Arts & Culture 2015-2018 Business Plan and 2015 Budget Agenda - - PowerPoint PPT Presentation

Arts & Culture

2015-2018 Business Plan and 2015 Budget

Agenda genda

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• Existing Core Services
• Vision and Mission
• Strategic Goals & Outcomes
• Service Delivery Model
• Service Level Issues and Trends
• Service Area Information
• Accomplishments and Awards
• Service Priorities
• Looking Ahead
• Proposed Budget
• Balanced Scorecard
• Summary

Exis Existing C ting Cor

• re Servic

e Services es

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Vision and Mis ision and Mission sion

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Vision: ision:

Mississauga is known as a dynamic global cultural centre where public works are public art; our festivals and events have transformed

• ur neighbourhoods and the City Centre into

vibrant cultural nodes; our cultural facilities are welcoming places, providing opportunities to learn about our history, and to experience and celebrate our culture and unique identity.

Mis Mission: sion:

To implement the approved Culture Master Plan by working collaboratively with a wide variety of partners to build strong cultural institutions, complete communities and stimulate a creative economy. ¡

Str trategic Goals egic Goals

• Strengthen local arts and culture organizations;
• Protect and celebrate the City’s social and

physical heritage;

• Animate the City’s public spaces & places;
• Optimize opportunities for creative participation

and experiences; and

• Grow the local creative economy.

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Str trategic Out egic Outcomes

• mes

Success will be measured against the 3V 3Vs o s of cultur f culture: Values alues Customs, memories, stories, standards and beliefs are identified, recorded and celebrated reinforcing a strong sense of local arts and cultural identity. Vibe ibe The City is animated with arts and culture, our public spaces and places are enriched by art, festivals and events, and our sidewalks are a buzz with shoppers, diners and people watchers. Virtuosity irtuosity Art & culture are appreciated and valued, and expressions of artistic excellence are found throughout the City which has a thriving arts & culture industry.

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Arts & Culture Service Area

Cultural & Heritage Planning Section Cultural Operations Section

Servic Service Deliv e Delivery Model ery Model

Curr Current Servic ent Service L e Levels els

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Cultur Cultural R al Resear esearch & Planning ch & Planning

• Develops cultural plans, studies and policies;
• Researches best practices analyzes culture statistics and

prepares annual culture report card;

• Maintains a cultural resource map portal; and
• Fosters research, project and policy initiatives with

universities, colleges and other institutions. Heritage Planning Heritage Planning

• Designates Heritage Property;
• Administer Heritage Permits and Heritage Property

Standards By-law;

• Supports Heritage Advisory Committee; and
• Maintains a Heritage Register.

Digital Engagement Digital Engagement

• Implements Culture Division’s digital engagement strategy;
• Designs and maintains the Culture Division web-page and

internet based digital programs; and

• Deploys appropriate digital technology and platforms to

enhance resident engagement and service delivery.

Curr Current Servic ent Service L e Levels els

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Public Art Public Art

• Implements the Public Art Master Plan, & the City’s

Acquired Art Policy;

• Administers Public Art Jury selection process; and
• Coordinates fabrication and installation of Public Art works

and the conservation and maintenance program.

• Administers Arts & Culture, Community Cultural

Celebrations & Festivals, & Heritage grant programs;

• Provides workshops and one-on-one sessions to build
• rganizational capacity

Gr Grants Pr ants Progr

• gram

am

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Perf erforming Arts - Meado

• rming Arts - Meadowvale T

ale Thea heatr tre e

• Hosts theatrical performances including professional troupes,

community productions and school presentations;

• Delivers 135 performances with over 35,500 attendees; and
• Offers special event based performing arts programming , and

registered dance programs. Museums & T Museums & Traditions aditions

• Maintains 11 buildings at 3 museum sites: Bradley Museum

Benares Historic House and Leslie Log House;

• Collects, maintains and preserves 16,167 piece artifact collection

and over100,000 archaeological pieces; and

• Curates and installs rotating exhibits, delivers special events

(e.g. Maple Magic), summer camps, educational programs, and provides guided interpretive tours.

Curr Current Servic ent Service L e Levels C els Cont

• nt’d

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Civic and Major E Civic and Major Events - Mis ents - Missis sissauga C sauga Celebr elebration Squar tion Square

• Plans and delivers diverse year-round events and activities;
• Curates and presents outdoor digital gallery;
• Provides video, audio and lighting production for events,

activities and Mississauga TV productions; and

• Designs and delivers major civic events such as Canada Day

celebrations. Film, Digital & Lit Film, Digital & Liter erary Arts ary Arts

• Markets and promotes filming locations at the city of

Mississauga;

• Facilitates approval of all filming projects on City’s property

and issues filming location agreements;

• Designs and delivers digital and literary pre-registered

courses; and Produces citywide arts and culture events (Rebel, Culture Days, 2015 Pan AM games).

