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Staff Report
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REPORT T0: Community and Infrastructure Services Committee
DATE OF MEETING: November 28, 2011
SUBMITTED BY: Mark Hildebrand, Director, Community Programs and
Services 519-741- 2687
PREPARED BY: Mark Hildebrand, Director, Community Programs and
Services 519-741-3381
WARD(S) INVOLVED: All
DATE OF REPORT: November 17, 2011
REPORT NO.: CSD-11-161
SUBJECT: Creative Enterprise Enabling Organization Business Plan
RECOMMENDATION:
For Information.
BACKGROUND:
There is a significant amount of research and thinking which identifies and examines the
connection between creativity and creative enterprises with economic growth and thriving
communities. It has been shown in Canadian cities such as Edmonton and Calgary as well as
other cities across the world that communities can significantly benefit from making a
connection between creative industries, traditional business, arts and culture. Not all cities are
positioned to benefit from this new economy, however the Kitchener-Waterloo Area continues to
make significant strides in the area of creative enterprise attraction and tech development,
perhaps Google being one of the most recent and recognizable organizations coming to
Kitchener.
With the development of the creative enterprise economy come new challenges including the
attraction of the best and brightest talent for the community's local business partners who
choose to locate and/or startup here. The most recent Economic Development Strategy for the
City of Kitchener (CAO-11-019) recognizes talent attraction as one of the key areas of focus in
the next four years for the city to be successful. To this end, it has been shown that a vibrant
and thriving creative arts and culture sector is a key marker that must be developed in order to
create the kind of community that can attract and retain skilled people, many of whom could
choose to work anywhere in the world.
The development of the Creative Enterprise Enabling Organization
In Waterloo Region, the Prosperity Council made a collective commitment to work towards
developing an infrastructure capable of sustaining a vibrant regional arts and culture sector, with
the community's need to be able to attract and retain the brightest creative and technical minds
at the heart of the initiative. The Prosperity Council is a federation of the Greater Kitchener
Waterloo and Cambridge Chambers of Commerce, Canada's Technology Triangle Inc., and
Communitech Technology Association, and represents more than 3,400 businesses in the
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region. In 2008 they hosted a forum of representatives across Waterloo Region in business,
government (including staff and Council representatives from the City of Kitchener), education
and the broader arts community to learn about groundbreaking initiatives in other communities,
and review the arts and culture sector in Waterloo Region. At the forum three key questions
were considered including:
1. Vision -what might Waterloo Region look like as a world-class destination for creative
minds? What unique concepts and elements will define us?
2. Structure -what form should a coordinating body take to deliver the vision? What does
the infrastructure look like?
3. Resources -what human and capital resources are required in order to continue
building a healthy and vibrant, sustainable and expanding creative sector in Waterloo
Region?
Report CSD-10-002 outlines more specifically the results and recommendations from this forum.
The Creative Enterprise Task Force was developed to investigate further the 3 questions above.
During their analysis, they found that a vibrant, innovative, healthy and sustainable community
was critical to having a competitive advantage when attracting business and people, and
depended on four interconnected dimensions including:
1. Economic Health,
2. Environmental responsibility,
3. Social equity, and
4. (Arts and) Cultural Vitality.
The Task Force suggested that reasonable success has been achieved in these four
dimensions. However, not enough resources and attention has been paid to arts and cultural
vitality. To summarize, the Creative Enterprise Task Force identified the following issues that
were putting the region's arts and cultural vitality at risk:
• Arts/CulturelHeritage organizations in Waterloo Region were currently facing a
sustainability shortfall of $2.5 to $5 million in base funding;
Waterloo Region was not getting its "fair share" of federal and provincial funding for arts
and culture;
Waterloo Region's per capita funding for arts and culture ($15.591person} was
significantly less than other municipalities that the region was compared to and
competing with (e.g. Ottawa $18.921person and Toronto $24.82/person). Note: Ottawa
and Toronto have been identified as main competitors for recruitment and retention of
professionals to this region;
Waterloo Region's private sector funding of performing arts is lower than national and
provincial averages; and
Communication, marketing, education and community engagement within the creative
sector needs support and strengthening.
