Reclaiming Calgary s Cultural Identity: Arts Spaces Strategy and Capital Plan

Transcription

1 Reclaiming Calgary s Cultural Identity: Arts Spaces Strategy and Capital Plan

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3 Table of Contents

4 I. Introduction: Reclaiming a Cultural Identity

5 II. The Current State: It Is Time to Reinvest 8 belead in

6 OVERVIEW M a c ro F orc e s Strategies & Interventions CADA Strategies, Institutional Strategies, Government, Foundations, etc. Social Education, Health, etc. Economic Inflation, Income, Rent, etc. Psychographic Cultural fads, Trends, etc. Demographic Age, Diversity, Sex, etc. Activity Drivers & Enablers Community Resources!Artists Professional Student Amateur!Space!Funding Demand!Audience Size Preference Activities & Events!Performance Play Musical Concert Dance Puppet Show Recital Reading!Exhibition!Rehearsal!Training!Creation/Workshop!Production!Celebration!Book Launch!Trade Show Venue Requirements!Capacity!Square footage!amenities (lobby, concession, seat quality, etc.)!technical Specs!Landscaping!Location!Office

7 Number of Spaces Toronto Benchmarking: Total Visual and Performing Arts Spaces in Selected Cities Seattle Vancouver Austin Winnipeg Performing Arts Visual Arts Edmonton Calgary Performing Arts Seats per 1000 Residents (selected cities, estimated from secondary sources) Seattle Vancouver Austin Toronto Edmonton Winnipeg Calgary seats/1000 residents

8 Percentage Change in Seats per Capita (Calgary compared to Greater Vancouver, 1987 base) Greater Vancouver Regional District % Change Calgary

9 COMMUNITY PRIORITIES & NOTABLE OPPORTUNITIES and and/or encourage those graduating III. Vision: Great Spaces for the Arts. Great Spaces for Everyone. s

10 s a svenue could ;hared, experiment and their craft IV. From Vision to Reality: Strategic Objectives OBJECTIVE 1: DEVELOP CALGARY S SIGNATURE CULTURAL CLUSTER

11 ; OBJECTIVE 2: DEVELOP ARTS FACILITIES AS A CORE PART OF COMPLETE COMMUNITIES V. Guiding Principles

12 VI. Achieving the Objectives: Four Space Archetypes ARCHETYPE 1: CULTURAL CLUSTER ANCHOR SPACES > > >

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14 ARCHETYPE 2: CULTURAL CLUSTER INCUBATOR SPACES

15 ARCHETYPE 3: MAJOR COMMUNITY ARTS CENTRES

16 ARCHETYPE 4: SMALL COMMUNITY ARTS CENTRES

17 VII. Capital Plan ( )

18 VIII. Action Plan INITIATIVE 1: UTILIZE AN OPEN AND TRANSPARENT PROCESS TO SELECT PROJECTS FOR MUNICIPAL INVESTMENT THROUGH CPRIIP for access to municipal capital investment. panel to ; t with the needs of the community, are highly expectation of design excellence. Draft project INITIATIVE 2: ESTABLISH AND MONITOR THE LINK BETWEEN ARTS FACILITY OPERATING COSTS AND ANNUAL OPERATING FUNDING TO ENSURE SECTOR SUSTAINABILITY

19 INITIATIVE 3: CONSIDER THE DEVELOPMENT OF MECHANISMS TO APPROPRIATELY ASSIST THE COMMUNITY IN BRINGING FORWARD AND DEVELOPING VIABLE PROJECTS INITIATIVE 4: USE POLICY AND BYLAW MECHANISMS TO ENCOURAGE PRIVATE SECTOR DEVELOPMENT OF CULTURAL SPACES

20 VIII. Next Steps IX. Risks INFLATIONARY ENVIRONMENT COMPETING CAPITAL PROJECTS NEED FOR PARTNERSHIP

21 APPENDIX I Cultural Spaces for the Arts: Draft Project Evaluation Criteria 1. OPPORTUNITY: WHAT IS THE POTENTIAL OF THIS PROJECT TO HELP CALGARY REALIZE THE VISION AND OBJECTIVES OF THE ARTS SPACES STRATEGY AND CAPITAL PLAN? 2. CAPITAL PROJECT SUCCESS LIKELIHOOD: WHAT IS THE LIKELIHOOD THAT THIS PROJECT WILL BE COMPLETED ON TIME AND ON BUDGET? 3. OPERATING MODEL SUSTAINABILITY: WHAT IS THE LIKELIHOOD THAT THIS PROJECT, WHEN COMPLETED, WILL BE FINANCIALLY VIABLE AND ADD VALUE TO THE COMMUNITY? 4. VALUE FOR DOLLAR: DOES THE PROJECT ENVISION AN APPROPRIATE AND REALISTIC AMOUNT OF LEVERAGE OF THE MUNICIPAL CONTRIBUTION RELATIVE TO THE COMMUNITY BENEFIT? 5. PROJECT URGENCY: IF THIS PROJECT WERE POSTPONED DUE TO A COMPETING PRIORITY, WHAT WOULD BE THE CONSEQUENCE?

22 APPENDIX II CalgaryVenues.com