Living a Creative Life:A Movement that is Transforming a City

May 28, 2013

Progress update on the creation of an integrated arts development strategy for Calgary

All elements of this integrated arts development strategy are considered to be in draft form. Your continued input and critique aimed at improving this work is welcome. Provide suggestions at ArtsPlan.ca.

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May 28, 2013 Version 1.01

City of Calgary, Mayor’s Office:•ChimaNkemdirim,ChiefofStaff

City of Calgary, Administration:• ErikaHargesheimer,GeneralManager,CommunityServices&ProtectiveServices(throughFebruary2013)

• KurtHanson,ActingGeneralManager,CommunityServices&ProtectiveServices(asofFebruary2013)

Calgary Arts Development (CADA) Board of Directors:• PatSchneider(SteeringCommitteeChair)•CouncillorBrianPincott•MegVanRosendaal• JudyMacLachlan•DeanProdan(BoardChairasofMay2013)• PeterBoyd(BoardChairthroughMay2013)•Dr.DanielDoz•HannahStilwell• BrentPickerl(throughMay2013)•AnilaLeeYuen(throughFebruary2013)• TerryRock,President&CEO

Calgary 2012:•KarenBall,ExecutiveDirector

Government of Alberta & Alberta Foundation for the Arts (Edmonton):• JeffreyAnderson,ExecutiveDirector

Canada Council for the Arts (Ottawa):•KellyWilhelm,Head,Policy,Planning&PartnershipSection

Department of Canadian Heritage (Vancouver):• PatrickTobin,RegionalExecutiveDirector,WesternRegion

Business for the Arts (Toronto):•NicholeAnderson,President&CEO

City of Calgary Public Art Board:•ChipBurgess,Chair,PublicArtBoard

The Calgary Foundation•DanThorburn,VicePresident,Grants&CommunityInitiatives

The Arts Development Strategy Steering Committee (for Phase III):

Thanks to the following people and organizations for your support of this process:Calgaryartists,artsorganizationsandartsadministrators.

TheBoard&StaffofCalgary2012foryoursupport,sharingyourwisdom,andyourfinancialcontributiontowardstheCitizens’ReferencePanel.

Calgary2012BidAdvisoryCommitteeandtheCalgary2012CulturalAmbassadors.

TheBoard&StaffofCalgaryEconomicDevelopment,TourismCalgary,theCalgaryPublicLibrary,TheCityofCalgaryandtheCalgaryStampedeforyourcollaborationonCalgary’syearasaCulturalCapitalofCanada.

Colleagues at theCalgary Board of Education, CalgaryCatholic SchoolDistrict,Federation of Calgary Communities, The Calgary Foundation, Public Art Board,Volunteer Calgary, University of Calgary, Alberta College of Art + Design, BowValleyCollege,Mount Royal University,Mount Royal Conservatory,ArtsCan andSOFA(&more!).

The36membersoftheCitizens’ReferencePanelforcommittingdozensofhoursto help make your city great.We have attempted to honour your work in thisdocument.

Allofthecitizens,fromeverycornerofthecity,whoareoutinourcityeveryday,co-creatingourvibrantculture.Especiallythosewhohavecontributedideasonlineandinperson.Thisdocumentismeanttoshareyourvoice.

ShannonLitzenbergerandIanDavidMoss,our“ConsultingCritics,”haveinspiredus to thinkdifferentlyabouthowwemightwork together todevelop thearts inCalgary.

OurCalgaryvisionarieswrotearticlesthatchallengeduswiththeirdeepknowledgeof theartsandofwhatmakesCalgary tick:TimWilliams,JeffreySpalding,ColinJackson,ChristineCheung,KrisDemeanor,CoryMack,Dr.PatrickFinn,DaleTurri,Rosanna Terracciano, Andrew Phung, Kevin McKendrick, Michael Green, ShyraDeSouza,ToddHirsch,DickAverns,ShivaniThakkar,SamGregory,MarkLawes,JohannZietsman,ArithaVanHerk,LaraSchmitzandMireillePerron.

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Inmostreportsofthiskind,thissectionwouldtalkaboutthecountlessstudiesdemonstratingtheimportanceoftheartstoacommunity’sprosperity. It is easy to find evidence that tells us how the artscontributetoavibranteconomyandthrivingneighbourhoods;howtheartsareasourceofconnection, socialcapitalandcivicpride;andhowtheartscontributetothesuccessofouryouthandkeepourelderlyyoungatheartandinspirit.

Through this process, started in 2012 during Calgary’s year as aCultural Capital of Canada, it has become clear thatCalgary is auniqueandimportantcontributortothenationalculturallandscape.Amovement has been building in this city over the last decade,

fuelledbytheenergyofourcitizens,thecreativityofourartists,andtheleadershipandsupportofourcommunity,businessandpoliticalchampions.Therearethousandsofvoicesbehindthiswork,willinglyandenthusiasticallyparticipatinginshapingtheculturallifeofourcity.

Through this strategy, we bring together and channel theinvestments and efforts of government, the private sector, artists,artsorganizationsandchampionsfromallwalksoflife.

Itisclear:theartsaretransformingourcitybeforeoureyes.

Let’sbuildonthismomentum!

“Artists are Calgarians. They are mavericks, ranchers, pioneers and adventurers.

‘Titans of Business’ and true government leaders align themselves with artists.

They recognize fellow travellers. Champions march side by side.”- Patrick Finn, “Artists are Dangerous”

Executive SummaryThe arts are transforming our city before our eyes...

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A Citizens’ Movement: Thousands of Voices,Tremendous Momentum & City-Wide Impact

2012 Cultural Capital Bid Process

Community Consultation • Over 5,050 Calgarians were engaged in the 2012

consultation process, including those reached through over 25 community engagement sessions, online crowdsourcing via Calgary2012.com (4,500 unique page views) and a 2-day Calgary 2012 symposium with a 100-member Advisory Panel.

Bid Partners •  6 organizations participated as partners in the Calgary

2012 bid: CADA, Calgary Stampede, City of Calgary Recreation, Calgary Public Library, Calgary Economic Development and Tourism Calgary.

Calgary 2012 Engagement

•  250 volunteers, 22 section directors and over 1,000 Calgarians made the Sweet City Woman Lip Dub video, which has received over 27,000 YouTube views. • Over 3,500 people attended the Sweet City Celebration

and One Love Concert. •  1,056 grant applications were submitted to Project

Grant and Connecting Calgary programs. •  73,000 site visits, 27,000 votes, 144 project grant

recipients, 29 Artists in Residence and 167 projects funded through GiGYYC. • Over 120 artists connected through the Connecting

Calgary program. •  564 Cultural Ambassadors participated throughout

the Cultural Capital year. •  195 local, national and international news stories

highlighting Calgary as Canada’s Cultural Capital.

