Business Plan 2014-2018 Approved by the Board of Directors: June 27 , 2014

The Canadian College of Performing Arts is a program of The Canadian Heritage Arts Society Charitable registration number: 131341356RR0001 CCPA Business Plan 2010-2013 1 www.ccpacanada.com Executive Summary

The Canadian College of Performing Arts (CCPA) enters its 17th year proudly achieving and maintaining its goals (see sample of our tracking system on page 9). The students and faculty are ignited! The graduates have experienced outstanding levels of employment and career highlights, and the College has become vital in Canada’s arts community. Through its training programs, performances and its graduates’ successes, the College fosters and feeds the development, education, and appreciation of the arts in , Western Canada, across the nation and around the world.

• This national college is widely recognized as a training institution of excellence • Performances are in demand, consistently selling out and garnering extensive praise • Collaborative opportunities with other professional arts organizations continue to grow • Students’ mentored works are receiving awards and honours • Graduates are consistently experiencing 80-100% employment as performing artists, technicians, directors, and educators throughout the nation and abroad • Graduates’ entrepreneurial endeavours are creating employment and contributing to the economic and cultural fabric of Canada • Graduates are taking their place as cultural leaders of their communities all across the country

Situated in Western Canada, CCPA serves the needs of aspiring performing artists from across the country and challenges their many talents are their teachers, industry professionals that hail from across the nation. With its carefully designed programming, CCPA is producing outstanding results and proving its relevance to the performing arts industry.

The Canadian Heritage Arts Society, the charitable society that operates the College, invests extensive effort to make the CCPA programs accessible, affordable and valuable. Fundraising efforts are tireless, providing up to 50% of the real cost to train each Canadian student. Investment in the College is diverse coming from Federal and Provincial levels of government, plus foundations, corporations and individuals. Dedicated endeavour by the Board and management to maintain financial support from all sectors is crucial to the operation and success of the organization.

Supporters of CCPA have been proud of their association with an organization that is producing such outstanding results. They see an international standard of performance in all productions; professional conduct at all levels; and an institution that is burgeoning with the good will and welfare of all who participate. New investors in the Canadian College of Performing Arts will join a proud legacy of building Canada’s future, by helping to provide training for its aspiring young emerging artists. Furthermore, they will lay the foundation of a sound educational institution and reap the benefit of following the blossoming careers of Canadian youth who come from all regions of the country.

We invite the reader to look closely at this document to see the enormous value the College offers to British Columbia and the nation. We are pleased to share with you a glimpse of the extraordinary success and legacy of the Canadian College of Performing Arts.

CCPA Business Plan 2010-2013 2 Table of Contents

Excecutive Summary 9. Organizational Structure 1. Ownership 9.1 Board of Directors/ Officers/ 2. History Membership 2.1 The Canadian Heritage Arts Society 9.2 Organizational Chart 2.2 The Canadian College of Performing Arts 10. Regulatory Issues 3. Mission, Mandate and Purpose 10.1 Licensing 3.1 Mission Statement 10.2 Property Protection 3.2 Mandate 10.3 Board Protection 3.3 Purpose 10.4 Staff and Faculty Benefits 4. Outstanding Success 10.5 Legal Counsel 5. 5. Strategic Plan 2014 - 2018: 10.6 Policies and Procedures Organization’s Goals & Objectives 11. Location and Facility 6. Products 12. Marketing 6.1 Primary Products and Services 12.1 Marketing Research 6.2 Products and Services 12.1.1 Competitors 6.2.1 Description of Training 12.1.2 Target Market 6.2.2 Community Outreach 12.1.3 Industry Trends 6.2.3 Development of New Works 12.1.4 Industry Outlook 6.2.4 Employment 12.2 Marketing Strategy 6.2.5 By-Products 12.3 Marketing Plan 6.3 Key Features of the Products and Services 12.3.1 Target Markets 6.3.1 Leadership 12.3.2 Promotion and Distribution 6.3.2 Faculty 13. Pricing 6.3.3 Duration of Training 14. Administration 6.3.4 Community Outreach 15. Program and Facility Development 6.3.5 Development of New Works 15.1 Programming - a "Culture of 6.3.6 Employment Continual improvement" 7. Philosophy 15.2 Facility development 8. Management 16. Projected Financials - 4 Year Plan 17. Concluding Remarks

CCPA Business Plan 2010-2013 3 1. Ownership The Canadian College of Performing Arts (CCPA) is owned and operated by the Canadian Heritage Arts Society (CHAS). CHAS is a registered not-for-profit society managed by a volunteer Board of Directors. CHAS is also registered as a charitable organization with the Canada Revenue Agency (Charity# 13134- 1356RR0001). The offices of CHAS are located at the Canadian College of Performing Arts.

