Strategic
Plan

Manitoba Arts Council / About Us / Strategic Plan

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2010/2011 Strategic Plan Report

Goal 1
Recognize & encourage artistic excellence, creativity, and innovation

1.1 Manitoba’s professional arts sector is vibrant and innovative

  • Consultants encouraged new approaches and challenging applications in all programs.

1.2 Arts organizations in Manitoba are healthy and sustainable

  • MAC partnered with public funders and foundations to provide opportunities for new capacity building and long-term sustainable growth in all arts organizations.

1.3 Individual artists have rewarding and sustainable careers

  • MAC partnered with various community and government agencies to build knowledge and support for the professional arts community in Manitoba.

Goal 2
Be a leader in the arts community and promote the value of the arts at the heart of community life

2.1 Public policy stakeholders consider the public value of the arts when making policy decisions

  • MAC continued to inform and encourage public policy stakeholders through regular and effective communications regarding the public value of the arts.

2.2 Community support for the arts is shown through high levels of participation, attendance, volunteerism, and stewardship

  • MAC provided tools and resources to increase and encourage significant public engagement in the arts in communities across Manitoba.
  • MAC used social media to engage artists and the public in arts and cultural issues, successes, and new opportunities.

2.3 Manitobans are aware of the important contributions that the artists and arts organizations make to our province

  • MAC supported activities that celebrate the contribution of the arts to the overall health and wealth of the province.

2.4 MAC has multi-faceted partnerships with an array of organizations to achieve its goals

  • MAC’s strategic planning process (Focus Forward) engaged a wide range of participants and partners through consultations and listening tours.
  • Existing partnerships were renewed with new strategies and partners in development.
  • MAC continued emphasis on advocacy and educational activities, including the partnership with the Faculty of Education, University of Manitoba, for the Canadian Network for Arts and Learning 4th Annual Arts and Learning Symposium in Winnipeg with keynote speaker Sir Ken Robinson.
  • MAC began exploring an integrated plan linking the arts, education, and sectoral partners, using a creative regions/districts framework.
  • MAC supported planning and advocacy initiatives with an integrated communications plan.
  • MAC continued participation on various local, provincial, and national committees, including the Canadian Public Arts Funders (CPAF).

Goal 3
Encourage opportunities in the arts that reflect the cultural diversity and the Aboriginal and Franco-Manitoban identity of the province

3.1 Manitoba’s professional arts sector is diverse and inclusive

  • MAC provided initiatives designed to recognize and serve the various artistic communities in Manitoba.

3.2 Artists from Manitoba’s diverse communities have full access to MAC’s programs in Manitoba

  • MAC designated staff and resources to design and deliver specific community arts initiatives and engagement activities.
  • MAC initiated strategic plan consultations designed to engage and involve diverse Manitoba communities in MAC and its programs.

3.3 The professional arts from a range of communities and artistic practices are recognized, supported, and valued regionally, nationally, and internationally

  • Franco-Manitoban Advisory Panel – met twice during this period, and, in January 2011, developed recommendations to go to the full Council.
  • Management refined the application process and researched specific programming options to meet needs of Franco-Manitoban artists.
  • Aboriginal Advisory Panel – creation of the panel postponed to 2011/12.
  • Multicultural Advisory Panel – community and government representatives met to review policy and direction options. Working group to continue process.
  • Equity Committee – CPAF and the Canada Council planned major research including an environmental scan plus agency national meetings to assess key equity issues and challenges facing funders. Meetings scheduled for 2011/12.
  • Youth and community arts needs were explored through strategic planning process.
  • MAC hosted a meeting of Aboriginal artists with disabilities in the fall of 2010 in partnership with the Canada Council for the Arts.

Goal 4
Support opportunities for all Manitobans to engage in and experience arts and cultural activities

4.1 Manitobans recognize the value of a quality arts education including high-quality arts training, experiences and involvement in a diversity of traditions and disciplines

  • MAC continued to promote and encourage arts education, training, experiences, and involvement in the arts through advocacy, promotion, and partnerships with various community organizations.
  • MAC recruited new AIS and ArtsSmarts artists to provide a full range of cultural and arts experiences.
  • MAC provided professional development opportunities for teaching artists.
  • MAC re-examined its funding formula for residencies and explored alternative strategies.
  • MAC explored increased collaborations with arts organizations through ArtsSmarts projects.

4.2 Arts organizations play a leading role in arts education throughout the province

  • MAC supported and encouraged appropriate arts organizations involved in arts education throughout the province. MAC initiated follow-up and support for opportunities with individual arts education coordinators from each organization.
  • MAC involved arts organizations on the Steering Committee for the Arts and Learning Symposium.
  • As a symposium co-host, MAC presented the Canadian Network for Arts and Learning Annual Tribute Award to the Manitoba Theatre for Young People.

4.3 Manitobans have access to frequent, diverse, and high-quality arts experiences

  • In December of 2010, MAC hosted the 4th Annual Arts and Learning Symposium with the Faculty of Education of the University of Manitoba on behalf of the Canadian Network for Arts and Learning. Keynote speaker Sir Ken Robinson contributed to significant provincial, national, and international participation in 2010 Symposium by over 200 arts and educational professionals.
  • MAC began a review of touring and residency programs and support as part of strategic planning process.
  • Listening Tours were incorporated into strategic plan consultations throughout the fall and winter of 2010.
  • MAC continued expansion of the Deep Bay residency promotion, and public and community participation.
  • MAC supported the first provincial Culture Days celebrations in September of 2010 as part of the major Canada-wide national initiative.

Goal 5
Manage resources in an effective, accountable, and transparent fashion.

5.1 MAC services reflect our values of respect, integrity, consultation, and communication

  • MAC upgraded all services in order to better reflect its values as an organization.
  • New MAC website and Facebook sites were monitored and improved as necessary to reflect MAC’s values.

5.2 MAC is a sound steward of provincial funds

  • The AIMS grants management system and internal controls on expenses ensured continuing “sound stewardship” of funds.
  • The new CADAC (Canadian Arts Data) system provided opportunities for significant reporting and analysis of grants to arts organizations and links to advocacy.
  • MAC staff and management continued to review and refine all aspects of administration policies and procedures.
  • MAC began regular discussions with the Arts Branch of the Manitoba Dept. of Culture, Heritage and Tourism regarding program collaboration and cooperation.

5.3 MAC’s staff is highly motivated, qualified, dedicated, and appropriately compensated

  • MAC staff accessed professional development opportunities through CPAF as well as specific skill-development opportunities in Manitoba.
  • Staff were involved and engaged in the planning and development of MAC’s initiatives and directions.
  • MAC continued to engage administrative interns from the University of Waterloo Cultural Management program.
  • Roles and relationships within MAC and with other funders and community organizations continued to be clarified and refined.