Calgary Artists & Arts Organizations

Municipal Operating Grants •  Under 120 organizations supported in 2007 has grown to

157 supported in 2012. •  $109,409,304 total budget •  2,334,985 attendees •  7,912 public activities •  9,481 arts education activities •  655 FTE employed •  7,526 artists paid •  24,034 volunteers •  1355 board members •  624,552 volunteer hours

Other Programs •  36 new and diverse organizations •  3 organizations supported in $825,000 partnership with

Calgary Hotel Association •  30 organizations and 90 business partners in artsVest

sponsorship development program from 2011-2013 •  75 organizations and 30 artists took part in Executives in

Residence sessions in 2012 and 2013 •  209 members of 4 Peer Networks

Facilities •  14 capital projects recommended for funding since 2008,

5 have been funded, 2 are open for business

Champions

•  6 annual $5000 Cultural Leaders Legacy Artist Awards •  631 people at the Mayor’s Lunch for Arts Champions •  1,615 donations made to 44 projects on InvestYYC.com •  9 volunteer committee members, 160 speakers, over

5,000 attendees, 16 PechaKucha Nights since 2009

#yycArtsPlan Process

Phase I •  17 in-depth dialogue sessions with 91 participants

Phase II •  36 Citizen Reference Panel members (selected randomly) •  Deliberated over 4 Saturdays •  Consulted 13 speakers and 30 members of the public •  Delivered 35 recommendations

Phase III •  75 attendees at January 2013 summit •  68 attendees at February 2013 summit •  100 attendees at February 2013 Arts Education summit •  14 meetings and 4 open houses with 228 attendees •  11 partner organizations and 10 Provincial Arts Service

Organizations •  Visionary articles written by 21 Calgarians •  Outside critiques provided by Shannon Litzenberger

(Toronto) and Ian David Moss (Washington, DC) •  Overseen by 20-person steering committee with

representatives from The City of Calgary, Province of Alberta, Government of Canada, Public Art Board, Business for the Arts and The Calgary Foundation.

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Guiding Principles1. Creative Citizens: TheArtsareforEveryone

2. Creative Places: BuildSocialCapital

3. Creative Economy: FuelourProsperity

4. Creative Image: CalgaryontheWorldStage

5. Creative Leadership: BroadBaseofChampions

6. Creative Ecosystem: ConnectandBalance

VisionOur aspiration is for a city that encourages every resident to live a creative life.Throughout their lives, Calgarians will be active co-creators of a thriving arts scene. Calgary’s cultural prosperity will grow as artists strive for and achieve excellence and innovation.

Key Success Factors1. Prominent artistic voices and high levels of participation

fromallaspectsofCalgary’sincreasinglydiversepopulation.

2. CityCouncilisaleaderinprioritizingtheartsasakeydriverofthesuccessofthecity,generatingnewinvestmentsfromotherordersofgovernmentandtheprivatesector.

3. QualityoflifeofartistsworkinginCalgary.

4. The ability of artists to develop work over long periodsof timeand toconduct research thatmaynot result ina“commerciallyviableproduct”intheshortterm.

5. Afullportfoliooffacilitiestosupportartisticpracticeandculturalactivity.

6. Consistentandstrategicsupportfortheoperatingcostsofexistingfacilities.

7. Dynamic and sustainable large arts organizations/institutions.

8. High-qualityartseducationandengagementopportunitiesforyouth.

9. A high-quality post-secondary arts education/pre-professionaltrainingsystem.

10. The arts are positioned to play a prominent role inenhancingthevitalityofpublicspace.

11. Significant collaboration on planning, programming andinvestmenttorealizeincreasedefficiencyandeffectivenessindevelopingtheartssector.

Goals1. Youth & Education: Let’sensurethateveryCalgarianunder

18hasthebestpossibleopportunityforartsparticipationandeducation.

2. Creative Communities: Let’s ensure that culturalparticipationisafactofdailylifeinCalgary.

3. Calgary as an Artist Incubator: Let’s maximize theattractivenessofCalgaryasahomeforemergingtalent.

4. From Excellence to Export: Let’s ensure that theimpact of the work of Calgary’s professional artists andarts organizations extends regionally, nationally andinternationally.

5. Downtown Arts District: Let’s create a newpostcard ofCalgary!

“In my country, I never did anything in the arts. But now I have kids in Canada, and they do so many things — dance, music, drawing — and they love it. I thought with this process I could learn about the arts so I can

help my kids discover what they can do. In Canada the kids can do so much. I want to give back.”

- Citizens’ Reference Panel Member

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Project TimelinesTheoriginalprojecttimelinecalledforthisworktobecompletedintimeforpresentationtoCityCouncilinJune2013.DuringPhaseIII,itbecameclearthattheamountofcollectiveworkthatisproposedwouldrequireadditionaltimeforcollaborationstoform.Thisreportisintendedtoserveasapublicstatusupdatewithdirectiononfuturephasesofwork.Futurephaseswillbedesignedtoensurethewidestpossible adoptionof the vision andgoals of this strategy, ideallyleading to unprecedented collaboration on a common agenda.(SeeAppendixBforafulllistofallprojectsteps.)

Next StepsPrior to the end of September 2013:

» FinalverificationandpublicationofresearchandanalysisintheCurrentStateoftheArtsinCalgaryReport;

Prior to the end of October 2013:

» Stakeholders will be invited to convene around each ofthe goals to establish refined agendas and targets (withmeasures),communicationandinvestmentplans(sourcesofrevenue and amounts), and the determination/clarificationofrolesandresponsibilities;

Prior to the end of December 2013:

» CityCouncilwillbeofferedtheopportunitytoreviewthisworkinfurtherdetailandengageinastrategicplanningsession;

Prior to the end of February 2014:

» Stakeholders will be invited to become signatories to theIntegratedArtsDevelopmentStrategy;

» City Council will consider funding and program/structureoptions and requirements in a final report presentedthroughCommunity&ProtectiveServicesCommittee(otherstakeholderswill consider funding/resourceoptionsbasedontheirobjectivesandontheirowntimelines).

“What if… Calgary was the one city in Canada where every child between the ages of 6-10 could attend five arts and cultural

experiences every year – for free? Let’s forget for a moment our knee-jerk reactions around loss of revenue, logistics, risk management

and so on. Rather, join me on this journey of imagining what such a bold idea would do for

these youngsters – and for our future. They would be exposed to creative experiences that would open their minds, unlock their creative potential, pique their curiosity, enrich their

lives, and ignite the power of the right side of their brains. Imagine the journey of these kids through their growth to adulthood – how they

would be able to make better decisions, be curious about the “other,” solve problems in

new ways, understand abstract mathematical concepts, have better interpersonal skills,

invent new ideas, and become creative entrepreneurs and employees/ers.”

- Johann Zietsman, “Get ’Em While They’re Young! Investing in Young, Curious Imagination”

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“Organizations and presenters, seek out ways to pool resources with independent artists. Members of the media, try to promote more

independent work and help ease the competition for media attention between independent artists and more established organizations. Recognize your role in critiquing works presented here, as these constructive reviews

are essential for artistic development and are currently almost impossible to attain for independent artists. Audiences, be thirsty, be curious, dare to dig deeper to discover work beyond what is most popular, be open to what you see and be bold about forming your own opinions about the work. As a city, let’s better support the potential of the many talented independent artists

here. Let’s give them more reasons to stay.”- Rosanna Terracciano, “Calgary and its Independent Artists: Let’s Be Realistic”

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“The bravery and emotional generosity of Calgary touched palms and shared stories with me through performative art during our autumn white night. The mutual interactions during the performance created a different

experience every time and made us equally vulnerable. Simultaneously experiencing this with the audience made me feel more human than usual,

even though my duty was to be a rabbit! I was very grateful for Calgary’s willingness to step into an uncommon scene and share so many personal

stories. I only hope it won’t be the last dance.” - Emily Promise Allison, Artist, Nuit Blanche Calgary. Source: 5,000 Stories & Counting

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Itiseasytofindevidencethattellsushowtheartscontributetoavibranteconomyandthrivingneighbourhoods;howtheartsareasourceof connection, social capital and civic pride; andhow thearts contribute to the success of our youth and keep our elderlyyoungatheart.Calgarycommittedtobuildingavibrantartsscenenine years agoby adopting the2004CivicArts Policy (attached).imagineCalgary,Calgary’sLongRangePlan forSustainability,alsosetsimportanttargets(listedinappendixA)thatemphasizetheroleofartsandculturetoCalgary’slong-termsustainability.Sincethen,with the importanceof the arts as a given for the success of ourcity,Calgary’sdedicationtoitsartistsandartistichealthhasgrownsubstantially.

