As part of its strategic planning process, the Conseil des arts de Montréal has defined new strategic priorities that will guide its actions until the year 2012. With this online consultation, the Conseil des arts de Montréal invites all citizens to share their opinions and provide input regarding its 2009-2012 Strategic Plan.
All of your comments are welcome and will be carefully considered so as to improve the Strategic Plan. They will help strengthen the actions that must be taken in order to implement this plan.
The online consultation will end on March 27, 2009.
We thank you for your participation.
By clicking on "Comments" at the bottom of the text, a window will open allowing you to enter your text. To send it, you must first chose an “identity” as a signature, then click on “Post Comments.” Please note that despite this heading, and to allow you to express yourself freely and confidentially, your comments will not be posted on the blog. Be assured, however, that all comments will be read and carefully recorded.
Mission and Vision
Mission
As an organization created to serve the city's artistic community, the Conseil des arts de Montréal supports and recognizes excellence in the creation, production, and presentation of professional artistic endeavours by way of financial support, advice, and consultation and development initiatives.
The Conseil relies on its solid positioning within the arts milieu, as well as on its continued dialogue with the artistic community, Ville de Montréal's agglomeration and the business sector in order to fully contribute to the growth of the arts in Montreal and to promote citizen participation in the city’s artistic life.
Vision
In 2012, the Conseil des arts de Montréal will play a pivotal role in terms of funding, seeking out, advising, and supporting our city’s creative artistic activity. It will be an indispensable tool for Ville de Montréal in developing Montreal, Cultural Metropolis.
· The Conseil des arts de Montréal will have strengthened its exemplary relationship and culture of collaboration with the various municipall entities.
· The Conseil des arts de Montréal will be actively involved in promoting the business sector’s commitment to the arts and to supporting its mission.
· The Conseil des arts de Montréal will continue to remain sensitive to the concerns of the arts sector in Montreal:
- its governance will be modified to ensure the equity, transparency and effectiveness of its action;
- its role of identifying and advising arts organizations will be affirmed;
- its programs will strengthen and welcome new arts organizations that encourage emerging artists, diversity and innovation.
Five Guidelines
1. Redefine and validate the role of the Conseil des arts de Montréal in consultation with Ville de Montréal
2. Establish our priorities regarding our grant programs
3. Redefine the profile and operations of the Conseil
4. Develop a communications strategy that optimizes the actions and strategic priorities of the Conseil
5. Consider arts funding in Montreal, along with Ville de Montréal and civil society partners
First guideline: Redefine and validate the role of the Conseil des arts de Montréal in consultation with Ville de Montréal
Issues
Develop stronger ties, based on confidence and collaboration, with municipal authorities and harmonize the Conseil’s programs with those of Ville de Montreal.
Redefine the role of the Conseil des arts de Montréal in consultation with creators and with regard to other arts councils. The Conseil’s proximity and its presence in the field give it a specific role that goes above and beyond that of a basic grant program.
Review the partnership strategy to optimize its effectiveness.
Strategic Initiatives
1.1. Reinforce the relationship with the Service du développement culturel
1.2. Assert the specificity of the Conseil in terms of identifying and advising arts organizations
1.3. Assert the support role played by the Conseil above and beyond its grant programs
1.4. Channel partnerships to support the role of the Conseil
Second guideline: Establish our priorities regarding our grant programs
Issues
Develop a structure for the Conseil’s reflection process on questions regarding multidisciplinarity, interdisciplinarity, festivals, and history museums in order to determine an approach and subsequent programs.
Better integrate and support emerging artists, diversity and innovation (notably by looking at the opportunity of supporting individuals and/or collectives), while continuing to promote excellence and professionalism.
Adapt touring programs, taking into account new challenges and realities.
Better integrate the Conseil into the educational sector, at the primary, secondary and post-secondary levels, as well as within universities.
Review programs related to prizes and the Maison du Conseil. The relocation to the new building provides the opportunity to offer new services and increase our client base, just as the creation of new prizes would enable the Conseil to improve its support of certain sectors that have been neglected until now.
Strategic Initiatives
2.1 Define common criteria and specific objectives for each of the disciplinary sectors
2.2 Pursue a reflection on issues such as festivals, museums and inter-multi-trans-disciplinarity
2.3 Promote the creation of a separate budget for project grants in each sector
2.4 Continue to update the touring program
2.5 Discuss the possibility of offering grants to collectives and/or individuals
2.6 Consolidate the recognition of excellence within the Conseil by awarding prizes
2.7 Create ties with the educational sector, especially with universities
2.8 Optimize the use of the Conseil’s new facilities
Third guideline: Redefine the profile and operations of the Conseil
Issue
Provide the Conseil des arts de Montréal with a true board of directors to optimize its current operational structure and increase its influence and visibility, while ensuring that the majority of its members come from the artistic milieu.
Strategic Initiatives
3.1 Create a board of directors for the Conseil des arts de Montréal
3.2 Transform the sectorial committees into expert committees whose presidents would sit on the board of directors
3.3 Redefine the role of the Conseil’s committees
Fourth guideline: Develop a communications strategy that optimizes the actions and strategic priorities of the Conseil
Issues
Improve the Conseil des arts de Montréal’s communications to increase its visibility among elected officials as well as among business people, and even the artistic community that it serves, in order to promote greater recognition and increased funding.
Invest even more in communications tools and methods, better adapted to new information technologies.
Strategic Initiatives
4.1 Forge bonds between the artistic milieu and business people
4.2 Increase the Conseil’s reputation among civil society, elected officials and public partners
4.3 Increase awareness of the Conseil’s policies and programs among artists
4.4 Promote Montreal’s creative activity
4.5 Increase and improve the use of new information technologies
4.6 Ensure that the Conseil’s message is fully understood internally
Fifth Guideline: Consider arts funding in Montreal, along with the City and civil society partners
Issues
Increase the Conseil’s public funding, since budget indexation, which Ville de Montréal has provided since 2008, is appreciated but clearly insufficient.
Promote greater awareness and involvement of the business community in the area of arts funding in Montreal without, however, cannibalizing the efforts of artistic organizations.
Strategic Initiatives
5.1 In consultation with Ville de Montréal, pursue efforts in view of increasing public funding to match the ambitions of Montreal, Cultural Metropolis
5.2 Expend the necessary efforts to put into place a private funding system
5.3 Encourage philanthropy and private funding for artistic organizations
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