2. History

2.1 The Canadian Heritage Arts Society The Canadian Heritage Arts Society (CHAS) is the legal entity under which the Canadian College of Performing Arts operates.

The Canadian Heritage Arts Society has continually endeavored to invest in the future of Canada by enriching the inter-regional and historical awareness, cross-cultural understanding, and national pride of our youth.

The Canadian Heritage Arts Society was incorporated in the province of British Columbia in 1990 for the purpose of promoting the arts through education, training and performances. CHAS became a registered charitable organization in 1991. From 1992 to the present CHAS has raised millions of dollars, fulfilling its mission with exemplary programming for young artists and establishing a renowned reputation for operating stellar training programs. The federal government has created an electronic archival tribute to celebrate the Society's work of producing over a decade (1992 to 2003) of the "Spirit of a Nation" performance and training programs. In 1998 CHAS opened the Canadian College of Performing Arts in response to the demand for Canadian professional post-secondary training in the performing arts.

The Canadian Heritage Arts Society under the governance of a community volunteer board of directors has raised and managed annual budgets of $300,000 to $3,000,000.

2.2 The Canadian College of Performing Arts The Canadian College of Performing Arts began its inaugural year as a private, post-secondary training institution in September, 1998. The Canadian Heritage Arts Society, continued the highly successful three-month summer training performance program, "Spirit of a Nation" until 2003.

Founded by Jacques Lemay and Janis Dunning, the Canadian College of Performing Arts is now managed by Darold Roles, Artistic and Education Director and Ron Schuster, College Director. The College has enjoyed strong competition for student entrance every year since its inception, due to the excellent teaching standards of the faculty, the national and international successes of our graduates and the respect earned in the Performing Arts industry from professionals that have worked with our Alumni. Now entering its 17th year, the College has become nationally and internationally renowned for relevant, multi-disciplinary training in acting, voice, dance and career development. CCPA graduates are working in the full gamut of stage, film, TV, Internet and music recording across the nation and around the world. In addition, many are teaching in professional studios, directing and managing their own theatre companies or integrating their arts training in other fields (i.e. Art therapy).

CCPA Business Plan 2010-2013 4 3. Mission, Mandate and Purpose

The Canadian College of Performing Arts teaches Canadians the skills that will get students jobs in today’s and tomorrow’s work place while fostering integrity in their work and their artistic expression.

3.1 Mission Statement of the Canadian college of performing arts

To offer quality training in a broad spectrum of skills which will prepare students for careers in the performing arts locally, nationally or internationally. To provide a stimulating, positive and constructive environment where students are encouraged to develop high standards of work ethics and conduct which will serve them in any field of endeavour in their future.

3.2 Mandate

To create a versatile, well-rounded performing artist with a strong professional work ethic. In particular; To continue to offer unique programs in Canada where youth can develop their stage and screen skills under the close supervision and guidance of highly qualified professional teachers and mentors in the full range of the performing arts. To offer a two year Diploma program that provides students with the tools necessary to start a professional career in the performing arts. To offer a one year Certificate program that provides students who have professional industry experience or relevant post-secondary education, an even greater readiness for a successful enduring professional career in the performing arts. To offer an Applied Diploma program that provides graduates of the above programs an opportunity to expand their performance repertoire, strengthen their skill sets and develop business acumen (“Company C” Studio Ensemble Program).

3.3 Purpose

To offer an intensive curriculum that is conservatory style with a focus on entrepreneurship to students who seek realistic alternatives to the longer academically oriented university programs. Students with or without post-secondary degrees enroll in the CCPA to develop the personal applied skills, tenacity and endurance necessary for pursuing a successful life-long career in the performing arts.

CCPA Business Plan 2010-2013 5 4. Outstanding Success In 2014-2015, the Canadian College of Performing Arts will welcome its 17th class of emerging professional performing artists.

Graduates of this College have enjoyed the highest ratios of employment in the nation, averaging 80-100% in recent years. They grace Canada’s most prestigious stages, plus regional and independent theatres from coast to coast. Some of the graduates careers have reached beyond our borders including careers as international recording artists. They have taken leading roles on television and film throughout North America. Some graduates have formed successful companies which perform year round and employ numerous Canadian artists. Often they are presenting original theatre and dance works. Others are writing, producing and/or directing professional films, casting directors or have become arts administrators.

