Municipal Cultural Plan Annual Report

Transcription

1 2014 Municipal Cultural Plan Annual Report

2 City of Brantford Municipal Cultural Plan 2014 Annual Report SECTION 1: INTRODUCTION Arts, culture and heritage are a vital part of life in Brantford, and contribute to the City s image as a great place to live, to travel to, and to do business. The City of Brantford provides support for community arts, culture and heritage in a variety of ways, including through the provision of services, facilities and funding. The City of Brantford s Economic Development and Tourism Department operates the arts and culture portfolio, which aims to promote, encourage and coordinate arts, culture and heritage in Brantford and area, and to enhance the cultural sector as a generator of economic development. In 2005, the City of Brantford was one of the first municipalities in Ontario to adopt a cultural plan, which is a document that provides direction for municipal support of Brantford s cultural sector. The purpose of the Plan is to leverage Brantford s cultural resources to support economic and community development by integrating arts, culture and heritage into all facets of local planning and decision making. Since the initial plan, many changes have taken place in Brantford, and the plan needed to be updated to reflect the changing needs of the community. The Brantford Cultural Advisory Committee Municipal Cultural Plan working group led the project, with community and staff consultation, to update the plan. The resulting Municipal Cultural Plan Update (approved by Council in May 2014) builds on the success of the previous plan, and proposes five new goals for the City of Brantford over the next five years: 1. Improve and develop marketing and information resources to better communicate the value and availability of culture in Brantford 2. Encourage capacity building by supporting the growth and development of local not-for-profit cultural organizations 3. Provide and develop space for cultural and artistic activities 4. Foster the participation of all citizens in arts, heritage, and cultural experiences 5. Create an environment where arts, culture and heritage flourish, enhance civic pride, and function as an economic driver for the community The Plan identifies 34 strategic actions that the City will undertake in order to meet these five goals. By working proactively to support and develop the City s cultural sector, the City s Economic Development and Tourism Department and the Brantford Cultural Advisory Committee will work to continue to ensure that Brantford has a rich and vibrant cultural community. City of Brantford Municipal Cultural Plan 2014 Annual Report 1

3 SECTION 2: 2014 YEAR IN REVIEW 2014 was a positive year for arts, culture and heritage in Brantford. The Municipal Cultural Plan Update (2014) (approved by Council in May 2014) supported the important role that the cultural sector plays in building strong, sustainable and vibrant communities. By leveraging Brantford s assets to support economic and community development, the Plan provides a framework by which the municipality maximizes the support and development of arts, culture and heritage in Brantford. In 2014, the Economic Development and Tourism Department expanded its marketing program to better communicate the wide array of cultural opportunities in our community. New initiatives included a Discover Brantford Blog, a Brantford Arts & Culture e-newsletter (362 subscribers in December 2014) and the development of a Featured Artist program. Seventeen weekly blog posts were written by staff and community guest bloggers, and featured insight into arts, culture and heritage in Brantford and area, including highlighted events, exhibitions, cultural organizations, and public art. To further enhance marketing of arts, culture and heritage in Brantford, the Economic Development and Tourism Department was awarded a Culture Development Fund grant through the Province of Ontario to develop a Brantford-Brant Cultural Audience Development Strategy in , and to provide marketing training and a practical toolkit for cultural organizations in Brantford and the County of Brant. Municipal support of culture remained strong in 2014, with the Economic Development and Tourism Department distributing $174,480 in grants to 21 cultural organizations in Brantford. Funding was made available through the Community Cultural Investment Program (CCIP) and Museum Funding Agreements with the purpose of providing operating assistance to not-for-profit cultural organizations in Brantford to increase access, encourage public awareness and appreciation, and enhance the quality of life of the citizens of Brantford. The Cultural Innovation Fund, a three-year pilot program ( ), provided its final year of one-time project grants for not-for-profit cultural organizations to establish a new program or event. In addition to the grants administered by the Economic Development and Tourism Department, grants totaling nearly $170,000 were distributed to arts, culture, heritage and festivals through the City of Brantford Grants program, as well as $7,300 from the Cultural Endowment Fund (established in 2012). The municipality also encouraged capacity building in the cultural sector through the hosting of four workshops to support board development, provide support and coordination for a collaborative community events (Culture Days), as well as encourage networking, information sharing and open discussion about culture in Brantford and area. The City of Brantford has a vibrant arts, culture and heritage community. As the cultural sector continues to grow and experience positive changes, it is vital that the City of Brantford continue to encourage and support the development of the sector in order to enhance arts, culture and heritage as a driver of economic and community development. 2 City of Brantford Municipal Cultural Plan 2014 Annual Report