Being named one of Canada’s Cultural Capitals in 2012 was asignificant achievement for Calgary. The bid succeeded due tothe collective energy and passion of thousands of Calgariansworkingtogether.Sixagenciesjoinedforcesinanunprecedentedcollaboration, motivated by a collective belief in the strength ofCalgary’sartsscene.Theprocessengagedmorethan5,000citizensandincludeda100-personadvisorypanel.During2012,Calgariansco-createdacity-widecelebrationandengagementwithourcity’sculture,with564self-identifiedCulturalAmbassadors,celebratoryeventsthatattractedthousandsofparticipants,almost$4Minvesteddirectly into the cultural sector, and legacies thatwill continue toencouragegrowthinCalgary’sculturalsectorforyearstocome.

Thisplanninginitiativeisadirectresultofouryearasa2012CulturalCapitalofCanada.Overthecourseofarigorous(andongoing)three-phaseprocess(seethefullextentoftheprocessinAppendixB),asharedvisionfortheartsinCalgaryhasemerged.Awidespectrumofstakeholdershavealreadycommittedtoaligningresourcesandworkingtogetheronthegoalsarticulatedinthesepages.

Ourcollectiveaspirationsstartedtotakeshapewith5,000+voiceswho,in2010and2011,inspiredthethemeoftheCulturalCapitalbid: “CreativeConnectedCommunities.” From that startingpoint,

Calgary 2012 funded the creation of a Citizens’ Reference Panelcomposedof36randomly-selectedcitizenswhoworkedtogethertoproduceareport(attached)withsevenvisionstatementsand35recommendationsthathavebeenusedtodevelopthisstrategy.

Throughoutallphasesofthisprocess,wehaveutilizedknowledgegained through Calgary Arts Development Authority’s (CADA’s)programs. We have received valuable input from hundreds ofindividual artists anddozensof artsorganizationsof all sizes.Wehave benefitted from the wisdom and resources of residents,civic and community partners such as the Federation of CalgaryCommunities, theCalgaryBoardofEducation, theCalgaryPublicArt Board, The City of Calgary, Calgary Economic Development,TourismCalgary,ArtsCan(acooperativeofNewCanadianartists),SaveOur FineArts (a parent/student arts advocacy group), post-secondaryinstitutionsandtheArtsPlanSteeringCommittee,whichincludesrepresentativesofallthreeordersofgovernmentfundersandthebusinesscommunity.

Calgary’senergyandoptimismareintegraltoourcivicidentity.Asacity,wehaveemergedasauniqueandimportantcontributortothenationalcultural landscape.Thismovementhasbeenbuildingoverthelastdecade,fuelledbythecreativityandentrepreneurshipof our artists and arts institutions, the energy of our citizens andcorporations,andthesupportand leadershipofgovernmentandtheprivatesector.

The‘Calgaryway’isdifferent:we’rehappytoblazeanewpath,andwecancollaborateacrossboundarieslikenooneelse.Thisstrategyis purposefully designed to capitalize onCalgary’s strengths andbuildonthemomentumgeneratedbyCalgary2012.

Join the movement!

I. This is a Citizens’ Movement!

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Several inspiring themes emerged from the thousands of voicesengagedinthisprocess.Theseuniversal themesserveasasetofvaluestoguidethesignatoriestothisplanastheyworktogethertoachieveitsvision.

Creative Citizens: The Arts are for EveryoneWe support opportunities for all Calgarians to participate in thecreativelifeoftheircity,regardlessofage,ethnicity,ability,gender,sexualorientation,geographyorsocioeconomicstatus.

Creative Places: Build Social CapitalWerecognizeourcommunity’sneedforspacestogathertogether,toshareexperiencesandtocreateculture.

Creative Economy: Fuel our ProsperityWe take pride in our artists and value the arts as an importantcontributor to the social, cultural and economic prosperity ofCalgary.

Creative Image: Calgary on the World StageWevaluethecontributionsoftheartsinprojectingCalgary’suniqueimageandidentityontotheworldstage, inbuildingrelationshipsacross provincial and national borders and in drawing nationaland international attention to Calgary as a livable, creative andprosperouscity.

Creative Leadership: Broad Base of ChampionsWeare committed toensuring that thearts are championedandsupported by Calgary’s civic leaders across public, private andsocialsectors.

Creative Ecosystem: Connect and BalanceWerecognizethattheartssectorisanecosystemandthesystem’shealth requires both large and small, centre and edge to beconnected,witharesponsiveapproachtoinvestmentandsupport.

II. Guiding Principles

“Let us stop speaking of us and them, of producers and consumers, of being

misunderstood and underappreciated. Let us foster taking joy in each others’ creativity, amateur or professional, young and old. Let

us find a mature language where we can criticize constructively and hear constructive

criticism. Let us pay attention to what is being explored in other disciplines than our own and to the fostering of the next

generations. Let us create an environment where our boards are deeply passionate about

the artists and the artists feel valued by the organization. Let us create the expectation

that all have a sense of mission that includes building our own practices and organizations AND a genuine, humble desire to be part of

and to serve this city of opportunity.”- Colin Jackson, “In Praise of Big Ideas”

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Our aspiration is for a city that encourages every resident to live a creative life. Throughout their lives, Calgarians will be active co-creators of a thriving arts scene. Calgary’s cultural prosperity will grow as artists strive for and achieve excellence and innovation.

Inthewordsofourcommunity,Calgaryshouldaspiretobeacitythat“educates,supportsandcollaborateswithartists,theirorganizationsand producers,” and where “every child has an authentic andprofoundartsexperiencethroughouttheirschoolcareer.”It’sacitythathelpstosupportandsustainartisticinnovationthroughfunding,communicationandensuringtheavailabilityofspaces.

ThevisionisalsoofacitywhereartistsandartsorganizationshavelearnedtounderstandallaspectsofCalgary’sculture—includingourwesternheritage—andwherethereis“asharedpoolofknowledgeofhowtoconnecttodiversecommunitiesandensureallCalgarianscanaccessavarietyofartsopportunities.”

Citizens recognize that artists are the storytellers for our time.They expect leadership from the arts community in shaping andexpressingCalgary’sidentity.Theyseekspacestoconnect,inspiringpublicart,and365daysayearofremarkableartsexperiences.

Thevision,at itsheart, revealsanethicof inclusiveness that takesplacebetweenartsorganizations,withemergingartistsincludedasa priority in government planning throughmentorship, exposureandindividualgrants.Medium-sizedorganizations,meanwhile,willbeabletoprovidesustainablecareerstotheiremployees,andwillincreasinglycollaboratewith largeorganizations,resulting inbothexposureandinnovationforthesectorasawhole.

ThevisionseesCalgarygrowintoaroleasamajorartisticcentreinCanada through theworkwecreateand the trainingweprovide,

promotingexcellence,innovationandaccess.Itwillbeacitywhereeveryoneunderstandsthevalueoftheartsasanessentialpartofacreativelife—wheretheartsincludeeveryone,andeveryoneincludesthearts.

