The Burlington Civic Rose Awards Program · Cultural Strategy, emphasizing that culture must be community driven and the City must work in partnership with the community, making arts

The Burlington Civic Rose Awards Program The Burlington Civic Rose Awards were established by the City of Burlington in 1978. For many years the Civic Rose Awards (CRA) committee consisted of members of the Burlington Parks and Recreation Department, the Burlington Horticultural Society and the Garden Club of Burlington. The City covered all costs of the CRA program. Some ten years ago, at the City’s suggestion, the CRA steering committee became an independent one, composed of members of the two horticultural societies, and the interested public. The CRA committee recruited some 13 sponsors from the community, each of which contribute about $300 annually and present specific awards in their name. The City of Burlington has been one of these sponsors, contributing the prestigious “Mayor’s Cup” and providing the committee with a city facility (for some years now the Tansley Woods Center’s large room) for its awards evening, which draws some two hundred attendees. Last year the CRA committee was informed that due to changes in the City’s financial procedures the room rental would need to come from the committee’s own resources. By decreasing the size of the space used by 1/3, as well as the hours of use, the committee managed to cover the cost, but it made the awards evening less comfortable for all, and lowered our operating reserves. To its credit the City did after the event refund to the CRA the cost for the evenings rental. The Civic Rose Awards committee requests that the City of Burlington return to and continue each year in its role as a sponsor of the Awards program by providing the venue for the awards evening (as well as the Mayor’s Cup award) as it did for some 30 years. Respectfully submitted, Burlington Civic Rose Awards Committee

Appendix B of EBC-02-11

October 26, 2010 2011 BUSINESS CASE

MUSEUMS

Subject: Stage Rental for Joseph Brant Day Purpose: To request the City of Burlington waive the fee associated with the rental of the stage for the Museums’ annual Joseph Brant Day Festival held at La Salle Park on the civic holiday Monday in August. Budget Impact: None Justification: Each year, thousands of people enjoy the Museum’s annual Joseph Brant Day Festival. This event is presented by museums’ staff and a large number of volunteers. Our event includes many activities that require the use of a stage. The cost of renting the City’s stage for this event is approximately $2,000. This represents about 52% of our $3,800 event budget. We are limited in revenue‐generating opportunities, as examples, we can’t charge an admission to the event nor can we charge for parking. Our revenue is derived from vendor fees, pay‐to‐play activities, and the sale of hamburgers & hot dogs. To put it in perspective, we would have to sell 570 hamburgers at $3.50 each to cover the cost of the stage rental. Each year we do try very hard to get a “stage” sponsor and cultivate that sponsorship so that perhaps it could be on‐going for at least 2‐3 years, but this has not happened. Stage rental for our 2010 Joseph Brant Day Festival was covered from Mr. Zorbas’ budget.




“I just wanted to say thank you once again for the great workshops last week. Both the students and the teachers really

enjoyed themselves. The students came away from it having learned about something really important....”

“I just received a call at work from my daughter and son and they were very excited to tell me about engaging in activities with BurlingtonGreen today. My daughter (grade 2) exclaimed with pride that she pledged to protect wildlife

and that she was using the “thumbs up/down” cards today as well as the “big ball.” My son (SK) said he pledged to recycle and he learned using pictures about what went to garbage, recycle & compost….Both said the event was a lot of

fun and wondered what other BG activities they could participate in. I have never heard them speak with such enthusiasm about anything they had done in school before. Congratulations on designing and executing such a well-

received program!”

“very engaging and appropriate for kindergarten! Very timely as we have just begun talking about recycling in our classroom”

“ A very engaging experience for all!”

“fantastic presentation”



http://www.burlingtongreen.org/go-green.html

http://www.burlingtongreen.org/


Our 40-60 minute workshops held at your location include 3 steps to GoGreen

Interested in participating, visit our website

1. interactive presentation An engaging and fun session of games and team challenges designed to teach children about positive actions they can take to help the environment.

2. creative fun Each child will have the opportunity to make their own pledge button to remind them of what they plan to do to help the environment.

3. take action! Turn learning into action by completing the GoGreen Challenge online or as a group. Points are awarded for pledging to complete individual eco–actions.

PLUS an important follow–up component:Certificates and a tree planting project (optional) will be offered to congratulate groups that complete the GoGreen Challenge as an important way to celebrate their pledges for the planet!

All workshop participants will also be invited to participate in an annual city wide clean–up as a way of inspiring Burlington youth to lead the way in keeping our communities clean.

