In a situation where “the growth in the number of artists attempting to start new [theatre] companies [exceeds] the growth in the funding available”, this report, based on a review of relevant and recent Canadian reports, attempts to identify “key practices, approaches or models that theatre artists, groups and organizations are implementing or adapting to ensure their art-making is viable and thriving”.
Who uses arts participation data? Are the data used by arts organizations to improve their connections to audiences? Are the data connected to arts policy? One speaker argued that many artists and arts administrators have a hunger to better understand the world in which they work, especially the trends shaping demand for the arts. Some noted that involving arts administrators in survey design might improve their use of surveys.
Based on the author’s research and personal immersion “over the past three years in the complexities of arts support systems and their relationship to contemporary practice”, this report argues that “we need to realign our arts policy mindset and funding practices to support a new generation of arts development in Canada. To do this will require collaborative action on the part of the arts community and its funders.”
With explosive growth in the arts over the past two decades, this report argues that “it is increasingly difficult to raise the resources required to support an ongoing organizational structure and keep it healthy”. Given this situation, the author proposes that shared administrative platforms, specifically charitable venture organizations, “could make a significant impact on improving the health of the arts sector”.
Based on his consulting experience with many American arts organizations, the author of this opinion piece outlines myths and realities about innovation in not-for-profit arts organizations. For the author, “innovation is a newly emerging, organization-wide discipline, the most far-reaching new set of capacities arts organizations can learn, and the most powerful new discipline to enter our field since the advent of strategic planning in the 1970s”.
Based on a 2012 survey of 180 community investment professionals working in Canadian businesses, this report examines how businesses support community initiatives. The survey found that the four most common types of community investments are “contributing money to community organizations; providing contributions through sponsorships or marketing activities; providing in-kind resources, services and goods; and supporting employee volunteering programs”.
Based on a survey of 1,500 businesses, this fact sheet highlights select findings regarding the corporate community investment practices of all responding businesses as well as a breakout of 93 larger corporations (revenues over $25 million). The survey found that 76% of all businesses provided funding to not-for-profit organizations. Almost all large corporations (97%) did so. The broader business community gave a slightly larger percentage of their pre-tax profits (1.25%) than large corporations (1%).
Based on the same survey of the community investment practices of 1,500 businesses as other reports from Imagine Canada, this presentation provides detailed findings regarding corporate community investment practices, motivations, and challenges. Regarding business views of not-for-profit organizations, the survey found that 73% of all businesses agree that “charities and nonprofits generally improve the quality of life in Canada”.
Based on the same survey of the community investment practices of 1,500 businesses as other reports from Imagine Canada, this report examines which industry sectors tend to provide different types of support. The goal of this information is to help not-for-profit organizations “tailor their corporate fundraising to the sectors that are most likely to be responsive to their specific needs”.