Achieving the vision for the arts in Calgary requires working inmultiple areas to support the health of a complex and evolvingecosystem.TheartsecosysteminCalgaryisgenerallyhealthy.Ourlargestorganizationsarewell-capitalizedandfinanciallyresponsible.Thereisaspiritofentrepreneurshipamongourgrowinggroupofyoungandemergingartists.Communitiesareincreasinglyfindingwaystobringculturetoallcornersofthecity.ButlikeanylargecityinCanada,therearekeychallenges, includingnewandincreasedlevels of investment, critical infrastructure, and human resources,thatmustbesystematicallyaddressed.

III. A Shared Vision for the Arts in Calgary

“Calgary will never be New York or London, nor should it be, but perhaps it can be a leader in how it unites its

citizens, contributing innovative ways of incorporating artistic life into their

daily lives.”- Christine Cheung, “Arts in Daily Life:

Dreaming Bigger in Calgary”

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A Robust Arts Ecosystem

A Resilient and Innovative Arts Sector

Thriving Arts Professionals •  Strong post-secondaries/

training programs •  Policies to promote artist

quality of life •  Project opportunities •  Professional development &

career-building programs

Artistic Career Path •  Pre-Professional •  Emerging •  Regional •  International

Sector Value Chain •  Creation •  Production •  Promotion •  Presentation/Exhibition

Healthy Organizations •  Dynamic & stable large arts & culture institutions •  Robust mid-tier of professional, community & educational

organizations •  Ever-changing mix of startups & informal projects

Appropriate Spaces •  Creation/rehearsal space •  Presentation/exhibition space •  Public space

Extended Reach •  Exporting/touring our best •  Attracting visitors

Living a Creative Life

Actively Participating •  Connecting to great local

art & artists •  Accessing the “best in the

world”/global art history

Actively Creating •  Arts education •  Prolonged youth

engagement •  Personal creative practice

Inspiring Public Realm •  Vibrant neighbourhoods •  Public art •  Creative use of

Public space •  Revitalized heritage

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Overthenext10years,thesignatoriescommittingtoworktogetherto achieve the vision for the arts in Calgary should consider thefollowingKeySuccessFactorsastheybuildactionplansanddirecttheirinvestments:

1. Prominent artistic voices and high levels of participation from all aspects of Calgary’s increasingly diverse population.

Rapid population growth and change in the ethnoculturalmix ofCalgary’spopulationposesexcitingnewopportunitiestogivevoicetoartistsfromdiversebackgrounds.

Support programs will need to adapt to an increasingly diversepopulation,whileagenciesbuildrelationshipswithartistsfromthesepopulations.TheopportunitiesaresimilarwithartistsfromAlberta’sAboriginalcommunities.

Physical infrastructure to support emerging and diverse artsscenes is required ingeographic regionsbeyonddowntown. Forcomparison,sportsinfrastructureisdistributedthroughoutthecity,whilepurpose-builtartsinfrastructure(outsideofthelibrarysystem)isnot.

2. City Council is a leader in prioritizing the arts as a key driver of the success of the city, generating new investments from other orders of government and the private sector.

Since 2004, there has been a low rate of growth or a decline inprovincial and federal investment in the arts sector. At the sametime,therehasbeenanincreaseintheperceivedimportanceofthesector for the successof cities inCanada.Cities areemergingasleadinvestorsinthegrowthanddevelopmentoftheartsinCanada.

CADAtookovergrantingfromtheCalgaryRegionArtsFoundation

in2007.Atthattime,fewerthan120organizationsreceived$2.3Min annual operating funding. In 2012, CADA directed just over$4MofCity funding tomore than190organizations through twoprograms.PeercitiessuchasEdmontonandTorontohaverecentlymadesignificantnewinvestmentsinthearts($4.5MbaseincreaseinEdmontonoverthepastthreeyears;$17.5MincreaseoverthreeyearsinTorontostartingin2013). It isclearthatfuturesuccessfortheartswillbeledbycitiesandtheirCityCouncils.

When clear priorities are established, and/orwhenCalgary’sCityCouncil has made lead investments in the arts, other orders ofgovernment and the private sector have shown their ability torespond with follow-on investments. Recent examples includetheAlbertaCreativeDevelopment Initiative, inwhich the citiesofEdmontonandCalgarysupportedaProvincial/FederalPartnershipthatresultedinover$3.8MinnewinvestmentsinCalgary(comparedto$2.6MinEdmonton);TheCityofCalgary’s$2MleadinvestmentintheCulturalCapitalofCanadabidwasleveragedtoover$5.7Mcashand in-kind support from thepublic andprivate sector; andTheCity’s commitmentof 5%ofMunicipal Sustainability Initiativefunding means that Council can make lead investments thatsignificantly leverageother ordersof government ($165M inCityinvestments should leverage over $600M in funding from othersources)forculturalinfrastructure.

3. Quality of life of artists working in Calgary.Calgary’s relatively high cost of living, lack of affordable housingandsignificantincomegapbetweenworkingartistsandtherestoftheworkingpopulationmakeCalgaryadifficultcitytomakealivingasanindividualartist,especiallyduringtheearlyyearsofanartisticcareer.With theadventof cSPACEProjects, someof these issuesarebeginning tobeaddressed.Additional solutionsmay includebetter access to safe secondary suites, affordablehousing,groupinsuranceand fundingtosupport livingcostswhilework isbeingdeveloped.

IV. The Arts Ecosystem: Success Factors

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4. The ability of artists to develop work over long periods of time and to conduct research that may not result in a “commercially viable product” in the short term.

As noted above, the cost of doingbusiness inCalgary can posesignificantchallengesforartists.Thesechallengesaremademoredifficultdue to low levelsof funding, fromall funding sources, tosupportartisticworkintheearlystagesofcreation.

In addition to funding challenges, a lack of available facilities forrehearsalandcreationleadstoworksbeingpresentedtothepublicwithout the benefit of a full development cycle. Increasing theamountof rehearsal/development time through targeted fundingandincreasedfacilityaccesswouldsignificantlybenefitthequalityoftheofferingtotheaudience.Thesekindsofresourcesareespeciallycrucialforworkintendedtotouroutsidealocalmarket.

5. A full portfolio of facilities to support artistic practice and cultural activity.

Though thecommunity-drivenapproach tobuildingnew facilitieshashadmajorsuccesses, therearenotabledisappointments.ThissuggeststhatCalgarymayrequireamoreconcerted,creativeandstrategicefforttoensureadequatefacilitiesareavailablethroughoutthecityandinallstagesofthevaluechain.Someartisticdisciplinesand cultural activities are significantly underserved, and someimportantleasedinfrastructureislikelytobelosttoredevelopmentinthenearterm.

6. Consistent and strategic support for the operating costs of existing facilities.

Somefacilities(suchastheEPCORCENTREandJubileeAuditorium)receive substantial ongoing public subsidy, while others (suchasTheatreJunctionGRANDandVertigoTheatre) receivegeneraloperatingfundingthatmustsupportanartisticmandateinadditiontothefacility.Asaresult,someexistingfacilitiesremainoutofreach

formany small not-for-profit arts organizations. Edmonton’sArtsandMuseumBuildingOperatingGrantisanexampleofaprogramdesignedtosystematicallyenablebroaderaccesstofacilities.

As Calgary makes progress to address its infrastructure deficit,attentionmustbepaidtotheoperatingcostsofthefacilitiescurrentlyusedtosupportthesector.The2007ArtSpacesStrategy&CapitalPlanincludesadirectiveto“establishandmonitorthelinkbetweenartsfacilityoperatingcostsandannualoperatingfundingtoensuresectorsustainability.”Thislinkhasnotbeenclearlyestablished,andasnewsquarefootageisaddedtotheinfrastructurebase,theneedto address this challenge in a systematicmanner becomesmoreacute.

