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AMS Business Context Board of Directors Situation Analysis, SWOT and Success July 9, 2021 Agenda I. Introductions II. Process III. Situation Analysis Report / SWOT IV. Defining Success Exercise V. Next Steps Meeting Outcomes Share Initial Observations SWOT Assessment Define Success Founded in the belief that arts, culture and entertainment enhance people's daily lives and the communities in which they live. Meet the AMS Team Steven Wolff Michele Walter Lynette Turner Kristian Otten Principal/ Managing Sr. Associate/ Consultant and Thought Partner Director/Project Project Manager Research Lead Advisor and resource Project Plan Assessment of Assets and Strategic Monitoring Current State Opportunities Framework Background Review Defining Success- A Vision of Defining the Goals Monitoring the Future strategic plan Environmental Scan and Future Scenario (s) process Competitive Venues External Interviews Objectives and Business Context Industry Trends and Best Strategies Practices Key Informant Interview Recommendation and Organizational Change Implementation Internal Alignment Survey Final Workshop & SWOT Analysis and Defining Presentation Success Workshop We are here Interviewees Board Staff . Citizen Members: Clyde Wagner, CEO Internal . Robert Foster, Chair . Sandra Bellisario, VP Development Stakeholder . Mustafa Humayun . Matt Farrell, VP Operations Interviews . Owais Lightwala . Leslie Lester, VP STLC Redevelopment . Gabriel Michaan . William Milne, VP Finance . Kathleen Sharpe . Josephine Ridge, VP Programming . Paul Bernards . Jeff Rohrer, VP Marketing and Communications . Gillian Smith . Myriam Gafarou . Kevin Garland . Dawn Maracle (in progress) City Councillors: . Gary Crawford, Vice Chair . Kristyn Wong-Tam AMS . John Filion Page 6 PLANNING • RliSiARCH• Mission Vision TO Live believes that the arts are crucial to create healthy, vibrant, and engaged Building a diverse communities. TO Live strives for better city excellence in everything that we do. We through are stewards of landmark city theatres and activate our spaces through programming the arts. and rentals. We are a creative hub for audiences, artists, and all those who work for us. AMS PLANNING • RliSiARCH• DIVERSITY AND INCLUSION: We foster a sense of belonging in everything we do. We strive to be an anti-racist organization. INNOVATIVE: We are unafraid to experiment and to push the Core Values boundaries of creativity. EXCELLENCE: We strive to be the best in class in all we do. ACCOUNTABILITY: We value responsibility and take ownership of our work and actions. ADAPTABLE: We see opportunity in embracing our changing world. COMMUNITY-MINDED: We listen to and are responsive to the people and groups we serve. TO L ive SWOT STRENGTHS WEAKNESSES OPPORTUNITIES THREATS External Environment TO Live Wide variety of venue types in the city of Toronto (music halls, exhibition places, cultural centers) Findings . Growing competition from new or planned venues A growing and Surrounding municipalities typically have one large diverse PAC marketplace . Potential impact on access to content progressively . Balance of local venues exist as part of community met with centers growing competition in the The region is known for its diversity and as a entertainment home for immigrants space Strong economic and job growth projections, with an economy driven by the financial sector Page 11 Community . Awareness of TO Live is limited . Deepen community engagement Interview . Desire to engage with smaller organizations Perceptions The City Interviewees . City bureaucracy can be challenging cite . Concern about potential change in city leadership opportunities . TO Live identity tied to City of Toronto seen as positive and negative and threats Competition . Increased venue competition is troubling Partnerships . Nurture and increase partnerships and develop stronger, deeper connections and ‘ownership’ Page 12 Environmental Scan Environmental Scan Anchor Arts & Multiple Culture Marketplace ‘lenses’ give us Institutions insight into the forces Corporate / impacting TO City Support, Workplace Live Plans & Priorities Environment Study Area Towns Included: Toronto – pop. 3M Mississauga – pop. 828k Brampton - pop. 603k Burlington – pop. 205k St. Catharines – pop. 140k Page 14 Marketplace 104 8 in 10 Toronto and Regional venues Venues under 1,000 Mississauga examined have the seats largest concentration of venues 3 in 4 Venues consider rentals a primary source of earned income AMS Page 15 PLANNING • RliSiARCH• A diverse marketplace with llots of competition Danforth Music ,,.,,u,~ _N, Massey Hall .,..,,,,_,.,,,_ Hall (1,145) ..~_,, .....,.._ ........ ,.,.... (2,765) A The Carlu (1,500) ·-­ Four Seasons PAC (2,071) Ed Mirvish Theatre (2,200) Harbourfront Elgin and Winter ro , to ,.