Printed on FSC paper using vegetable based inks






January 18, 2011 Mr. Chris Glenn Acting Director of Parks and Recreation City of Burlington 426 Brant Street PO Box 5013 Burlington, Ontario L7R 3Z6 Dear Mr. Glenn: Creative Burlington would like to be considered for operational funding in the 2011 budget of the City of Burlington. When Creative Burlington met with Scott Stewart, Pam Mulholland, Joan Ford, representatives of the Burlington Performing Arts Centre and you, on October 1, 2010 we indicated our plan to have a more integral role in building the culture of arts in our community. Funding through the City of Burlington would advance our ability to achieve this. We have just completed our strategic plan for 2011-2014 and a copy of the summary is attached to this request. We are currently developing the business plan, detailed work plan with communications and funding strategies. Arts service organizations like Creative Burlington, work hand in hand with the municipality, educators, arts businesses, groups and facilities, Tourism and Economic Development offices to build a stronger brand, culture and community, with many receiving municipal funding to support their initiatives. Through collaborative programming, events, communication, and in some cases, cultural grants, the arts organization (Creative Burlington) provides a much needed non-partisan, arms-length service. It responds to the need for inclusivity of cultures, awareness of opportunities for artists and consumers, skills development, new creative initiatives for both business and community. It engages people of all ages (including youth and seniors) and contributes to the economy of every community. Burlington artists and arts organizations require support services which the City of Burlington is not in a position to provide through its operations. As attention on the arts in Burlington grows so will the demand for deliverable services such as access to arts information and resources, integrated marketing and promotion of artists, services and experiences, to name a few. Creative Burlington is positioned to grow these deliverable services and more. However, as advocates for the City of Burlington, and champions for the arts, we require operational funding. For this reason, we would like consideration for funding of $65,000 in this current (2011) budget year.

2114 Lakeshore Road, Burlington L7R 1C8 Telephone 905-631-6666 www.creativeburlington.ca


We have been the recipients of Ontario Trillium Foundation funding for the last three years as Creative Burlington, for consultation and implementation of our community building initiatives. The funding totalled $197,000, an average of $65,500 per year. This funding ends October, 2011. Included you will find a copy of our approved budget for November 2010 to October 2011. With your support, Creative Burlington will be able to continue with services that will result in a vibrant, recognized, diverse and sustainable arts and culture community for Burlington. Councillor Rick Craven has recently joined our Board of Directors, filling the position held previously by Mayor Rick Goldring. Our staff liaison with the City of Burlington is Pam Mulholland. We feel fortunate be building a relationship with the City which is in line with the City of Burlington’s Ten Year Cultural Strategy, emphasizing that culture must be community driven and the City must work in partnership with the community, making arts and culture integrated and visible. We look forward to your response, and exploring this further. Respectfully,

Fred Sweeney Debra Tymstra President Executive Director


Creative BurlingtonBudget (excluding in-kind)November 1, 2010 to October 31, 2011 Budget Actual

Total Oct 31 2010REVENUE Memberships 13,000 13,315 Fundraising Initiatives 134,750 127,478 Trillium Grant 56,500 65,500

204,250 206,293

EXPENSES - PROGRAMS 45,650 50,896

EXPENSES - ADMINISTRATIVE 158,194 175,590

TOTAL EXPENSES 203,844 226,486

NET REVENUE 406 (20,193)


Creative Burlington – Strategic Plan 2011-2014 Draft: November 2, 2010

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CREATIVE BURLINGTON

STRATEGIC PLAN, 2011 - 2014 Creative Burlington Overview Creative Burlington is a not-for-profit charitable organization that serves a membership of artists and arts organizations, as well as the general public, as the definitive arts information service in Burlington. The organization exists to enable local artists and arts and culture organizations and to cultivate and enrich the creative life in the city. The organization began under another name, Performing Arts Burlington (PAB), in 2000 as an informal community based group to promote local performing arts (theatre, music and dance) and to advocate for the building of a community performing arts centre. By 2004 PAB grew and matured into an incorporated member-based not-for-profit corporation whose purpose was to represent and strengthen the performing arts in the community through marketing and promotion activities, educational workshops, and acting as a resource centre. In 2005 the City of Burlington approved the building of the Burlington Performing Arts Centre (BPAC) and PAB moved from an advocacy role to an advisory role for the project representing, through its Performing Arts Centre Technical Advisory Committee (PACAC), the local arts community’s needs with respect to facility usage and design. With the BPAC underway, PAB initiated a strategic planning process in 2008 to determine its future role. At the same time, community consultation by the City of Burlington (a conference entitled “Cultural Links” in 2008) suggested the need for leadership for the broader arts and culture community in order to achieve the City’s vision of increased cultural vibrancy as outlined in the its Cultural Strategy. The Board of Directors of PAB started discussions with its membership and the broader community to see if PAB could play that leadership role. The conclusion was that it was a strategic opportunity for both the organization and the arts and culture community. PAB’s Strategic Plan (2008-2011) committed the organization to expanding its founding mission as a grassroots arts organization. Over the next two years PAB undertook consultation with its membership and other stakeholders, including the City of Burlington, to determine how best to meet the need for leadership within the broader arts and culture community. This transitional work led to the creation of Creative Burlington in 2010. The current membership of Creative Burlington is comprised of over 300 performing arts groups, arts businesses, individual artists and arts supporters across the Heritage & Culture, Literary Arts, Performing Arts, Media Arts, and Visual Arts sectors. The organization currently consists of a 15-member Board of Directors and an operational base of a full-time Executive Director, a full-time Marketing & Development Specialist and a full-time Communications Administrator.