7. Dynamic and sustainable large arts organizations/institutions.

Ahealthyartsecosystem issecuredby large,flagship institutions.These organizations provide the most full-time employmentopportunities,thehighestprofilefortheartssectorandthelargestreachtooutsidemarkets.Theyareoftenthesourceofthefirstrealpaying job for an emerging artist, and almost all have programstodevelopemerging talent.Educationaloutreach is seenascorebusiness for many of the large organizations in Calgary. Theseinstitutions comprise over half of the total revenue in the sector,andreceiveacorrespondinglyhighpercentageofthetotalpublicinvestment.With higher fixed costs and substantial infrastructurerequirements, these organizations also face higher risks and animperative to continue to develop programming that meets thechangingdemandsofthepublictheyserve.

8. High-quality arts education and engagement opportunities for youth.

Citizenconsultationhaspointedtotheimportanceofaccesstoartseducationandtheroleoftheprofessionalartssectorinthedeliveryofhigh-qualityexperiences to learnersof all ages.Research from

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the National Endowment for theArts in the United States pointsout thesignificantadvantagesofartseducation to thearts sector(astrongcorrelationtofutureengagementinthearts),tosociety(astrongcorrelationtofutureengagementinciviclife)andtostudentacademicsuccess.

9. A high-quality post-secondary arts education/pre-professional training system.

Calgary’s post-secondary learning institutions and other pre-professional trainingprogramsplay important roles in the sector:in the day-to-day delivery of cultural experiences, employingprofessionalartistsaseducators,andingraduatingseveralhundrednew artists into the Calgary arts scene on an annual basis.Moreeffective integration of these educational organizations with thebroad-based arts sector can pay tremendous dividends, but willrequireovercomingjurisdictionalboundariesandotherdisconnectsthatcurrentlycharacterizetheenvironment.

10. The arts are positioned to play a prominent role in enhancing the vitality of public space.

Citizenconsultationshowssubstantialinterestinurbanplacemaking,specificallyopportunities tobuildahighlyengagingpublic realmindowntownCalgary (alignedwith renewedmajor infrastructure)aswellasensuringthatculturalengagementisfacilitatedthroughpurpose-builtinfrastructurelocatedinallcommunitiesinthecity.

Manystudies,particularlytherecentKnightFoundationSouloftheCommunitystudy,showtheimportanceofplacemakingasawaytoensureacityisattractivetomigrationand“sticky”forthosewhohavechosentolivethere.Artsandculture,particularlythroughpublicartandfestivals,arefundamentallyimportantinachievingtheseends.

11. Significant collaboration on planning, programming and investment to realize increased efficiency and effectiveness in developing the arts sector.

In Calgary, there are multiple sources of funding and supportfor thearts, includingCADA,TheCityofCalgary,otherordersofgovernmentandthephilanthropicandprivatesectors.Inaddition,Calgary Economic Development supports Creative IndustrieswhileProvincialArtsServiceOrganizationssupportartistsandartsorganizationsonadiscipline-by-disciplinebasis.Thelargestartsandculture institutions (suchas theCalgaryStampede,CalgaryPublicLibrary,GlenbowMuseum,EPCORCENTRE,CalgaryPhilharmonicOrchestraandAlbertaBallet),educationalinstitutionsandsystems,andrecreationalserviceproviders(YMCA,TheCityofCalgary)havelargebudgetsandimportantdevelopmentalimpactsonthesector.Itisimperativetodevelopformalmeansfortheseorganizationstocoordinatetheirworktofillgapsandavoidoverlaps.

“Calgary’s cultural workers and artists are very resilient and ambitious as a result of

growing up or maturing in a city that has not traditionally valued these things. The people who want to participate in art, then, are very driven and do not require external support or motivation. These are the kinds of people who

lay the foundation for something greater, who make art into a valued part of the civic community, who do so much that the city

can’t help but take notice.”- Visual Arts Survey Respondent

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An inspiringagendahasemerged fromcommunityconsultations,collaborative working sessions and current state research andgap analysis. Each of the goals below has amotivated group ofstakeholdersthathavealreadyidentifiedthemselvesaschampions.TheCityofCalgary,severalcivicpartners,promotionalandumbrellaagencies,publicandpost-secondaryeducationleaders,corporatesupporters, cultural institutions, arts organizations (and theirvolunteerboardmembers) andartists all have significant roles inachievingsomeorallofthesegoals.

1. Youth & EducationLet’s ensure that every Calgarian under 18 has the best possible opportunity for arts participation and education.

» Let’s build strong connections among professional artists,artsorganizations,ourteachersandtheeducationsystems.

» Let’seliminatefinancial, logistical, transportationandotherbarrierstoyouthartsparticipation.

» Let’s provide the facilities and programming necessary toprovideartsparticipationopportunitiesthroughoutthecity.

» Let’smakeCalgaryaninnovationcapitalbybuildingstrongconnections from the arts to our city’s engineering andsciencestrengths.

2. Creative CommunitiesLet’s ensure that cultural participation is a fact of daily life in Calgary.

» Let’suseourdiversityasacorestrengthtoprovideinspirationandasenseofplace.

» Let’sgiveaccesstopublicspacesandcentresforcelebration,culturalproductionandparticipation.

» Let’sencouragetheprofessionalandamateurartisttoworkcloselytogetherascommunity-builders.

3. Calgary as an Artist IncubatorLet’s maximize the attractiveness of Calgary as a home for emerging talent.

» Let’s ensure that the health and welfare of artists is a toppriorityinCalgary.

» Let’s strongly support our post-secondary arts institutionsandpre-professionaltrainingprograms.

» Let’sprovidethespaceandfundingnecessaryforartiststogetacareerheadstartinCalgary.

» Let’s provide opportunities for young artists to gainexperience,toshowcasetheirworkandreceivementorshipfromestablishedartists.

» Let’s ensure that entrepreneurial and informal arts andculturethrivesinCalgary.

4. From Excellence to ExportLet’s ensure that the impact of the work of Calgary’s professional artists and arts organizations extends regionally, nationally and internationally.

» Let’sinvestinourprofessionalartists,enablingthemtohavethetime,spaceandresourcesnecessarytoconducttheR&Dthatisfundamentaltoadvancingcreativepractice.

» Let’ssupporttheresilienceandstrongbusinesspracticesofourartsandcultureorganizations.

» Let’sensurethatCalgariansfeelastrongconnectiontotheirlocal arts scene through compelling communication andengagement.

5. Downtown Arts DistrictLet’s create a new postcard of Calgary!

» Let’smakeourdowntownacentreoffestivalsandspectaclesandthehighest-qualityartfromhereandaroundtheworld.

» Let’smakeourcentralpublicspacesinspiring,infusedwithamazingpublicartandsafestreet-levelexperiences.

V. Shared Goals, Collective Impact

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1. Connection to imagineCalgary

Partway through theprocess, it became clear that the aspirationsofthisstrategytiecloselytoimagineCalgary,Calgary’sLongRangePlanforSustainability.SomeoftheconceptsfromimagineCalgarywere used to influence the directions indicated in this report.Specific connections (direct and indirect) to imagineCalgary arelistedinAppendixA.

2. Process Lessons and Course Corrections

There are inherent benefits to convening. Theactofbringingtogetherstakeholdersfromtheartssectorandfromrelatedandsupportingsectorsmadeclearthebenefitsofandneedforincreasedintra-andinter-sector communication. Several of the consultationmeetingsled to follow-up meetings and increased collaboration betweenparticipants.