-1an11 \•Q Centre I Garden Theatres JOJfONtt) IU.AHO (422) (2, 149; 1,410) w,. i.~· 91 - ~b AMS Page 16 I" l AK 111 I N 4 r. ~(J.C "-"CM KEY COMPETITORS ALSO HOST RESIDENTS AND TOURS $31.4 million Not available $23.4 million $12.4 million $8.2 million $5.6 million (2019) Annual Expenses (2019) MH: 3,191 2,200 2,752 1,561 1,315 770 SLC: 868; 499 2,000 2,630 992 400 500 MAC: 1,036; 574; 1,244 300 296; 183; 150 770 210 300 210 199 City of Toronto Mirvish Massey Hall and Roy Ontario Heritage City of Mississagua City of St. Catharines Productions Thomson Hall Trust / Brock University Operator Venues (capacity) Resident Broadway theatre Concerts, corporate Plays, opera, Resident companies, Resident companies, companies, meetings, community concerts, Toronto concerts, theatre, university concerts, theatre, events, film shoots International Film dance programming, dance, events, Festival concerts comedy Page 17 Programs History Toronto Venues Massey Hall: Under will become part of a multi- stage music complex; Construction closed since 2018 and aiming for 2021 reopening Renovations and new venues Clark Centre for the Arts: coming online new multipurpose facility shortly, 2,500 capacity venue situated in will house art studios and presenting new the heart of the Beaches be home to creative and renewed neighborhood at 1663 Queen programs for residents and competition for Street East. Expected completion visitors; Opening 2022 entertainment Summer 2021. dollars Purpose: to host 200 concerts, live entertainment, or galas annually. Page 18 Existing and Growing Sports Market Sports Established sports market represents competition for entertainment dollars A new $500M, 7,000-seat entertainment facility is slated to be erected on the Exhibition grounds in Toronto, with an expected completion date of 2025. Purpose: home to OverActive Media’s esports teams Page 19 Toronto Arts $18.7m $274m Council (TAC) awarded in grants raised by TAC grant recipients Toronto is home to a wide array of arts organizations $6.45 495 organizations and collectives and artists granted to the arts per Toronto funded, in addition to 407 resident individuals 19,500 35% artists paid through TAC funded new applicant awards (320) organizations and projects AMS Page 20 PLANNING • RliSiARCH• New Investment: realizing the potential of Toronto’s artists and arts organizations Toronto Arts Council (TAC) Strong Partnerships: extend opportunities, reach and Toron t o profile of Toronto artists Economic Development Urban Leadership: speak with a compelling voice for a and Culture, as creative, equitable and thriving city well as TAC priorities, provide Responsive Granting: reflect the city, embrace additional technology and build on success context Also… . City Covid-19 Impacts & Opportunities Arts and Culture is an economic $26.7b 300,000 driver for Contributed to Ontario GDP by Ontario residents work in the Ontario the arts and culture sector arts and culture sector And, Toronto is home to 2x as many artists as any other Canadian City Page 22 Toronto Demographics 3 million residents (6.2m 10-year growth projection of 13% (3.5 million) A growing and Toronto urban area) very diverse marketplace 49.5% of residents Median age of 39.3 are immigrants th 52% visible minorities, many from 4 largest indigenous south and east Asia population in Canada (46,000+) The Growth Plan (2019) forecasts 1,720,000 jobs in the Toronto City of Toronto by 2041 workforce 2.4% GDP growth rate (versus national rate of 1.8%) development Second largest financial centre in North America The financial (behind NYC), serving as an engine for economic services sector continues to growth drive Toronto’s Toronto Workforce job 250,000 marketplace 200,000 150,000 Jobs 100,000 50,000 0 Corporate Corporate financial and media sponsors for the Toronto Arts Council are indicative of a larger body of corporate support for the 5/29/18: Toronto Arts Council and TD Bank Partnership: supporting arts programs including Making a Living Making Art, TD Community Arts Award, and the Emergence Symposium Page 25 Wide variety of venue types in the city of Toronto (music halls, exhibition places, cultural centers) Findings . Growing competition from new or planned venues A growing and Surrounding municipalities typically have one large diverse PAC marketplace . Potential impact on access to content progressively . Balance of local venues exist as part of community met with centers growing competition in the The region is known for its diversity and as a entertainment home for immigrants space Strong economic and job growth projections, with an economy driven by the financial sector Page 26 What does the externa l environment suggest? KEY QUESTIONS OPPORTUNITIES • Growing marketplace inclusive of those with a What are the possible ways
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