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Draft Vision The vision for Creative Burlington is that Burlington be home to a vibrant, recognized, diverse and sustainable Arts and Culture community. Draft Mission Creative Burlington will celebrate, cultivate and support Arts and Culture in Burlington. Strategic Objectives To achieve the mission, Creative Burlington has developed 5 strategic objectives to guide its activities over the next three years which, in turn, have specific actions. These actions will be the basis for Creative Burlington’s Business Plan which will include detailed communications and fundraising strategies. The strategic objectives are:

1) Maintain open communication and promote Arts and Culture through a variety of media, including the internet, print media, direct communication, website and social media tools.

a) Provide Creative Burlington website and utilize social media tools as useful

and interactive sources of information and communication b) Maintain a comprehensive and up to date Arts Calendar and Arts Directory

that the public can access to participate in local arts activity c) Provide Artworks as a method of communication and information sharing d) Share information, including the availability and accessibility of arts space

and programs and services of members

2) Secure the long-term sustainability of Creative Burlington. a) Undertake an organizational governance review b) Organize an annual fundraising event c) Apply to the City of Burlington for organizational funding d) Develop revenue producing partnerships and initiatives focused on meeting

Creative Burlington’s mission

3) Foster and celebrate Artists and Arts and Culture Organizations a) Host annual Arts Awards celebrating the finest Burlington has to offer across

all arts disciplines b) Explore the feasibility of joint programming with other arts, culture and

tourism organizations



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4) Connect Artists and Arts & Culture Organizations with the community a) Support arts network(s) b) Offer seminars each year on topics including marketing, media and

fundraising c) Lead initiatives linking business to creativity e) explore opportunities for arts & culture representation as part of other

community or regional projects focused on meeting Creative Burlington’s mission

5) Advocate for Burlington’s Arts & Culture Sector

a) Sustain ongoing efforts to create a positive social and economic climate for

and through the arts and culture sector b) Launch artsmatter2me.ca initiative to raise the profile of arts and culture in

Burlington c) Deliver targeted advocacy efforts to government, educational, community

and business organizations, the arts community and the public in general. d) Involvement in City of Burlington cultural planning sessions and initiatives


Creative Burlington – Strategic Plan 2011-2014 Passed by the Board of Directors – November 4, 2010

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Creative Burlington is a not for profit organization dedicated to initiatives, partnerships and collaborations which enhance Arts and Culture in Burlington. Vision Burlington is home to a vibrant, recognized, diverse and sustainable Arts and Culture community. Mission Creative Burlington celebrates, cultivates and supports Arts and Culture in Burlington. Strategic Objectives Creative Burlington developed 5 strategic objectives to guide its activities over the next three years. These objectives will be the basis for Creative Burlington’s Business Plan which will include detailed communications and fundraising strategies. The strategic objectives are:

1) Maintain open communication and promote Arts and Culture through a variety of media, including the internet, print media, direct communication, website and social media tools.

a) Provide Creative Burlington website and utilize social media tools as useful and interactive

sources of information and communication b) Maintain a comprehensive and up to date Arts Calendar and Arts Directory that the public can

access to participate in local arts activity c) Provide a method of communication and information sharing (ie Artworks) d) Share information, including the availability and accessibility of space, programs and services

2) Secure the long-term sustainability of Creative Burlington. a) Undertake an organizational governance review b) Organize an annual fundraising event c) Apply to the City of Burlington for organizational funding d) Develop revenue producing partnerships and initiatives focused on meeting Creative Burlington’s

mission

3) Foster and celebrate Artists and Arts and Culture Organizations a) Host annual Arts Recognition Awards celebrating what Burlington has to offer across all arts

disciplines b) Explore the feasibility of joint programming with other arts, culture and tourism organizations

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4) Connect Artists and Arts & Culture Organizations with the community a) Support arts network(s). b) Provide opportunities for seminars on topics relating to arts and culture, such as marketing, media

and fundraising. c) Lead initiatives linking business to creativity. e) Explore opportunities for arts & culture representation on other community or regional projects.

5) Advocate for Arts and Culture in Burlington

a) Sustain ongoing efforts to create a positive social and economic climate for and through the arts and culture community

b) Raise the profile of arts and culture in Burlington though initiatives such as artsmatter2me.ca c) Advocate to government, education, community and business organizations, the arts community

and the public in general. d) Participate in City of Burlington cultural planning sessions and initiatives.


Documents

The Burlington Civic Rose Awards Program · Cultural Strategy, emphasizing that culture must be community driven and the City must work in partnership with the community, making arts