In the first third of Phase III, it became clear that the plan would need to facilitate increased collaboration between and among agencies and institutions already working towards the growth and development of the arts.Aftersomedeliberation,a“CollectiveImpact”modelwasproposed as an organizing principle for clarifying and achievingthe goals expressed throughout the consultation process. Thecollective impact model requires multiple stakeholders to worktogether to define a common agenda andmeasures of success,whilecommittingtoundertakingmutuallyreinforcingactivitiesthataddressgapsandavoidoverlaps.Finally,collectiveimpactrequiresan investment in measurement and communication to ensureongoingalignmentofactivities.

VI. Process Notes

VII. Planning Implications1. Infrastructure Planning

Infrastructure Funding

Over the past six years, substantial new investments have beenmade to begin to fill the gap in Calgary’s cultural infrastructurebase, based on a 2007 strategy developed by CADA on behalfofTheCityofCalgary.The lead investor in theseprojects ismostoften City Council, using their designation of 5% of MunicipalSustainability Initiative (MSI) funds for cultural infrastructure. Thisfunding substantially leverages funding commitments from otherorders of government and the private sector. These investmentshavebeenprioritizedthroughtheCulturalSpaceInvestmentProcess(administered byCADA) and theCity’s Culture, Parks, RecreationInfrastructureInvestmentPlan(CPRIIP)list.

Inadditiontothesecommunity-ledprojects,TheCityhasprioritizedbuilding cultural spaces in new recreation facilities located insuburban areas (in line with the 2007 strategy). CADA and TheCalgaryFoundationalsoestablishedcSPACEProjectstoproactivelydevelopmulti-tenantincubatorfacilitiesandartisthousing.

Basedon researchconducted through thisprocess, infrastructureinvestments will continue to be a priority for maintaining themomentum noted noted above. Detailed infrastructure planningwill be a keypartof thenext stepsof this strategicwork.Due tothesignificantsuccessesofthissystematicapproachtoinvestinginculturalinfrastructure,futureplanningcyclesatTheCityofCalgary(andallordersofgovernmentifpossible)shouldcontinuetoincludeaprovisiontoallocateasetpercentageof5%ofcapitalfundingforculture.

“I am enjoying feeling like I have a significant role and voice. I already was actively involved in the arts world by attending and

volunteering. This role confirmed that I am spending my time and energy in the right direction.”

- Marion McMullen, Calgary 2012 Cultural Ambassador. Source: 5,000 Stories & Counting

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Infrastructure Policy

TheproposeduseofdensitybonusesandtemporaryuseofCity-ownedfacilitiesforartspurposeshasnotbornefruittodate.Thesemechanisms have been successful in other cities (particularlyVancouver), and should remain priority areas for investigationas possible low-cost additions to the facility inventory. Othermechanisms that bring the private sector into partnership withgovernment or non-profits should also be pursued as planningprogresses.

2. Investment Planning

Thegoalsoutlinedinthisdocumentwillrequirerestructuringandincreasing the overall pool of funds invested in the arts. Publicfundingshould:

• Belinkedtotheachievementofspecificoutcomemeasures;

• Bebasedonalong-termplan(includingkeypolicyprinciplesuch as the 5% of MSI funding for culture) over multiplebudgetcyclestoincreasetheabilitytoplanandcoordinateactivity;

• Align with and/or match funding and revenue from othersourcessuchasfoundations,corporate/employeegivingandearnedrevenue;

• Increase to levels that will enable Calgary’s arts sector toremaincompetitivewithpeercitiesasaplacetoliveandworkasanartist;and,

• Ensuretheoperationalstabilityoftheartsinfrastructurebase.

Duetotheleadtimesinherentinbudgetplanning,fundersshouldbegintoaddressthe implicationsof the initiativesoutlined inthisdocumentassoonasfeasibleinmulti-yearbudgetprocesses.

3. Roles & Responsibilities Clarification

One of themost important goals of this process is to clarify theorganization,programmingandcommunicationrequiredtoachievethe vision for the arts identified by Calgarians in this document.Becausetheartssectorissodiverse,andalsosoimportanttoourprosperity,therearemanydifferentstakeholdersworkingtosupportit. At minimum, the following stakeholders and sectors will haveopportunitiestoenhancetheirroleclaritythroughthenextiterationofthisprocess:

•TheCityofCalgary•CADA•PublicArtBoard•CalgaryEconomicDevelopment•TourismCalgary•CalgaryPublicLibrary•ProvincialandFederalfunders•Primary/secondaryeducation•Post-secondaryinstitutions•Otherfunders•Otherrelatedstakeholders

“I refuse to believe Calgary will remain in a state where the minds of the future must leave and make their way

to the Torontos, Vancouvers and New Yorks of the world. I would love to see Calgary hold onto the personalities

and the stars it harbours and breeds.”- Stephan Seupersad, Advisory Panel, Cultural Capital Bid

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VIII. Next StepsPrior to the end of September 2013:

» FinalverificationandpublicationofresearchandanalysisintheCurrentStateoftheArtsinCalgaryReport.

Prior to the end of October 2013:

» Stakeholders will be invited to convene around eachof the goals to establish refined agendas and targets,communicationandinvestmentplans,andclarifyrolesandresponsibilities.

Prior to the end of December 2013:

» CityCouncil will be offered the opportunity to review thiswork in further detail and engage in a strategic planningsession.

Prior to the end of February 2014:

» Stakeholders will be invited to become signatories to theIntegratedArtsDevelopmentStrategy.

» City Council will consider funding and program/structureoptions and requirements in a final report presentedthroughCommunity&ProtectiveServicesCommittee(otherstakeholders will considering funding/resource optionsbasedontheirobjectivesandontheirowntimelines).

“I am an immigrant in Canada and our chosen destination was Toronto. Now, we

were suggested to come to Calgary because of the many job opportunities. Some of our relatives considered Calgary a conservative

society, where multiculturalism is not supported. But it has all been proven wrong. Calgary is the hub of culture, even though

population-wise it is small, but the cultural part is endless possibility (the whole world vs. Calgary). Now I am happy to come to

a society which supports everyone in every single way and be a part of it. In reality, it

is a society which supports biodiversity just like a jungle on the equator and provides

reasonable accommodation. It is like a place in dreams, where everyone gets along. To

continue this into the future we must take initiative to support it so that we don’t let it fall back behind in any way and keep up with

the current pace.”- Anosha Kiran, Advisory Panel

Cultural Capital Bid

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Direct ConnectionsAll aspects of life in Calgary provide opportunities for aestheticenjoyment. We recognize and protect our natural and builtenvironmentsfortheirbeauty.Ourtraditions,valuesanddistinctivecharacteristicsareusedtoenhancephysicalandhumanresources.Opportunitiesforaestheticenjoymentareaccessibletoall.

» Target86:By2036,95percentofCalgariansreportthattheyhavearangeofopportunitiesfortheaestheticenjoymentofnature,artsandculture.

Creative self-expression is cultivated and nurtured as part ofeveryone’s life. We renew ourselves, using our unique gifts andtalents, throughcreative self-expression.There is awide rangeofopportunitiesforcreativeexpression.

» Target87:By2016,90percentofCalgariansreportthattheyhaveopportunitiestoexpresstheiruniquegiftsandtalents.

» Target 88: By 2021, 90 percent of Calgarians report thatCalgaryisacitythatpromotescreativefreedom.

» Target 89: By 2026, 90 percent of Calgarians report thatparticipationincreativeactivitiesisanimportantpartoftheirlives.

Wearecontinuallyrenewedbyparticipatinginactivitiesthatrefreshourbodiesandminds;activelifestylescontributetoourabilitiestorestoreandenhanceoursensesofpersonalandcommunitywell-being.