4 SECTION 3: KEY ACHIEVEMENTS Municipal Cultural Plan Update (2014) approved by Council in May 2014 $343,611 in grants were distributed to 21 arts, culture and heritage organizations and festivals in Brantford Discover Brantford Blog launched in November 2014, featuring weekly blog posts about arts, culture and heritage in Brantford and area City of Brantford Arts & Culture e-newsletter was developed and executed in fall 2014, circulated monthly to subscribers Featured Artist program developed to highlight Brantford and area artists on City s online marketing tools City of Brantford and County of Brant awarded a Culture Development Fund grant through the Province of Ontario to develop a Brantford-Brant Cultural Audience Development Strategy in Four capacity building workshops hosted by the City, including Board Governance 101, Culture Days Information Session, Basic Financial Literacy for Board Members, and Brantford-Brant Tourism & Culture Roundtable SECTION 4: GRANTS The support of the development of arts and culture in Brantford has been identified as a priority by Council ( ) and supports the implementation of the Municipal Cultural Plan. Supporting culture in Brantford also aligns with the Economic Development Strategy, which identifies the need to assist cultural sector entrepreneurs and implement a creative economy investment strategy. Municipal support of arts, culture and heritage remained strong over the past year, as $343,611 in grants were allocated to 24 community cultual organizations and festivals. Community Cultural Investment Program (CCIP) and Museum Funding Agreements Funded by the City of Brantford, the goals for the Community Cultural Investment Program (CCIP) and the Museum Funding Agreements are to: Provide operating financial assistance to not-for-profit organizations within the Brantford arts, culture, and heritage community; Encourage public awareness and appreciation of culture; Increase access to quality local cultural programming; and Enhance the quality-of-life of the citizens of Brantford. In 2014, a total of $149,480 was invested into 17 Brantford arts, culture and heritage organizations, including: Arcady, Arts After School Kids Inc., Brant Belle A Dears, Brant Historical Society, Brant Theatre Workshops, Brantford Arts Block, Brantford Music Club, Brantford Opera Guild, Brantford Potters Guild, Brantford Station Gallery, Brantford Symphony Orchestra, Canadian Military Heritage Museum, Canadian Industrial Heritage Centre, Grand River Chorus Association, Glenhyrst Art Gallery of Brant, Guitar Society of Brantford, and Telephone City Musical Society. City of Brantford Municipal Cultural Plan 2014 Annual Report 3

5 Cultural Innovation Fund (CIF) The Cultural Innovation Fund provided one-time project grants to new not-for-profit organizations (operating as a registered not-for-profit for less than two years) and established not-for-profit organizations seeking to establish an innovative new cultural program or event. By supporting new and start-up programs and organizations, the CIF complemented the existing Community Cultural Investment Program, which provides operating funding to not-for-profit organizations that have been incorporated for over two years. The CIF was established as a three-year pilot program in 2012 as part of the Economic Development and Tourism Department operating budget; 2014 was the final year of this program. Grants awarded for projects, totaling $25,000, included: Table 1: Cultural Innovation Fund Grant Allocations 2014 Name of Organization Brant Theatre Workshops Brant Historical Society ICHTHYS Theatre Productions Woodland Cultural Centre Recovery Theatre Brantford Arts Block James Hillier Foundation Project Description Staging of drama for festival circuit Industrial Brantford installation lzheimer s Conference and performance Planet IndigenUS Dickens on the Grand Festival Collaborative arts and music project Hillier 100th Anniversary, feat. Chris Hadfield SECTION 5: STATISTICS Figure 1: How funding for culture was distributed in % 1% 3%2% 15% 75% 4 City of Brantford Municipal Cultural Plan 2014 Annual Report