Waterloo Region is poised to become a national leader and world-class destination for leading
edge businesses that could attract creative minds and ensure retention of young professionals,
vital to fuelling the work force and driving economic growth. However, in order to help generate
these private-sector employment opportunities, first the arts and culture sector needs
strengthening. Although it was acknowledged that existing arts and culture resources are
excellent, some required fortifying while others needed further development.
Understanding i) the significant need for support within the arts and culture sector across the
region (not only investment support, but support with audience development, marketing etc.); ii)
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that cultural vitality in the region is not solely the responsibility of municipalities, but also the
business sector and higher level governments; and iii) multi-municipality and multi-sectoral
collaboration is the most effective and efficient way to address this; the Task Force brought
forward two proposals.
First, to help stabilize arts and culture in the region, the Task Force proposed pursuing
increased funding for arts and culture from the private sector as well as all levels of government.
For municipalities they suggested that each, the Cities and the Region, increase the amount of
funding to the arts by $1 per capita. To accomplish this, the City of Kitchener implemented the
Arts and Culture Sustainability Fund.
Second, it was determined that collaboration within the creative sector, as well as with other
sectors in the community was crucial to leveraging funding for arts and culture in the region and
ensuring long term cultural vitality. The development of an organization to lead the charge in
support of the creative sector and to work towards implementing a coordinated approach to
administrative functions etc., and to ensure that there is not duplication of services etc. across
City borders would be vital.
The Creative Enterprise Enabling Organization was developed in March 2010 with the intention
to provide a wide range of services to enable the arts, culture and heritage sectors, including
private, public and not-for-profit, and creating an environment to help artists reach full potential.
The organization is overseen by a Board of Directors which includes membership from the three
Cities (Kitchener, Waterloo, Cambridge), the Region, local businesses and the arts and culture
sector. In general terms, the organization strives to:
• Allow creative organizations and individuals to focus on their "core" business,
• Encourage divergent organizations and individuals to find and build on common
purpose,
• Find centres of excellence and build on them,
• Encourage creativity and innovation,
• Be responsive and responsible to the community, including local governments,
businesses, funders, the general public and those who participate in the arts, culture and
heritage sectors,
• Be seen as a means to invest in facilities, people and the future,
• Provide services throughout the creative sectors (for-profit and not-for-profit) with the
goal of supporting creativity and innovation, and
Collaborate, build on successes, and be organic.
More specifically, the Creative Enterprise Enabling Organization would look to provide or
coordinate:
• Administrative services,
• Human resource functions and services (e.g. benefit plans),
• Audience development programs,
• Marketing assistance,
• Festivals,
Grant writing assistance,
• Advocacy for the sector,
Corporate and other funding, and
• Physical space.
Over the course of 2010 the Creative Enterprise Enabling Organization focused on both
strategic and tactical work to start up the organization. The board understood the excitement in
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the community to see immediate results once this organization was developed, however there
was recognition that managing pace was important; balancing the drive for visible action with
the somewhat less visible work of developing a strong foundation for the organization.
Recruiting the right CEO, with the specific skill sets and experience was a major priority. At the
same time significant work, focused on building the organization (e.g. governance, committee
development, budget and funding model development etc.), was also key to ensure success. In
March 2011, the organization was able to announce Heather Sinclair as the successful
candidate for the position of CEO.
REPORT:
On October 17, 2011 Heather Sinclair, CEO of the Creative Enterprise Enabling Organization
appeared before the Community and Infrastructure Services Committee to provide an update on
the work of the organization completed to date. To summarize, work completed within the six
months since the hiring of the CEO included:
• Making contact with over 350 individuals in the sector to listen to needs;
Setting up work space and services at the Accelerator Centre and the HUB;
Confirming the organizational mission and mandate;
• Approving the 2011 budget and developing a draft of the 2012 budget;
Organizing focus meetings in the private sector to discuss specific talent attraction and
retention needs (e.g. Christie Digital, Google, OpenText, Communitech);
• The hiring of staff to take on the role of Executive Assistant and Project Coordinator as
well as Audience Development;
• First level Board Governance development including the development of by-laws and a
governance policy which involves the establishment of 3 standing committees consisting
of the Board of Directors, Governance and Nominating Committee and the Audit & Risk
Management Committee;
• Festival Collaboration with 3 contemporary arts festivals including Open Ears, Impact
and CAFKA, continuing discussions with the Blues Festival;
• The development of a Group Benefits program - i) giving individual artists access to the
Group Benefits program through the Greater KW Chamber of Commerce and ii)
facilitating a promotional incentive for small creative sector businesses to access the
program (to be implemented in 2012);
• Revenue modelling for independent revenue streams,
Completion of two grant applications - to the Kitchener Waterloo Community Foundation
and Ministry of Citizenship and Immigration;
Creative Enterprise Investment Program Pilot Launched; and
• Developing the organization's 18 month strategic priorities.