Curr Current Servic ent Service L e Levels C els Cont

• nt’d

Servic Service L e Level Is el Issues & T sues & Trends ends

• Cultural vitality is a driver of the City’s economic growth;
• Mississauga’s largest creative industry employer is

television, with motion picture and video production second, and music and sound-recording third, with one firm leading Internationally in sound recording;

• Mississauga’s independent artists, writers and performers

are low by comparison to other cities;

• Cultural space, such as art galleries, museums,

performance, production (studio) and rehearsal is low by comparison to other Canadian centres;

• Provision of quality cultural space plays a critical role in

attracting and retaining creatives;

• Mississauga’s broad cultural diversity is reflected in the

various organizations involved in arts, media and entertainment; and

• Public art is a critical ingredient in community building.

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Servic Service Ar e Area Inf ea Informa

• rmation

tion

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20 2014 A 14 Accomplishments

• mplishments

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CELEBRA CELEBRATING V TING VAL ALUES: UES:

• Delivery of Canada Day, New Year’s Eve, Doors Open,

Maple Magic, Culture Days events;

• Approval of Meadowvale Village Heritage Conservation

District Plan; and

• Acquisition of museum quality space to store the City’s

museum artifacts. FOSTERING VIBE: TERING VIBE:

• Developed a new Public Art Master Plan;
• Installation of 3 permanent public art pieces, including

new works at the GO station and along BRT; and

• Approval of Phase 2 Cultural Node Project.

DEVEL DEVELOPING VIR OPING VIRTUO TUOSITY SITY: :

• Implementation of Meadowvale Theatre Strategic Plan;
• Launched new digital and literary arts courses;
• Increased range and offering of dance and recital

courses; and

• Completed Clarke Memorial Hall feasibility study.

Servic Service Deliv e Delivery Priorities ery Priorities

• 1. Supporting and delivering existing and new festivals,

events, shows, exhibits and public art to animating the City’s public spaces and places.

• 2. Preserving important historic properties, collecting and

interpreting artifacts, gathering stories, and celebrating local customs and traditions – old and new - to build the City’s local cultural identity.

• 3. Retaining and attracting creative individuals and talent by

providing quality cultural spaces, professional development and employment opportunities.

• 4. Engaging artists and residents digitally to increase access

to arts and culture and to grow the City’s overall cultural consciousness.

• 5. Creating a sustainable funding model for the ongoing

support of the City’s cultural development.

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Looking Ahead

• oking Ahead

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Str trengthen local arts & cultur engthen local arts & culture or e organiza ganizations: tions:

• Sustain financial support at $3 per capita granting

investment ratio;

• Review grant policy, and explore alternative funding

models;

• Facilitate a community-based private sector arts

stabilization program;

• Provide development and networking opportunities for arts

and culture organizations; and

• Update the Division’s web-page, establish a new banner

program, and launch a social marketing campaign to raise awareness of the City rich arts and culture. Pr Prot

• tect and c

ect and celebr elebrate the City’ e the City’s social & ph s social & physical heritage: sical heritage:

• Develop a museum strategic plan, including an evaluation
• f existing service delivery, audience development and

programming;

• Animate public parks and open spaces with provision of

new contemporary artworks, interpretive plaques, and commemorative monuments; and

• Develop a heritage planning strategic plan.

Anima Animate the City’ e the City’s public spac s public spaces and plac es and places: es:

• Increase programming of digital urban screens, and

provide new seasonal lighting, expanded food and beverage choices, and temporary and permanent public artworks at Mississauga Celebration Square;

• Provide new innovative arts and culture events and

activities at the Museums of Mississauga and Meadowvale Theatre; and

• Facilitate new permanent and temporary art initiatives at

City owned buildings, squares, parks, streets and transit stations. Optimiz Optimize opportunities f e opportunities for cr

• r crea

eativ tive participa e participation & tion & experienc xperiences: es:

• Provide quality arts and culture space for both specialized

arts and cultural experiences;

• Provide non-traditional arts and culture programs and

events (i.e. artist in residence, poet laureate) to increase

• utreach in communities; and
• Continue to provide quality arts and culture registered

programs.

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Looking Ahead C

• oking Ahead Cont
• nt’d

d

Looking Ahead C

• oking Ahead Cont
• nt’d

Gr Grow the City’ w the City’s cr s crea eativ tive ec e econom

• nomy:

y:

• Develop a cultural policy framework and a creative space

strategy;

• Explore utilizing city-owned heritage buildings for arts and

culture spaces;

• Explore integrating arts and culture amenities into city
• wned spaces (i.e. community centres, libraries);
• Convene a creative industry taskforce to develop a strategy
• n music and film and television; and
• Advance major capital initiatives, including Art Gallery of

Mississauga, Meadowvale Theatre, and a new museum. Pr Provide E vide Efffectiv ective and E e and Effi fficient Oper cient Operations: tions:

• Explore partnerships opportunities with universities and

academic programs to support the delivering of the research program;

• Explore opportunities to diversify existing City funding

sources (property tax) for arts and culture services; and

• Review City’s bylaws to remove regulatory barriers for art

and culture.