6 Table 2: City of Brantford Municipal Per Capita Spending on Culture ( ) Funding Category Total City of Brantford Investment City Population (2006/2011 Census Data) Total Per Capita Investment in Arts & Culture Community Grants to Not-for-Profits Community Cultural Investment Program Museum Funding Agreements Cultural Innovation Fund Cultural Endowment Fund*** Portion of City of Brantford Grants to arts, culture, heritage & festivals Grants Subtotal $5,122,730 $5,319,681 $5,530,754 $5,435,493 $5,455,746 92,958* 93,650 96,085** 98,583** 101,146** $55.11 $56.80 $58.62 $56.59 $55.86 $44,100 $101,000 N/A N/A $44,100 $101,000 N/A N/A $69,540 $102,010 $25,000 N/A $45,430 $104,050 $25,000 $6,580 $45,430 $104,050 $25,000 $7,300 $95,587 $138,708 $179,439 $192,795 $169,131 $240,687 $283,808 $375,989 $373,855 $350,911 City Owned Cultural Institutions (Operating Cost) Brantford Public Library $3,889,973 $3,889,155 $3,936,199 $3,998,274 $4,096,900 Sanderson Centre for the Performing Arts $695,187 $857,681 $844,933 $722,170 $670,211 Bell Homestead National Historic Site $130,517 $121,971 $124,333 $110,518 $133,556 Cultural Institutions Subtotal $4,715,677 $4,878,807 $4,905,476 $4,830,962 $4,900,667 Public Art Program Monument Maintenance and Restoration $10,736 $10,736 $7,810 $35,247 $5,383 Acquisitions & Public Art Reserve Fund N/A N/A $86,000 $35,000 $35,000 Public Art Subtotal $10,736 $10,736 $93,810 $70,247 $40,383 Administration and Programming Harmony Square Programming $79,396 $63,782 $74,242 $84,858 $88,208 Economic Development & Tourism $76,234 $82,548 $81,237 $75,571 $80,577 Administration Subtotal $155,630 $146,330 $155,479 $160,429 $168,785 Source: City of Brantford Finance Department, Operating Budget, *Calculated based on growth rate from 2006 census (90,192) to 2011 census (93,650). **Calculated based on growth rate from 2011 census (93,650) to 2020 projection (115,000). ***Based on the fiscal year of the Brant Community Foundation (June 1 May 31). City of Brantford Municipal Cultural Plan 2014 Annual Report 5

7 Table 3: Cultural Sector Employment in Brantford ( ) Employment category Total Jobs (2012) As a % of total (2012) Total Jobs (2013) As a % of total (2013) Avg. Earnings (2013) Total Jobs (2014) As a % of total (2014) Information & Cultural Industries (NAICS 51) Arts, entertainment & recreation (NAICS 71) % % $35, % 1, % 1, % $34,585 1, % Creative Class (SCC) 5, % 5, % $ , % Total Jobs in Brantford 42,597 43,007 44,352 Source: Economic Modeling Specialists International, EMSI and OMAFRA. *Calculated based on average hourly wage of $32.75 for a 35-hour work week. SECTION 7: NEXT STEPS In 2015, Tourism staff will create a cross-departmental working group of City staff who support the cultural sector and its activities. This working group will facilitate inter-departmental communication about culture in Brantford and maximize the effectiveness of City staff resources. The group will meet on a quarterly basis to discuss projects that have the opportunity to include a cultural component. The Museum Sustainability Plan (2007) will be updated in 2016 to include all local collections-based heritage institutions. The Brantford Cultural Advisory Committee has identified the need for a mid-size performance space in Brantford, and will be working with Tourism staff in 2015 to request that Council assembles a task force to investigate the need, and location for, a mid-size performance space. A delegation will be made to Council from members of the BCAC to request support for performance groups that lack an appropriate space to rehearse, build and store sets and costumes, and perform. The artsvest program was a great success in Brantford in , funneling over $160,000 in new private sector investment into the cultural sector; Brantford is eligible to apply for artsvest program matching-funds through Business for the Arts in City staff will work with the Brantford Cultural Advisory Committee, the Brantford-Brant Chamber of Commerce and the Mayor of Brantford to prepare an application to be selected as an artsvest community in (note: Brantford selected as an artsvest community in May 2015). The Economic Development and Tourism Department is planning a major project in 2016 to define and measure the economic contribution of the arts, culture and heritage to Brantford s economy. This project will be requested as part of the Department s 2016 capital budget. 6 City of Brantford Municipal Cultural Plan 2014 Annual Report

