash crunches and have
trouble meeting financial obligations.
There are 10 other current and past
Stabilization Projects in Canada including:
• Alberta Performing Arts Stabilization Fund
• The Arts Stabilization Fund
Saskatchewan Inc.
• Arts Stabilization Manitoba Inc.
• Arts Sustainability Victoria
• Bay Area Arts and Heritage
Stabilization Program
• Creative Trust (Toronto)
• Foundation for Heritage and the Arts
(Halifax))
• The
Island Arts and Heritage Stabilization Program (PEI)
• New
Brunswick Arts and Heritage Stabilization Program, and
• Vancouver Arts Stabilization Team
An
Investment Service in Support of Ottawa’s Local Arts Sector
Philanthropic initiatives can serve to deliver an important source of revenue to arts organizations that have charitable status. The Arts Investment Strategy Steering Committee was asked to consider the feasibility of establishing an Arts Endowment Fund for Ottawa. In addition, the establishment of an investment transfer service was discussed.
The two possible functions for an Investment Service were determined to be:
- To advocate for and receive capital to be invested in endowment funds, with the proceeds to go to arts projects and programs as designated by donors; and
- To act as a transfer agency to advocate for and receive investments, sell them and transfer the proceeds to the intended arts organization.
An Endowment Fund serves as a reliable and predictable source of income over a long time, and therefore, can be important to the long-term financial stability of an organization. Of the 158 local, Ottawa-based arts/festival organizations included in the 2005 revenue/income study, 24 have established endowment funds with the Ontario Arts Foundation Arts Endowment Program. Under this program, money raised by eligible arts organizations specifically for endowment purposes was matched dollar for dollar, up to a maximum, from the Arts Endowment Fund. June 30, 2004 marked the end of the matching portion of this Provincial program. In addition, there are a few specific endowment funds in support of the arts that are managed by the Community Foundation of Ottawa.
The May 2006 federal budget eliminated capital gains taxes on the donation of stocks and bonds to charities. This elimination was expected to increase the donation of these financial instruments to arts organizations. There is a need for greater awareness and education around this potential source of giving and receiving.
Preliminary study, research and consultation suggest that a proposed Arts Investment Service for Ottawa might focus on the more complex approaches to fundraising that are not available to the majority of Ottawa arts and festival organizations, e.g. monthly giving; payroll deductions; legacies; endowments; and gifts of property, stock and insurance. In addition, a United Appeal for the Arts, modelled on the workplace-giving model of the United Way/Centraide annual campaign, should be studied for feasibility.
There were 2 AIS focus groups which were held in November 2006, each focusing on a different component of philanthropy and longer-term sustainability. The first focus group undertook some initial discussion around the potential of developing an Arts Stabilization Project for Ottawa. Expert guidance and input were provided to focus group participants by the Executive Director and the Program Development/Evaluation Director of Creative Trust, Toronto’s Arts Stabilization Project. Focus group participants included arts community leaders and representatives from the Department of Canadian Heritage, the Ontario Trillium Foundation and the Ontario Ministry of Culture.
The focus group determined that a feasibility study to
assess the development of an Arts Stabilization Project for Ottawa should be
carried out. It was suggested that the
Council for the Arts in Ottawa should play a leadership role in this
feasibility phase, in partnership with the Department of Canadian Heritage and
the City of Ottawa. Importance was
placed around the need to perform this feasibility work in a manner that
addressed Ottawa’s unique status, community and needs.
The second focus group discussed and analyzed the possible establishment of an Ottawa arts investment service that would advocate for and receive capital for the local arts sector, with investment proceeds being disbursed to arts programs as designated by donors. Stock transfer, endowment funds and other forms of philanthropic investment were discussed. Participants included arts/festival community leaders, patrons, bankers, and representatives from the Department of Canadian Heritage and the Ontario Trillium Foundation.
Key messages included the following:
1. The most immediate need for the local arts/festival community is adequate operating funding, ie. increased per-capita government funding.
2. A service that provides awareness around stock transfer is required, considering the May 2006 federal budget elimination of capital gains tax on gifts of listed securities to public charities.
3. A new Ottawa Arts Endowment Fund would need to be discussed and determined in full partnership with the community.
4. The Community Foundation has solid infrastructure in place to receive and disburse investments and donations; however, the advocacy and marketing role related to private giving to the arts is a current gap in Ottawa.
5. The feasibility of establishing an Arts Investment Service for Ottawa should be studied.
Recommendation Eight identifies the need to analyze the feasibility of developing an Arts Stabilization Project for Ottawa and an Arts Investment Service, including an Arts Endowment Fund, in support of Ottawa’s local arts sector in collaboration with the Council for the Arts in Ottawa, the Department of Canadian Heritage, the Ontario Trillium Foundation and other local arts service organizations.
Measuring
Results
It is recommended that, following Council direction on the proposed Arts Investment Strategy for Ottawa, an annual report card be established that identifies progress for the year, revises estimated targets as required, and identifies priorities for the following year. In addition, cross-Canada arts and festival funding per-capita measures and local arts/festival revenue/income breakdowns will provide significant data that can be attached to the measurement of Arts Investment Strategy results.
rural implications
The overall Arts
Investment Strategy includes strategies to increase investment for the arts in
rural Ottawa. A seed-funding program
that supports artistic programs and projects in rural areas is recommended for
development and implementation in 2007 if the Strategy is approved. Partnerships with artists, arts
organizations, festivals, fairs and special events in rural areas will be
further developed during the implementation of the Arts Investment Strategy, if
approved by City Council.