» Target107:By2036,90percentofpeoplelivinginCalgaryreport that they participate in active lifestyles that includeinformalandstructuredrecreationalopportunities.

» Target 108: By 2036, 100 percent of Calgarians reportthat they can access a range of high-quality recreationalexperiences, regardless of gender, socio-economic status,age,ability,religion,race,sexualorientationorheritage.

Indirect ConnectionsWecreateindividualmeaning,purposeandconnectednessinourlivesforourownbenefitandthatofothers.Werespectandembracetheways inwhichotherschoosetocreatemeaning,purposeandconnectedness.

» Target 101: By 2036, 90 percent of citizens agree that“Calgaryisacitywithsoul,”whichisdefinedascitizenshavingmeaning and purpose in life and experiencing ongoingfeelingsofconnectednesswithsomeformofhuman,historicornaturalsystem.

» Target 102: By 2036, 100 percent of Calgarians reportthat they feel respectedandsupported in theirpursuitsofmeaning,purposeandconnectedness,andthattheyextendrespectandsupport tootherswhomeetthisneedinwaysdifferentfromtheirown.

Wehavea senseofbelonging, friendshipand identitywithin thecontext of our groups and neighbourhoods. We honour andcelebrate diversity. We act as collective stewards of our values,traditions,institutionsandthenaturalenvironment.

» Target 112: By 2010, 90 percent of Calgarians agree thatthereisastrongsenseofcommunityinCalgary,andatleast80percent ofCalgarians report high levels of satisfaction,senseofbelonging,attachmentandcivicpride.

» Target113:By2010,80percentofcitizensexperienceahighsense of community in their neighbourhoods and affinity-related communities, as reflected by residents’ reports ofneighbourhood participation and volunteering, sense ofbelonging,neighbourlinessandreciprocity,senseofefficacy,attachment,safetyandvoterturnout.

» Target114:By2010,atleast75percentofCalgariansreportthattheyvolunteerforthebenefitofotherswhoareoutsidetheircirclesoffamilyandfriends.

Appendix A: Linkages to imagineCalgary

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As one of Canada’s 2012 Cultural Capitals, Calgary made acommitment to conduct long-termplanning for thedevelopmentof the arts sector. The planning process, dubbed #yycArtsPlan,has been led by Calgary Arts Development Authority (CADA), amunicipally-ownedcorporationcreatedasanoutcomeofCalgary’s2004CivicArtsPolicy(attached)withamandatetoprovidestrategicleadershipforthelong-termgrowthoftheartssector.1

After Calgary was awarded the Cultural Capital of Canadadesignation, CADA kicked off a three-phase planning process inearly2012.Thegoaloftheprocessistocreatealong-termstrategyfor arts development and investment in Calgary as a legacy ofCalgary’s year as a Cultural Capital of Canada. We are workingwithcitizens,artistsandstakeholders fromothersectors tocraftaboldand integratedplan thatsetsclear, long-termtargets for theresources and partnerships necessary to support a thriving artssectorinCalgary.

Thephasesareasfollows:

» Phase I: Setting the Stage - This phase, undertakenin early 2012, included a dialogue series with artistsand representatives from arts organizations, includingadministratorsandvolunteerboardmembers.Italsomarkedthebeginningofprimaryand secondary research into thecurrentstateofthesector.

» PhaseII:ThePublic’sView-Thisphase,startedinJune2012,involved an innovative public consultation process usinga Citizens’ Reference Panel. The process, undertaken withpartial funding support from Calgary 2012, concluded inOctober2012withareportthathassevenvisionstatements

1: The 2004 Civic Arts Policy includes the following mandate for CADA: “City Council will delegate the creation, maintenance, and implementation of a long-term strategic plan for the arts, in line with this policy, to a single arm’s-length arts authority.” Previously, CADA has created a long-term plan for art spaces and modernized the municipal level granting process after a 2006 merger with the Calgary Region Arts Foundation.

and35specificrecommendationsfortheartsinCalgary(theentirereportisattached).

» Phase III:Setting theDirection -Thisphase included threesummit meetings with invited delegates and applicants,meetingswith representatives fromeachartisticdiscipline,openhousesheldineachquadrantofthecity,amongotherevents. A Steering Committee comprised of members ofCADA’sboardand representatives fromother fundersandordersofgovernmentwasdevelopedtoprovideadviceandguidance.

Detailed Steps of #yycArtsPlanCADAembarkedonayearlongprocesstocreateacomprehensivestrategy for arts development and investment in Calgary in Mayof 2012. The Arts Plan involves a rigorous, three-phase processdesignedto involveawidevarietyofstakeholders in thecreationoftheplan.

Phase I Dialogue Sessions (May - June 2012)Phase I of theArts Plan process included a dialogue series withartists, arts administrators and boardmembers to get a firsthandperspective on the experience of working in the arts in Calgary.CADAheld17dialoguesessionswith91attendees.

Phase II Citizens’ Reference Panel Sessions 1, 2 & 4 (September - October, 2012)Phase II of the Arts Plan included a public consultation process,forminga36-memberCitizens’ReferencePanelundertheleadershipofconsultationexpertsMASSLBP,resultinginavisionarydocumentused to guide sector stakeholders through the remainder of theprocess.

•36Citizens’ReferencePanelmembers•Foursessionswith13speakers•35recommendationsfortheartsinCalgary

Appendix B: The #yycArtsPlan Process

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Phase II Citizens’ Reference Panel Session 3: Public Roundtable (October 13, 2012)

OnOctober13,2013, theCitizens’ReferencePanelcoupledtheirthird Arts Plan session with a public roundtable. Panel membershosted Calgarians interested in learning about Arts Plan anddiscussingpublicprioritiesforthearts.

•36Citizens’ReferencePanelmembers•13roundtablesbasedonseventhemes

Phase III SummitsPhaseIIIoftheArtsPlanconvenedaseriesofsummitsinearly2013that brought together experts and practitioners in the city’s artssectortocraftinformedandvisionarytargetsandstrategiesforthearts.

» PhaseIIISummit#1:January26,2013:75attendeesatthefirstsummithelpedestablishacollectivevisionfortheartsinCalgary,identifythestrengthsandweaknessesofthecurrentsector andexplore key areasof theplan, such as facilitiesandartseducation.

» PhaseIIISummit#2:February21,2013:68attendeesatthesecondsummitexploredextremepossibilitiesforimprovingthe city’s arts sector and discussed discipline-specificstrengths and challenges. As a follow up, five discipline-specific surveys were sent to the arts community with 86responses.

» ArtsEducationMini-Summit:February22,2013:CADAco-hostedanartseducationmini-summitwiththeCalgaryBoardofEducation(CBE),attractingabout100attendeesfromtheartsandeducationalsectors.Thesummit’soutputhashelpedinformablueprint for arts educationbeing consideredbytheCBE’sFineArtsStandingCommittee.

Phase III Open Houses and Focused MeetingsThroughout April andMay 2013, CADA hosted a series of openhouses and discipline-specific meetings where attendees couldreceiveanupdateontheArtsPlanworkingdraft,askquestionsand

provideinput.Anopenhousewasheldineachquadrantofthecity.•14meetingsandfouropenhouses,228attendees•11partnerandcommunityorganizationsparticipated•10ProvincialArtsServiceOrganizationsparticipated

Arts Plan Visionary ArticlesCADA commissioned a series of articles on the arts to inspire usto reachgreaterheights throughout theArtsPlanprocess.CADAengaged21visionariestoprovidetheirpersonalviewsonthefutureoftheartsinCalgary,andhasturnedoneofthethesearticles,PatrickFinn’s“ArtistsareDangerous,”intoashortvideo.