During discussions, Council requested a revised 2011 budget as well as a copy of the Creative
Enterprise Enabling Organization's business plan. The revised budget is provided in appendix
A. Also provided in Appendix B is a draft budget for 2012. Unfortunately at the time that this
report was being written, the business plan had not yet been reviewed and approved by the
Board of Directors. As a result, the business plan will be provided to Council under separate
cover, once the Creative Enabling Organization Board has reviewed it, before November 28t",
2011.
The business plan is in its second iteration and relates to the strategic priorities for the next 18
months. Below is a summary of the priorities along with the percentage of time that the CEO is
spending on each item.
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1. New Revenue development (25%}. Targeting the private sector, as well as the
provincial and federal governments, the goal is to secure $1,250,000 by December
2012.
2. Audience Development (25%). Development of the Arts portal, culture pass, biweekly
"What's On", marketing support, and metrics. The goal is to develop an inventory of all
regional activities and asset valuation, and increase awareness of regional arts and
culture products to local and visiting audiences.
3. Resource and Services development for the sector (15%). Work with the community to
identify the top 5 priority needs and deliver on these through such things as monthly
training sessions. Identify and train groups on the possible grants available to the
sector.
4. Group Benefits (5%). Define and secure a benefits program for the sector by December
2011 to be launched in 2012.
5. Collaboration Initiatives (15%). Work with local groups to assess and enable
collaboration on programming and operations. Priority sectors are contemporary
festivals, music, film to name a few. Collaborations also important include those with
Tourism, CTT, Communitech and the Accelerator Centre.
6. Investment Program (5%). Build on the success of the Investment Program Pilot Project
in 2011 where $50,000 ($20,000 City of Kitchener sustainability funds and $30,000
private funds) were invested in small to mid-career organizations. Monitor and track
results and learning, develop case studies and apply learning to phase 2 as funds are
secured.
7. Creative Enterprise Enabling Organization Infrastructure (10%). Ensure that the
baseline operating systems and reporting are set up and baseline staff, full time and
contract, are secured.
Ms. Sinclair, CEO will be present at Community and Infrastructure Services Committee to
present in more detail the business plan and answer any further questions.
ALIGNMENT WITH CITY OF KITCHENERSTRATEGIC PLAN:
Arts and culture make important contributions to "Quality of Life" through creativity, heritage and
diversity. The economic impact of arts and culture activities contributes to the economic viability
of the entire community. Support for arts and culture activities helps to develop Kitchener's
distinct identity as a desirable place to live and to visit. "Development" goals are also served
through arts and culture adding to urban vitality and downtown development.
FINANCIAL IMPLICATIONS:
Report number CSD-11-159, also coming to Community and Infrastructure Services Committee
on November 28, 2011, is asking that Council confirm a grant of $56,000 to the Creative
Enterprise Enabling Organization, which was previously resolved by Council on February 1,
2010, to be used to help fund operations for 2012.
Attached as Appendix C is a copy of the Financial Statements of the Creative Enterprise
Enabling Organization.
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COMMUNITY ENGAGEMENT:
The Creative Enterprise Enabling Organization had its origins in a process that began with the
Prosperity Council in 2003 and subsequent extensive community wide consultation and work
under the Creative Enterprise Initiative from 2006 to 2009.
ACAC continues to monitor and be involved with the Creative Enterprise Enabling Organization
through the various stages of its development.