CCPA grads have been employed at:

Broadway Princess Cruises Productions London's West End Disney Cruises Productions The Stratford Festival Kimberly Theatre The Shaw Festival Theatre Direct The Charlottetown Festival Ecce Homo Theatre The Neptune Theatre, Halifax Buddies in Bad Times Mirvisch Productions, Toronto Theatre SKAM in Victoria, BC CanStage, Toronto Chemainus Theatre Theatre Aquarius, Hamilton Western Canada Theatre in: Drayton Festival Kamploops, BC Manitoba Theatre Centre Langham Court in Victoria Rainbow Stage Theatre Inconnu in Victoria Whitehorse, Yukon Fringe Festivals across Canada Dawson City, Yukon Story Theatre Co. across The Citadel Theatre, Edmonton Canada Stage West Productions in: Prairie Skies Musical Theatre Calgary, Edmonton, Toronto Okanagan Stage Company The Arts Club Theatres, Theatre Calgary Open Pit Theatre Co. in: Yukon The Vancouver Playhouse The L.A. Comedy Festival Bard on the Beach, Vancouver Globus Theatre The Belfry Theatre, Victoria Gateway Theatre in Richmond, Gotta Getta Gimmick Productions BC Vancouver Opera Anglewalk Theater at the Saltwater Playhouse Toronto Centre for the Arts The Gold Fever Follies, Blue Bridge Theatre - Victoria Rossland, BC Fighting Chance productions in: and many others in: Vancouver, BC Mexico Pacific Opera Victoria South America Colorado theatre company Australia Asia

Fiscally, the College consistently manages its business affairs efficiently, earning praise from federal and provincial funders, sponsors, donors, artistic assessors, and financial auditors.

In all, the Canadian College of Performing Arts is extremely proud of its management, administration, volunteers and students. Further it is honoured and proud to attract outstanding faculty who are working professionals from across the country and who are acclaimed nationally in their fields. CCPA Business Plan 2010-2013 6 5. Strategic Plan 2014 - 2018: The Canadian heritage arts Society Organization’s Goals & Objectives THE MISSION STATEMENT OF CHAS IS: • TO PROVIDE INSTRUCTION AND TRAINING IN THE PERFORMING ARTS. • TO OFFER AWARENESS AND ARTISTIC APPRECIATION OF THE PUBLIC AT LARGE THROUGH THE PERFORMING ARTS. • TO PRESERVE AND PROMOTE HERITAGE ARTS AND CULTURE.

THE VALUE STATEMENT OF CCPA IS: WE ARE A NATIONAL ORGANIZATION THAT VALUES THE DEVELOPMENT OF VERSATILE PERFORMING ARTISTS WITH STRONG WORK ETHICS AND A COMMITMENT TO CULTURAL LEADERSHIP.

GOAL 1: To grow funding support to meet our mission.

Objective 1.1: To develop an Individual Donor strategy that raises $90,000 per year. Objective 1.2: Maximize Government funding from all 3 levels by increasing total current government funding by 10% per year. Objective 1.3: Increase revenue from Tuition through new programming. Objective 1.4: Increase revenues from Ticket sales annually. Objective 1.5: Increase Earned revenue (Merchandise, Performance Fees, Rental Revenue) annually. Objective 1.6: Increase event fundraising revenue annually. Objective 1.7: Develop an endowment fund to meet the College's needs (and unfunded liabilities) and serve as a contingency for operations by 2017 Objective 1.8: Develop, test and implement a capital campaign to realize the College's facilities goal.

GOAL 2: To provide sufficient facilities to support the present and future needs of the College and Society.

Objective 2.1: Secure a College location that meets the needs of all operations and activities of CCPA by April 2017.

GOAL 3: To achieve excellence in all facets of education in the performing arts.

Objective 3.1: Maintain and enhance the present curriculum annually so that it is equal to or superior to that of the competition. Objective 3.2: Establish transferability of existing program. Objective 3.3: Research new programs that are compatible with existing CCPA programs.

GOAL 4: To build a robust reputation of CCPA as the pre-eminent performing arts training institution in Canada.

Objective 4.1: Establish a national advisory committee of leaders in arts organizations and patrons from audition cities Objective 4.2: Increase awareness across Canada and abroad as demonstrated by a 10% annual increase in media coverage, website and internet hits, telephone calls, and national sponsors. Objective 4.3: Increase national presence of CCPA by leveraging audition tours with local interaction. Objective 4.4: Increase alumni support and involvement.