Arts Plan Outside CritiquesTo ensure that Calgary’s Arts Plan is as bold as possible in itsaspirations, and is truly reflective of thebest thinkingon the artsinNorthAmerica,CADAengagedShannon Litzenberger and IanDavidMosstoserveas“consultingcritics”oftheprocess.Atpresent,theyhaveeachcontributedtwocritiques(seeattached).

Lessons & Participation: Calgary 2012ThebidprocessforCulturalCapitalofCanadawashighlyinfluentialsettingthestageforArtsPlan.KeycontributionsfromCalgary2012arelistedbelow.

Bid ConsultationsOver 5,050 Calgarians were engaged in the Calgary 2012consultationprocess,includingthosereachedthroughcommunityengagementsessions,onlinecrowdsourcingviaCalgary2012.com(4,500uniquepageviews)andatwo-dayCalgary2012symposiumwitha100-memberAdvisoryPanel.

Bid PartnersSixorganizations participatedaspartnersintheCalgary2012bid:CADA,CalgaryStampede,CityofCalgaryRecreation,CalgaryPublicLibrary,CalgaryEconomicDevelopmentandTourismCalgary.

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Calgary 2012 BoardThirteen board members participated, representing the six bidpartner organizations and representatives from the Aboriginal,culturallydiverse,officiallanguageminorityandyouthcommunities.

Calgary 2012 Cultural Capital Celebrations•250volunteers,22sectiondirectorsandover1,000CalgariansmadetheSweetCityLipDubvideo,whichhasreceivedover25,000YouTubeviews

•Over1,000attendees,23localserviceorganizationsand250artistsparticipatedintheOneLoveConcert

•3,500attendeesand175artistsparticipatedintheSweetCityOpeningCelebration

•500partners/investorsinCalgary2012andInvestYYC.com•564CulturalAmbassadorsparticipatedthroughouttheCulturalCapitalyear

Calgary 2012 Grants and Programs•1,056applicationsweresubmittedtothe2012ProjectGrantandConnectingCalgaryprograms

2012 Project Grants•144recipientsfromarts,cultureandheritageorganizationsaswellasprofessionalartists

Artists in Residence•29 professional artists were hosted in 30 different locationsthroughoutCalgary

GiGYYC•Over73,000sitevisits•7,000votingaccounts•27,000votes•167projectsfunded

Connecting Calgary•Supportedsixartistexchanges•Brought61artiststoCalgary•Facilitatednationalandinternationaltravelof56Calgaryartists

Calgary 2012-Funded Projects•Over16,500attendeesvisited35ofCalgary’sbestbuildingsinthefirst-everDoorsOpenYYC

•Over10,000attendeesparticipatedinsixperformanceartplatformsinthefirstNuitBlancheCalgary

Lessons & Participation: CADA ProgramsOperating Grant ProgramIn 2004, when City Council adopted the Civic Arts Policy, fewerthan120artsorganizations receivedCity funding. In2012,CADAfunded 157 organizations through its Operating Grant Program.Approximately25assessorsareinvolvedeachassessmentyear.

In2012,organizationssupportedthroughCADA’sOperatingGrantProgramaccountedfor:

•$109,409,304totalannualspending•$56,030,739totalartisticexpenses•7,912totalpublicactivities•9,481totalartseducationactivities•624,552totalvolunteerhours•654.6totalfull-timeemployment•7,526artistspaid•1,355boardmembers•24,034totalvolunteers•2,334,985totalattendees

New Client Induction GrantIn2011,TheCityofCalgaryprovidedanincreasetoCADA’sbasefunding to invest in new organizations that represent the nextgenerationofartisticpracticeandarestimulatingnewgrowthintheartssector.Asaresult,$175,000wasinvestedin36artsorganizationsin2012 thatwerenot already funded throughCADA’sOperatingGrantProgramthatyear.

Remarkable Experience AcceleratorThe Remarkable Experience Accelerator is a unique partnershipbetween CADA and the Calgary Hotel Association. The program

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makes investments aimed at accelerating organizations whoseproposed activities are high-calibre cultural experiences thatenhanceCalgary’s reputation. In2012, investmentsweremade inthreeartsorganizations.Fiveassessorswereinvolved.

artsVest CalgaryartsVestCalgary is a sponsorship trainingandmatching incentiveprogramdevelopedbyBusinessfortheArtsanddeliveredlocallyinpartnershipwithCADA.In2012,theprogramfacilitated$233,189insponsorship,whichcreatedaninfluxof$349,948intoCalgaryartsorganizationswhenaddedtomatchingfunds.

•30artsorganizations,12assessorsand90businesspartnersparticipated(2011&2012)

Cultural Space Investment Process (CSIP)The Cultural Space Investment Process (CSIP) is a capital projectevaluationprocesscreatedbytheCivicArtsPolicyandoperatedbyCADAtoinformTheCityofCalgaryofprioritiesforcommunity-led,cultural infrastructureprojects.Since2008,14projectshavebeensuccessfullyrecommendedthroughCSIP,withanaverageofeightassessorsinvolvedineachyearoftheprogram.

Mayor’s Lunch for Arts ChampionsIn2013,CADAandtheOfficeoftheMayorrelaunchedTheMayor’sLunch forArtsChampions, a business and arts recognition eventformerlypresentedby theCalgary ProfessionalArtsAlliance.Theeventattracted559attendees,72artists,15committeemembersand33volunteers.

Arts Champions CongressTheArts Champions Congress was created by CADA in 2011 tofacilitatetheconversationsnecessarytonurtureashiftinourthinkingabout flexibility, resiliency and innovation, and to encourage acollaborativeapproachtobuildingthecapacityoftheartssectorinCalgary.

•In2011,292attendeesand15volunteersparticipated•In2013,270attendees,24volunteersand39presentersparticipated

Cultural Leaders Legacy Artist AwardsCalgary2012partneredwithCADAtodevelopfiveCulturalLeadersLegacy Artist Awards as a major legacy of the Cultural Capitalyear. Each award is funded by a $10,000 donation from a localphilanthropistororganizationinacategoryoftheirchoosing,withequalmatchingfundsfromCalgary2012.Theseawardswillbegivenannuallyforfouryears.In2012,26jurymemberswereinvolvedinselectingthefiveawardrecipients.

Executives in ResidenceThe Executives in Residence (EiR) pilot program took place fromJanuary toMay2012andprovidedopportunities forCalgaryartsorganizationsandartiststoaccessknowledgeandexpertiseinareasthatwouldincreasetheeffectivenessandimpactoftheirwork.

•In2012&201311EiRs,74artsorganizationsand30artistsparticipated

Peer NetworksSince2011,CADAhasfosteredaseriesofPeerNetworksthatoffernetworkingandeducationalopportunitiestomembers.

•FestivalsNetwork-47onlinenetworkmembers•IndividualArtistNetwork-50onlinenetworkmembers•MarketingNetwork-59onlinenetworkmembers•SpacesNetwork-53onlinenetworkmembers

InvestYYCDeveloped and piloted by Calgary 2012, InvestYYC.com is acrowdfunding website designed for Calgary-based artists andarts organizations to raise funds, find volunteers and generateawareness.Todate, 1,158user accountshavebeencreated,with1,615donationsmadeto44projects.

PechaKucha NightsCADA organizes Calgary’s popular branch of this speaker series,whichencourages connectionand collaboration through ideas intheartsandbeyond.Over160speakersand5,000attendeeshaveparticipated in16events sinceSeptember2009.Ninecommitteememberscontributetoplanningtheevents.