8 City staff will work with County of Brant staff to undertake a Brantford-Brant Cultural Audience Development Strategy in This project was delayed in 2014 due to staff changes in the Economic Development and Tourism Department. Staff will request an extension from the Ministry of Tourism, Culture and Sport through the Culture Development Fund (note: approved by MTCS in April 2015) and will hire a consultant to undertake the study in 2015 upon approval. The resulting study will provide market research and a toolkit of marketing techniques that will assist cultural organizations in strategic planning, developing partnerships, and reaching new audiences in Brantford and the County of Brant. Arts and culture is an important pillar in building a strong and vibrant community and the City of Brantford has been an important advocate of this. The Glenhyrst Art Gallery has been municipally supported from the beginning and has provided 40+ years of inspiring and thought provoking exhibits, arts education programs, events and adult and children s classes and workshops. This support allows us the flexibility to experiment, be creative and listen to what the community s wants and needs are. We are very lucky to live in a place that nurtures these ideas. We thank the City of Brantford for their continued support and guidance. - Ana Olson, Gallery Director, Glenhyrst Art Gallery of Brant City of Brantford Municipal Cultural Plan 2014 Annual Report 7

9 Strategic Action Year Complete In Progress Not Started Goal 1 Improve and develop marketing and information resources to better communicate the value and availability of culture in Brantford. 1A 1B 1C 1D 1E 1F 1G 1H Assess the city s current cultural marketing and interpretive materials and maximize use and accessibility of the city s communication tools to strengthen the promotion and awareness of municipal cultural assets. Promote and develop resources to support community organizers in planning and promoting festivals and events. Create a cross-departmental working group of staff who support cultural sector activities in order to facilitate inter-departmental communication and maximize the effectiveness of city staff resources. Investigate opportunities for effective, userfriendly online tools to gather information and facilitate communication and marketing efforts for local cultural festivals and events. Work in partnership with corporate communications to raise awareness of local cultural activities and identify strategies for celebrating local success stories and the contributions of cultural sector workers, volunteers and businesses. Develop a cultural awareness and audience development strategy to develop the market readiness of cultural organizations, assist local organizations with strategic planning, and enhance the economic impact of cultural tourism on the local economy. Undertake a cultural mapping exercise to accurately identify and map Brantford s cultural assets. Facilitate and support collective marketing initiatives, networking, cross-promotion, and training opportunities for cultural organizations. Year 1 - Year 1 - Year 1 - Year 1 - Year 1 Years 1-2 Year 2 8 City of Brantford Municipal Cultural Plan 2014 Annual Report

10 Strategic Action Year Complete In Progress Not Started Goal 2 Encourage capacity building by supporting the growth and development of local not-for-profit cultural organizations. 2A 2B 2C Review the current funding model for cultural grants programs to assess the degree to which existing programs are equitable, meet the needs of the arts and heritage community, and include adequate tools for monitoring the economic benefit of the programs. Investigate options that allow not-for-profits to access and use city-owned facilities in a consistent and cost-effective manner. Support capacity building and training opportunities by offering professional development workshops and seminars in partnership with other industry stakeholders. Years 1-2 Years 2-3 2D 2E Explore opportunities to enhance and promote the growth of the City of Brantford Cultural Endowment Fund through fundraising and private sector revenue sources. Continue to build on the success of the Community Cultural Investment Program by continuing to provide core operating funding for established and emerging local not-for-profit organizations. 2F Establish Brantford as a regional leader for cultural tourism development by leveraging support at the regional and provincial level to develop the market readiness of cultural institutions and tourism partners. City of Brantford Municipal Cultural Plan 2014 Annual Report 9