GOAL 5: To engage the National community in celebrating heritage performance arts.

Objective 5.1: Celebrate and engage the community in ethnic, heritage and First Nations performing arts. CCPA Business Plan 2010-2013 7 Sample Page from Organization’s Operation Plan document Cost $30,000 for part time Development officer in 2014 $100,000 to create a Performance Troupe CCPAwith alumni Resources Relationships People all staff, board, faculty, alumni THE MISSION STATEMENT OF CHAS IS: THE MISSION OF CHAS STATEMENT ARTS. PERFORMING THE IN TRAINING AND INSTRUCTION TO PROVIDE • PUBLIC OF THE APPRECIATION ARTISTIC AND AWARENESS TO OFFER • THROUGH LARGE THEAT PERFORMING ARTS. CULTURE. AND ARTS PROMOTE HERITAGE • TO AND PRESERVE THE VALUE STATEMENT OF CCPA IS: WE ARE A NATIONAL ORGANIZATION THAT VALUES THE DEVELOPMENT OF VERSATILE PERFORMING ARTISTS WITH STRONG WORK ETHICS AND A COMMITMENT TO CULTURAL LEADERSHIP. X X X X X 2018 2017/ X X X X X 2017 2016/ X X X X X 2016 2015/ Timeline (Year) X X X X X 2015 2014/ Responsibility Development Development Development Development Development Development Description A program to encourage accountants and to recommendLawyers naming CCPA. Use Gift Assn. Planners Performances inretirement homes, dinner theatre (i.e. Centre), Monterey Silver Threads askwith (see Objective 3.6). Complete dbase software new transition to monitor and report campaigns. on donor Start Vancouver with Island focus then move annually to B.C., Alberta and across the country. Action Operational Plan - The Canadian Heritage Arts Society 2014 - 18 2014- Society Heritage Arts Canadian - The Plan Operational Objective 1.1: To develop an Individual Donor strategy that that raises $90,000 per 1.1: Objective To develop an Individual strategy Donor year. GOAL 1: To grow funding support to meet our mission our meet to support funding grow To 1: GOAL Individual campaign Donor for $40,000 year per Individual campaign Donor for $80,000 year per Individual campaign Donor for $90,000 year per Legacy Campaign Legacy Campaign (Performances) AlumniAlumni and parent Campaign annually Develop National Donor Plan

CCPA Business Plan 2010-2013 8 Sample Page from Organization’s Tracking system of our Operation Plan - For objective 1.1 in 2012/13 year end* Page 1 Page Notes 2012/13 at end Year achieved goal started research and planning. Ad placed inGift Planners Assoc. Book researched & selected dbase new software (Sumac) / Sumac replace will & donation (CRM Vortex receipts), Filemaker (Student, Summer Program Registration, Office and Excel HR) (Box & of Day Bridge Registration) / data conversion starting be 2013 and will May operation mid-summer by 2013 Fundraisingdeveloped new Plan to be implemented in /2013-14 hired 2 contractors Staff to with work Development Team one to - research grantsand write & 1 to plan Signature Event Fundraising x X X X X 2015/2016 x X X X X 2014/2015 x X X X X Timeline (Year) 2013/2014 x 2012/2013 $19,860.00 6/25/2014 Responsibility Development Development Development Development Development Development Development Description Start Vancouver with Island focus then move annually to B.C., Alberta and across the country. A program to encourage accountants and to recommendLawyers naming CCPA. Use Gift Assn. Planners Performances inretirement homes, dinner theatre (i.e. Centre), Monterey Silver Threads askwith (see Objective 3.6). Complete dbase software new transition to monitor and report campaigns. on donor This staff, all faculty, board, involve will initiative alumni and volunteers. Action Confidential Strategic Plan - The Canadian Heritage Arts Society 2012 - 15 2012- Society Heritage Arts Canadian - The Plan Strategic Objective 1.1: To develop an Individual Donor strategy that raises $50,000 per year. that raises $50,000 per year. 1.1: Objective To develop an Individual strategy Donor 10/13 May UPDATED: DOCUMENT: TRACKING GOAL 1: To raise sufficient funding to operate with a balanced budget paying competitive compensation rates to Faculty Faculty to rates compensation competitive paying budget a balanced with operate to funding sufficient raise To 1: GOAL reserves. contingency sufficient with and Staff Individual campaign Donor for $20,000 year per Individual campaign Donor for $30,000 year per Individual campaign Donor for $40,000 year per Individual campaign Donor for $50,000 year per Legacy Campaign Legacy Campaign (Performances) Alumni in Campaign national a with conjunction campaign for 15th Anniversary Develop National Donor Plan

