Arts & Culture 2015-2018 Business Plan and 2015 Budget
Agenda genda • 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 2
Exis Existing C ting Cor ore Servic e Services es 3
Vision and Mis ision and Mission sion Vision: ision: Mississauga is known as a dynamic global cultural centre where public works are public art; our festivals and events have transformed our 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 . ¡ 4
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. 5
Str trategic Out egic Outcomes omes 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. 6
Service Deliv Servic e Delivery Model ery Model Arts & Culture Service Area Cultural & Heritage Cultural Operations Planning Section Section 7
Curr Current Servic ent Service L e Levels els 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. 8
Curr Current Servic ent Service L e Levels els Grants Pr Gr ants Progr ogram am • Administers Arts & Culture, Community Cultural Celebrations & Festivals, & Heritage grant programs; • Provides workshops and one-on-one sessions to build organizational capacity 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. 9
Curr Current Servic ent Service L e Levels C els Cont ont’d 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. Perf erforming Arts - Meado orming 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 • O ff ers special event based performing arts programming , and registered dance programs. 10
Current Servic Curr ent Service L e Levels C els Cont ont’d 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). 11
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. 12
Servic Service Ar e Area Inf ea Informa ormation tion 13
20 2014 A 14 Accomplishments omplishments 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 o ff ering of dance and recital courses; and • Completed Clarke Memorial Hall feasibility study. 14
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. 15
Looking Ahead ooking Ahead 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 otect 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 of 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. 16
Recommend
More recommend