ACKNOWLEDGED BY: Jeff Willmer, Deputy CAO, Community Services Department
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APPENDIX A
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APPENDIX A
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APPENDIX A
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APPENDIX B
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APPENDIX B
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~'~~t~~~ 5~~.~~ .~t~C~.~~' 1rC'~.f~G 1+~~~.~~
~~II~I~rfBla~kb~r Ex en~e~ ~+G~O~.G~~ 4p~~C'.~~ ~-r~G'~'.G~~ ~-+G~G~~.G~
~ccountin r~C'~.L~~ 3,r~c~~°,~~ 1C'r~~L'.C°L~ 15+C'L~~.L~~
Meetin~~ 1+~[~[~.f~~ l,r~c]~.~JL~ 5r~~L~.[~[~ 1C'~~f~~.G~
I~lil~a e,~7ra~~l 1+5~'~.~~ 1,.~~L.~~ ~r.~G~~'.GL~ +5~~.~'!~
I~~~.~ranc~ ~+~'7.~.~~ ~f~~~.~i~' ~,~7~.L~L~ ~+~'7.5,~'~
F~~nt l~+C°L°~,L~~ l~f~~C~,~~~ ~~r~~L~~,G~L ~~+G~~~°L'i
C~antin~~r~c~? ~5r~G~L~°~G~ l~'G~+~G~~.L~~
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Appendix 6 Page 2
7-11
APPENDIX B
~,4LAR~~ISTRI~l9Tl~r~ AEI
~U~~ET T~ CITY ~F
RK EFFORT S~E~1~RIt~ ~ - ~~EfVA~I°~ °~ -
I~IHL~' LII~EL~' ~T~ET~H ~t~AL
I~ITCHE~IER CT.~ ~rit'~ ~~st
~~~ar~d Appr~ual - ~~~ar~ ~Rpr~~v~l -
~E~RIPTI~N r~~u~ti~rti~~ $ir~~~e ~~t, ~ ~~~~rd ~~p~rar~~d -
tb~d ~rti~ce rrew tb~d ~~~~ rrew~
~~ENARI~ A Rre-past
ir~~r~estrrr~r~t r~v~estrrti~er~t
~Baar~d ~p~r~ve~d - red~~tiar~s~
s~~~ara~d~ s~~~are~d~
~ r~-~~rst rad~a ~ti ar~s~
~~1RITAL ~~ Ile _~ .s 1. _~~va~v _,~~~~•~~ r~u~~u~ v,r~~~~~
4l{~~ utef ~r~L~~.~'~ ~,~~~~~L~ ~rd1L'I;'.~"L~ ~+r~`~'~.L~1~
SUB -T~T~L E}{PEf~~E~ 4~]~~~8~.f~~ ~~9,1~~.~)~ ~r~r78~.~D ~r53~r7~~.~0
Less Sur~l4ls ff~m ~~~11 bu~~~t~~ 1~~r1~~.[~~ 1~~,1~.~C' 'l~~r"l~~nGG~ 1~7r1~~.C'~
E~~I~n~e ~emaiR~i~~ ~n E~~~i~~s~~ ~~~.r~9L~,G~~ ~51,~~~,~~~° ~:3~r.~9~.,C~ ir~~7r5~,Ef
TOTAL fVET ~ALA~IV~E ,4~~.00 ~a0~.1~~ ~~~~44.~C~ ~~~p4~~.00
Appendix 6 Page 3
7-12
APPENDIX C
~reativ~ Ent~rpris~ Enabling r~ani~atin
~n~~li~at~d to#~~rn~nt of Financial F~iti~n
~ctobar ~, 411
~~ ~ at
C~ct~b~r '1, ~~c~r~b~r ~.
~~1 ~~
s~~ts~
~rr~nt assets
Investr~~nts ~ ,~ 1 ~~,
SIT re+ceiabl~ ,~~ ,~~
~,~ ~8~,~~~a
Tangible capital asses, net ~, -
Tctal asses ~~,7~ ~~B~i,~
Liabilities
A-cc~unt paabl~ and accrued Inabilities
~~,1 ~ , l
A~ccurrr~la~e~ s~ur~lus ~~0.~~~ ~~,~~
Appendix C
Page 1
7-13
APPENDIX C
~r~ati~~ Ent~r~ri~~ Enah~Iin~ ~r~ani~~ti~rr
~t3t~rr~nt ~f ~p~fati~n
~~t~~~r ~1, ~(~1~
Mnth~~ ~nd~d 1 ~' m~r~th~ ~n~i~~d
~~#~~~r ~1~, ~rnh~r ~' e
I~~w~nU~~
~nt~ri~ Trillium •~undir~~ ~~,~~~ ~~,~C
F~~g i~n31 .1 ~l=~afp~ ~ ' ~ ~,r~
I~~I ~~,~!~~ ~~,fl~Y~
In~~~trr°~n: inm~ ~~~ ~1~
T~t.al r~~~rr~u~~ ~Oi ~,~f;~ ~ 1 ~ ,~ 1
E~cp~n~~
~al~ri~~5 a.nd ~~rr~frf~
=ul l--err ~ pr~~~~~i~n~l ~.al,ari~~ 1 ,f~f~~ -
1 ~~,~~~ -
~ f~ff Ed u~ti ~rti a rtid I rti~~r~fi~n
~~r7~ultir~~ ~~~ri~~~ ~:,~~;~ ~~,~~,~!