CONSULTATION
Arts
Investment Strategy Community Working Team
An Arts Investment Strategy community working team was established in April 2005 and included representatives from Ottawa’s arts and festival umbrella organizations, the City of Ottawa’s Arts, Heritage and Culture Advisory Committee and discipline-specific leaders. This working team played an active consultative role during the research phase and contributed directly to the development of the Arts Investment Strategy discussion paper.
The discussion paper was distributed in the summer of 2005 to 350 local non-profit, arts and festival organizations. Significant feedback and comments were received.
Arts
Investment Strategy Steering Committee
The Arts Investment Strategy Steering Committee, established by City Council in April 2006, has served as a consultative as well as a decision-making body for the Arts Investment Strategy. The Steering Committee is composed of 13 community leaders. Political, business, government, arts/festival and philanthropic leadership are represented on the Committee. The Steering Committee membership is listed in Annex 3.
During the period of April 2006 to January 2007, the AIS Steering Committee has had 8 meetings, and individual members have participated both in AIS focus groups and AIS public open houses. In addition, the AIS Steering Committee has linked and consulted with the Festival Sustainability Steering Committee.
The Steering Committee’s Council-approved mandate is for a term of 14 months, beginning in April 2006 and extending to June 2007.
Arts
Investment Strategy Focus Groups – Fall 2006
The Arts Investment Strategy Steering Committee held 6 focus groups in the fall of 2006 aimed at gaining specific expert feedback on the 6 potential arts investment strategies that were presented in the November 2005 Arts Investment Strategy information report to the Health, Recreation and Social Services Committee.
Focus group invitations were sent to representative individuals, based on their expertise and connection to the specific investment strategy being studied. Participation included investors, community leaders, business leaders and government representatives. Each focus group included a designated host to increase strategic awareness and commitment. The goals of the focus groups were to discuss, analyze and refine the 6 potential arts investment strategies. In addition, concrete and realistic starting points for related action plans were developed.
A total of 60 key experts within various fields were consulted during this focus group processed. A listing of these experts is identified in Annex 4.
The focus groups were organized as follows:
1.
Government Investment in Ottawa’s
Local Arts/Festival Sector (September 20)
2.
Increased Cultural Partnership in the
National Capital (October 23)
3.
Private Sector Sponsorship of the
Local Arts/Festival Sector (October 27)
4.
Arts Stabilization and Advancement (November
7)
5.
An Investment Service in Support of
Ottawa’s Local Arts Sector (November 9)
On November 10, 2006, a final focus group session brought representatives from the first 5 focus groups together to share results and to develop a consolidated Arts Investment Strategy approach for final public consultation.
Arts
Investment Strategy Open Houses – January 2007
There were 2 Arts Investment Strategy public open houses held on January 10th (English presentation) and January 11th (French presentation) at Ottawa City Hall. Draft AIS Steering Committee recommendations were presented and the discussion revolved around the proposed public, private and non-profit arts investment strategies. A total of 95 individuals participated including a very broad range of representatives from arts and festival organizations, the private sector, arts industry, foundations, universities, business improvement associations (BIAs), senior government levels, patrons, Ottawa taxpayers, citizen coalitions, and the media.
Open house presentation documents were also forwarded electronically to many additional local residents who requested this information. Feedback and comments received at the 2 Open Houses and via e-mail served to further finalize the Arts Investment Strategy.
Arts,
Heritage and Culture Advisory Committee (AHCAC)
The City’s Arts, Heritage and Culture Advisory Committee has participated in the development of the Arts Investment Strategy since work began in 2005. The initial community working team, established in April 2005, included representatives from the Advisory Committee. The AHCAC Chairperson participated in several AIS focus groups and remains a full member of the AIS Steering Committee.
On November 23rd, a presentation was made to the Arts, Heritage and Culture Advisory Committee outlining key messages from each of the 6 AIS focus groups. Comments and feedback were received and incorporated into further development of the Strategy. Several AHCAC members participated in the AIS open houses held in January 2007.
On January 25th, the Arts Investment Strategy report will be presented to the Arts, Heritage and Culture Advisory Committee. Comment and feedback will be summarized within a separate submission to the Community and Protective Services Committee.
Business Advisory
Committee (BAC) and Economic Development
The City’s Business Advisory Committee is represented by 1 member on the AIS Steering Committee. In addition, the BAC recommended several individuals for participation in the private sector sponsorship AIS focus group. A member of the City’s Economic Development Division also attended the private sector focus group and the final focus group session.
New Canadian
Coalition for Arts and Culture
The Arts Investment Strategy Project Manager met with the New Canadian Coalition for Arts and Culture, a developing organization that is linked with the Ottawa-Carleton Immigrant Services Organization, and provided information on the Arts Investment Strategy. Coalition members participated actively in the AIS public open houses.
FINANCIAL
IMPLICATIONS
Funding for the
Arts Investment Strategy has not been included in the 2007 draft operating
estimates. If approved by City Council,
the additional requirement in 2007 will result in a 0.2% tax increase.
SUPPORTING DOCUMENTATION
Annex 1 Revenue Sources, Local Arts and Festival Sector, 2005 Study
Annex 2 Arts and Festival Cross-Canada Municipal
Government Funding, Comparison of 2003
and 2005
Annex 3 Arts Investment Strategy Steering Committee Membership
Annex 4 Arts Investment Strategy Focus Group
Participant List
DISPOSITION
Community and Protective Services, in partnership with the Arts Investment Strategy Steering Committee, will implement any directions approved by Council.
Annex 1