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Pr Proposed Budget

• posed Budget

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20 2015 Budget Summary 15 Budget Summary

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2% net incr 2% net increase t ease to Oper

• Operating Budget: $ 0

ting Budget: $ 0.3M .3M ¡

*MCSL= Cost Increases and Operating Impacts of Capital Projects

147 (62) (37) 42 167 (100) ¡ (50) ¡ 0 ¡ 50 ¡ 100 ¡ 150 ¡ 200 ¡ Maintain Current Service Levels Efficiencies and Cost Savings Revenue Changes Operationalize Prior Decisions New Initiatives

Maintain Curr Maintain Current Servic ent Service L e Levels els

21 2016 2017 2018 Forecast Forecast Forecast ($000's) ($000's) ($000's) Labour and Benefits (2) 65 66 67 Operational Costs Increases Public Art-Maintenance 30 Maintenance and Replacement of Equipment & Furniture at Mississauga Celebration Square, Meadowvale Theatre 28 Heritage Plaque Designation program 15 Lease and utilities cost Inctrease 3 10 10 10 Community Access Funds increase 10 Operating Impact of New Capital Projects Transfer to Arts Reserve Fund-Study 63 Operational Costs Increases 149 10 10 10 Total 147 75 76 78 Description 2015 Proposed Budget ($000's)

Effi fficiencies and C ciencies and Cos

• st Sa

t Savings vings

22 22 2015 Proposed Budget 2016 Forecast 2017 Forecast 2018 Forecast ($000's) ($000's) ($000's) ($000's) Reduce Celebration Square program operating budget (50) Reduce Meadowvale Theatre program operating budget (12) 1% expense reduction (62) (62) (62) Total Efficiencies and Cost Savings (62) (62) (62) (62) Description

Revenue Changes enue Changes

23 2016 2017 2018 Forecast Forecast Forecast ($000's) ($000's) ($000's) Current Revenue Changes Recovery for Celebration Square Fees and Charges (17) (1) (1) (1) Increase projected film revenue (10) General fees increase (10) Current Revenue Changes (37) (1) (1) (1)

Note: Numbers may not balance due to rounding.

Description 2015 Proposed Budget ($000's)

Prior Y Prior Year ear’s Decisions s Decisions

24 2016 2017 2018 Forecast Forecast Forecast ($000's) ($000's) ($000's) Annualized Prior Years Budget Decisions Annualized Labour 42 Annualized Prior Years Budget Decisions 42

Note: Numbers may not balance due to rounding.

Description 2015 Proposed Budget ($000's)

Pr Proposed Ne

• posed New Initia

w Initiativ tives es

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¡

¡

¡ 2015 2016 2017 2018 2015 to 2018 2015 to 2018 Proposed Budget Forecast Forecast Forecast FTE Capital ($000's) ($000's) ($000's) ($000's) Impact ($000's) New Initiatives Lead Technician - Celebration Square 1387 1 29 50 51 52 1 Clarke Hall - Management & Operations 1394 50 50 Grant Support to Culture Groups 1400 48 96 144 192 Enhanced Artistic Community Development 1403 50 50 100 Artifact Preservation & Collection Services 1441 40 116 117 118 1 City Street Banner Program 1476 50 50 50 50 Total New Initiatives 1 167 362 462 563 2 Service Level Reduction Total New Initiatives & Service Level Reduction 1 167 362 462 563 2 New Revenues Total New Revenues Total New Initiatives and New Revenues 1 167 362 462 563 2 Note: Numbers may not balance due to rounding. Description BR # 2015 FTE Impact

20 2015 S 15 Sta tafff R Reques equests ts

26 Full Time Part Time Full Time Equivalent Full Time Equivalent 1387 Lead Technician - Celebration Square 1.0 0.0 1.0 29 Conversion Marketing and Promotion Coordinator 1.0 (1.0) 0.0 13 Other Strengthen Cultural Outreach Staff 0.0 0.1 0.1 8 Total Operating 2.0 (0.9) 1.1 50 2015 Staffing Request Initiative Staff Description 2015 Operating Impact ($000's) Total FTE

Pr Proposed 20

• posed 2015-20

15-2018 Oper 18 Operating Budget ting Budget

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Description 2015 Proposed Budget ($000's) 2016 Forecast ($000's) 2017 Forecast ($000's) 2018 Forecast ($000's) Labour and Benefits 4,601 4,764 4,833 4,904 Operational Costs 4,077 4,123 4,169 4,215 Facility, IT and Support Costs 41 41 41 41 Total Gross Expenditures 8,720 8,928 9,043 9,161 Total Revenues (1,693) (1,694) (1,695) (1,696) Total Net Expenditure 7,026 7,234 7,348 7,464

Capital Budget Ov Capital Budget Overvie erview w

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Priority 20 Priority 2015 pr 15 projects ar

• jects are funded

e funded

• $150,000 Public Art Program;
• $100,000 Life-Cycle Renovation of Meadowvale Theatre Feasibility &

Concept Design plans; and

• $50,000 Art Gallery of Mississauga - Feasibility & Concept Design plans.