~-~ff f~ir~irw~ d~~•~I~pm~nt ~ -
~}~}'g{g
f'i.
L ,~~'~ L`: ~ ,L~~
f}rah r~rn ~ ~~t
~~rnmun r~ ~n~~~~m~nt ~ ,~~~ -
~~udi~n~ ~n~a~~m~nt ~tf~:~~i~~ ~,1 -
~:r~:~i~ pri~rij~~ 1 -
~rkin~ 1~ -
~iil~~~~ ~a -
Ir~~a~~tm~nt pra~ram ~,~~a -
~~i~n~l mark~tin~ ~,1~~ -
~u~i~n~ ~~~I~~m~n ~~~ -
~-ra:~i~ pri~rij~~: p~rt~l d~•~~I~pm~nt ~,~~~ -
~~ ,f~7~ -
~ dm i rtii~tr~ati,arr
~~ ~u ppli~~ - ~ -
~ ~m~u~r ~~~pl ~~ ~'~~ -
~~untin~ ~,~~.~ -
Insu ra.n ~ ,~~ -
Ir,~arm3ti~n :~~h n~l~~~ ~~~ -
~ ~rp~r.a:~ ~rrmun i~3ti~n~ ~,~~ ~ -
~m€~rti~ati~n ~~ ~ -
r~nnu31 ~gn~r.~l m~~tin~ ~,f~ -
~1i~~llan~~~ ~',1~ -
~~,~~~ -
Taal ~~cp~n~~~ ~ ~~ ~ ~,:~~
Nit ~d~fi ~itM ~u r~iu~ ~~,~~~~ , ~ ~ ,:?,~ ~
urplu~ at ~~ i rtirtiir~~ ~f ~~a r i ~~,~~~ -
,~~~umulat~d ~Ur~lu~ 1~~,~~i~ ~ . ~~.:~~ ~
Appendix C
Page 2
7-14
APPENDIX C
~ r~~d~~ Ent~rR ri~~ E r~~h I in ~ ~ ran iz~ti err
~t~t~r~~rtit ~f 3 ~h F I~~
~~t~a~r ~~, ~~~~
m~~rrtl~~ ~~~~~ 1~ m~nti7~ ~nd~
~~~a her ~~ , ~~~~r~- lair ~ 1,
~~~ 1 ~~ 1
~ ~~r~ti rr~
~~u r~~~ ~u ~~~~
H ~T r~i~~hl~ ~~,~~~ r ~,~ ~~~
.~.~u n'~ ~3~~~=k~ 3~~~ ~~~J~~ ~V3 Gv 11 :1~~ ~ ~,~ ~ ~ .
~~!,~~~ 1,~~'
I ~n~h ~h~r~ ~~ t~ ~~,~ psi ~ - ~
~.m~rb~~:i~~ ~~~ -
~ 3 ~F~ ~r~~~ i~~ from ~r~ :i~r~~ ~~,~ ~~ 3 ~ ~ ., ~ .
~,~~it~l
}~~~ ui ~iti~n ~f t~n~ ihl~ ~~it~l ~i~~~t~ ~~. ~~~~ -
rrw~~b~
~~~: ~h~r~~~ ire i~a~~~tm~n:~
~~ ~e C~.1 ~ir~~
~I~t irr~r~~~~ in ~~,~h ~,~:~~ ~~,~~.
,~~ h, h~~ in rrirr~ ~f ~~~ r ~~~,I ~ -
Appendix C
Page 3
7-15