In my previous 3 blog posts, I've covered some philosophical ground about the kind of organization we are and aspire to be. I've also talked about our past activities and achievements. Now the fun stuff. Where to next? In this and the following four blog posts, I'll talk about our latest strategic thinking. Though we have already taken steps to change our organization to be able to deliver on this new direction, we will be forming working groups with members of the community who are interested in helping to refine and further build them. Consider this the first draft of the strategy, with the next drafts to be written in conjunction with the community.

(Note: I'm really interested in what you think about all of this! If you'd like to get involved in further refining and shaping this work, please get in touch, either in the comments, or by e-mailing terry.rock@calgaryartsdevelopment.com. And, if you really really like this, and would like to be part of our team, we're hiring!)

Long Term Goals for Arts Development: A System Capacity Approach

Starting in 2011, Calgary Arts Development is shifting our strategic focus from improving base arts system infrastructure (funding, space, awareness/participation) to goals that relate to the capacity of the arts & culture system. We obviously still need more base infrastructure, but our new focus helps us prioritize investments and sharpen our program objectives.

Through our research and past experience, we've determined that the arts system requires five capacities to function at a high level. Those capacities are:

• SEEDING interest in the arts at a young age
• INCUBATING the next generation of professionals
• ACCELERATING those with proven potential
• ENGAGING citizens in meaningful experiences
• EXPORTING work to and attract interest from other markets 

At the highest level, the creation of this framework (and the associated goals outlined below) was driven by 3 key questions uncovered during our strategic planning process:

• What is our relevance to individual artists? How can we encourage emerging artists to build their career here? Without a young generation, the public misses out on some of the most interesting creative experiences available.
• Why do some of our most exceptionally talented artists and highest performing organizations continue to express frustration at the level of support they get in Calgary? How can we support them and how can Calgary get the biggest benefit from investments in their work?
• How can we continue to change how Calgarians think about their city and get more of them to be champions who are involved and engaged in the art scene?

Driven by these questions, we developed a set of aspirational goals related to each system capacity. In this and my next four blog posts, I'll relate the goals, provide a brief explanation of what it is and why it is important, and will describe key gaps that we see in our current approach to achieving the goal in Calgary.

After reading the description of each goal, I hope you're thinking to yourself, "That's all great, but the question is really 'what are we going to do about it?' Thanks for thinking that! This is where we need your voice. Our annual business plans include programs and activities intended to take us toward the goals, but we're really counting on the creativity of the community to help us break new ground. Join the conversation below!

Goal 1: Incubate

Our Aspiration: Make Calgary a preferred location for artists in the first 10 years of their career.

Calgary’s entrepreneurial spirit is alive and thriving in the arts, but our system of growing the next generation of artists and creative workers faces challenges associated with high costs of living, undercapitalization, fragmentation and a lack of facilities dedicated to early-stage creative development and the nurturing of peer support and mentorship. As a result, many of those we are counting on to form the base of our dynamic creative milieu move to other Canadian cities where these issues are not as prominent.

What’s missing? An integrated arts incubation system that focuses our investments and aligns the work of our partners on this critical time period in an artist’s development. It is the time to find your voice, build your network, find followers, take chances, become a better business person, etc. It take space, time, focus, support, critique, showcase opportunities, etc.

Incubation of individual artists is aimed at taking them from the stage of completion of their formative educational experiences (which could be through an accredited post secondary institute or other) to a stage where they have the foundation and tools necessary to devote the majority of their time to the creation of art in a self sustaining way (i.e. having a working career as an artist).

Incubation of organizations is aimed at taking them from the stage of setting an artistic mandate to a stage where they are able to self sustain a full year or season of activity.

Important elements for incubation include: suitable and affordable spaces to create, present, work and live, mentors and peers that encourage critical development, funding for work that has a short/unproven track record, programs for life long learning and development, and exposure to audiences.

 
I hope you're able to cut through the strategic management jargon (my past as a Strategy Professor haunts me to this day) to the essence of what we're doing. We are really excited about getting to work on this new direction, and I hope you'll consider lending us your thoughts as we strive to make it even more compelling and effective.

Next post: Goal 2: Accelerate