11 Strategic Action Year Complete In Progress Not Started Goal 3 Provide and develop space for cultural and artistic activities. 3A 3B 3C Support the development of makerspaces at the Brantford Public Library, and investigate opportunities to expand the program to other facilities in order to foster innovation, collaboration and creativity for all citizens. Continue implementing the Public Arts Policy, including development of procedures for the temporary display of artwork. Encourage local developers and civic construction projects to include public art in order to enhance civic pride of place and develop a distinct sense of place and community. Year 1 - Years 1-2 Year 2-3D Revisit and update the Museum Sustainability Plan (2007) to include all local collections-based heritage institutions. Years 2-3 3E Identify high-priority areas for consideration in the future development of civic facilities, including developing a business plan to evaluate the need for a mid-size performance space. Year 3 3F 3G Evaluate the availability and accessibility of public and community facilities for cultural development and presentation by creating a cultural facilities inventory. Recognize and enhance the leadership capacity of city-owned cultural institutions to support grassroots cultural programming and maximize their use for local or neighbourhood programming. Year 3 3H Create and facilitate increased opportunities to showcase local art, heritage, artists, writers and performers in municipal facilities, at civic events, and in public spaces. 10 City of Brantford Municipal Cultural Plan 2014 Annual Report

12 Strategic Action Year Complete In Progress Not Started Goal 4 Improve and develop marketing and information resources to better communicate the value and availability of culture in Brantford. 4A 4B 4C Evaluate and enhance the City s processes for welcoming and providing information about local cultural opportunities to newcomers, including new Canadians, post-secondary students, and new businesses and employees. Develop and expand opportunities to showcase and celebrate the creativity of youth in the community and increase the involvement of youth in decision-making, including partnerships with existing youth agencies, libraries, schools, post-secondary institutions, and programs that support youth-driven arts programs. Investigate and reduce barriers to accessing cultural opportunities and identify strategies to foster an inclusive environment and increase participation for all citizens. Year 1 - Years 1-2 Years 1-2 4D 4E Review and strengthen municipal support services for existing and emerging festivals, celebrations and events, with a focus on cultural diversity, public accessibility, and cultural tourism development. Work to support and protect the community s built and natural heritage resources by promoting Brantford s heritage to visitors and community members through historical interpretation, signage, and cultural tourism product development. Years 1-2 Year 2 The Brant Historical Society exists not only to help preserve and record the past, but also to provide a foundation to preserve today s history for tomorrow. As our community changes, so must we in recognizing the diversity of groups and cultures that have contributed to our growth. - Michael St. Amant, Chair, Brant Historical Society Board of Directors City of Brantford Municipal Cultural Plan 2014 Annual Report 11

13 Strategic Action Year Complete In Progress Not Started Goal 5 Create an environment where arts, culture and heritage flourish, enhance civic pride, and function as an economic driver for the community. 5A 5B 5C Ensure that business support and information for cultural sector entrepreneurs, businesses, and not-for-profits is readily available, including using the Business Resource Centre to deliver services in the downtown core. Work with the Business Resource Centre, Downtown Brantford Business Improvement Association, Brantford-Brant Chamber of Commerce and local private sector partners to strengthen relationships between the cultural sector and the business community. Undertake an economic impact assessment to define and measure the economic contribution of arts, culture and heritage to Brantford s economy. Year 1 - Year 2 - Year 2-5D 5E Support the development of the creative economy and cultural sector workforce in the downtown core, contributing to the potential for a cultural district designation. Develop an economic investment attraction strategy for cultural industry and creative entrepreneurs, using the full range of assets that the community has to offer. Years 2-4 Years 2-4 5F Continue and enhance the involvement of the cultural sector in the Business Retention & Expansion (BR+E) program. 5G Enable Brantford to attain national/international recognition as a community that fosters innovation and development in the cultural sector. 12 City of Brantford Municipal Cultural Plan 2014 Annual Report

14 For more information contact: Brantford Economic Development and Tourism 399 Wayne Gretzky Parkway Brantford, Ontario N3R 8B City of Brantford Municipal Cultural Plan 2014 Annual Report 13