20 2015-20 15-2024 Capital Budget 4 Capital Budget

29 Program Description 2015 Proposed Budget ($000's) 2016 Forecast ($000's) 2017 Forecast ($000's) 2018 Forecast ($000's) 2019-2024 Forecast ($000's) Total 2015- 2024 ($000's)

Culture Buildings & Assets 150 1,100 41,700 42,950 Culture Materials & Equipment 150 60 2,372 2,582

Grand Total

300 1,100 60 44,072 45,532

Funded 4 Year Annual Average - $0.4 Funded 10 Year Annual Average - $4.6

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20 2015 Pr 15 Proposed Funded Capital

• posed Funded Capital

Budget Budget

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20 2015-20 15-2024 Pr 4 Proposed Funded

• posed Funded

Capital Budget Capital Budget

Tax, $7,506 , 17% Recoveries from Others, $4,190 , 9% Tax - Debt, $33,836 , 74%

Capital Pr Capital Progr

• gram

am

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Funded 20 Funded 2015 Pr 15 Projects

• jects
• Meadowvale Theatre Feasibility & Concept Design Plans; and
• Art Gallery of Mississauga - Feasibility & Concept Design plans.

10 Y 10 Year F ear For

• recas

ecast t

• New Museum Design & Construction;
• Life-Cycle Renovation of Meadowvale Theatre;
• Clarke Memorial Hall Renovation; and
• Small Arms Building Renovation.

Program Description 2015 Budget 2016 Forecast 2017 Forecast 2018 Forecast Total Culture Buildings & Assets 150 1,100 42,950

Capital Pr Capital Progr

• gram

am

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Funded 20 Funded 2015 Pr 15 Projects

• jects
• Public Art Program.

10 Y 10 Year F ear For

• recas

ecast t

• Audio/Video Equipment replacement; and
• Public Art Program.

Program Description 2015 Budget 2016 Forecast 2017 Forecast 2018 Forecast Total Culture Materials & Equipment 150 0 60 2,582

20 2015-20 15-2024 Unfunded Capital 4 Unfunded Capital Budget B Budget By Pr y Progr

• gram

am

32 Culture Buildings & Assets, $6,800 , 83% Culture Materials & Equipment, $1,345, 17%

2015-2024 Total Unfunded Capital Requests ($000's) $8,145

Balanc Balanced Sc ed Scor

• recar

ecard d

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Measures for Arts & Culture 2011 (Actual) 2012 (Actual) 2013 (Planned) 2014 (Planned) 2015 (Planned) 2016 (Planned) 2017 (Planned) 2018 (Planned) Financial: Per capita funding for culture organizations through grants 2.55 2.71 2.76 3.00 3.00 3.00 3.00 3.00 Customer: Number of publicly owned public art pieces 17 19 21 22 24 27 29 31 Number of attendees at City-funded festivals and events 545,763 550,000 555,000 560,000 565,000 570,000 575,000 580,000 Employees/ Innovation: Number of volunteer hours provided by cultural organizations 508,049 509,000 509,500 510,000 510,500 511,000 511,500 512,000 Internal Business Process: Number of social media followers 1,180 10,600 16,100 17,000 17,850 18.750 19,500 21,500

20 2015 Summary 15 Summary

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• The Culture Division’s strategic focus will be on the 5

noted priorities;

• New financial and staff resources will be required in

2015 to drive the 5 strategic priorities:

– sustain a 3 per capita grant ratio to strengthen the local arts

• rganizations and to support local creative industry;

– deliver 2 new permanent public art works to animate spaces, and to support local creative industry; – implement a new banner program to raise cultural awareness and to celebrate arts and culture; – grow the City’s artifact collection to protect the City’s heritage; – undertake studies to guide future art and culture space development initiatives; and – address gaps in technical services and marketing.

• Key initiatives for 2015 include:

– Development of the City’s first Cultural Policy ; – Completion of strategic plan for Museums & Heritage Planning; – Advancement of Clarke Hall Arts Incubator initiative; – Facility studies for Meadowvale Theatre & Art Gallery Mississauga; – Partnership development with Royal Ontario Museum and creative industry associations (i.e. Music Canada.)