*Note: Due to our success in accomplishing the targets for this objective ($50,000) during 2012-14, the updated Objective 1.1 (see page 8) has a new target of $90,000. CCPA Business Plan 2010-2013 9 6. Products 6.1 Primary Products and Services The Canadian College of Performing Arts develops versatile, well-rounded performing artists with a strong professional work ethic. We achieve this by offering quality instruction in the performing arts, plus a focus on career development and direct links to opportunities in the work place. Our programs are designed to give our graduates an enduring career on stage, screen or in the music and electronic media recording industry.

These include (but are not limited to): . A complete understanding of the true nature of a career in theatre . Physical conditioning to withstand the rigors of rehearsal and performance . The resources and skills to realistically aspire to a long and successful career . An understanding of the business side of performing arts (i.e. agents, unions, taxes, etc.) . Knowledge and skills required to garner professional contracts . A means of developing the individual’s unique talents in order that they might reach their goals and make the best choices for their continued studies and career . Personal and professional counsel to assist each individual to make wise choices enroute to a rewarding career in the performing arts . Entrepreneurial skills

Furthermore CCPA believes in training a complete artist with a focus on creativity and the development of original works. Students are encouraged to give a new voice to the issues of the day albeit through playwriting, choreography, music or a combination of these forms. It is intended that the performing artists who graduate from CCPA will be able to invest themselves in the arts for a lifetime by not only accessing employment from professional companies but by creating employment opportunities for themselves and others.

6.2 Products and Services

The general products and services provided by the Canadian College of Performing Arts are training in the performing arts; community outreach through presentations that mutually benefit the students and the community; the development of new works; and employment.

6.2.1 Description of Training:

CCPA offers intensive, conservatory style post secondary training programs where students are required to take a full course load. All students are required to study all disciplines in an individualized curriculum designed to match and challenge the student’s expertise in each discipline.

The following pages outline the programs and the disciplines offered.

CCPA Business Plan 2010-2013 10 6.2 Products and Services cont'd

Programs Offered Program Curriculum

One year Performing Arts ACTING Program Acting (Scene work, Naturalism, Improvisation, Story Theatre) Actor's Voice (Monologues, The one year Performing Arts Speech, Dialects) Program offers advanced Physical Theatre instruction in the performing arts Transition to Screen (acting, singing, dancing) plus a focus on career development Stage Fight with direct links to opportunities in the Theatre, Recording and VOICE Film Industries. Training is offered Private Voice at professional standards and Connections (Audition and Solo placements will be customized vocal performance techniques) based on the applicant's previous Music Theory experience and skill level. Classes Vocal Ensemble are rigorous and intensive and comprise the full complement Voice Master Class of disciplines required for a successful, enduring career on DANCE stage or screen. Ballet Tap This program is designed for Contemporary / Jazz working professionals or those that Musical Theatre Styles have completed a relevant post- secondary program who want a one CAREER DEVELOPMENT year intensive program to update Career Management their skills. Applicants to this program require a special application Theatre Research/History including references from industry professionals. Entrance is by audition PERFORMANCE only. The Canadian College of Performance Practicum Performing Arts hosts auditions in 10 major cities across Canada each year. Throughout the school year there will be various We also accept video auditions from guest speakers, master classes and workshops anywhere in the world. from professionals in the performing arts. CCPA also offers Inner Space which focuses on relax- ation techniques and life skills plus Workouts for extra cardio and other workshops to promote Upon successful completion of the health and wellness. program the student will receive a Certificate in Performing Arts.

CCPA Business Plan 2010-2013 11 6.2 Products and Services cont'd Programs Offered Program Curriculum Two year Enriched Performing Arts Program ACTING The two year Enriched Performing Arts Acting (Scene work, Naturalism, Program offers advanced instruction Improvisation, Story Theatre) in the performing arts (acting, singing, Actor's Voice (Monologues, Speech, dancing) plus a focus on career Dialects) development with direct links to Physical Theatre opportunities in the Theatre, Recording and Film Industries. Training is offered at Transition to Screen (Year II professional standards. The second year only) of this program includes a mentorship in Stage Fight creating new works. Classes are rigorous and intensive and comprise the full complement of disciplines required for VOICE a successful, enduring career on stage or Private Voice screen. Connections (Audition and Solo vocal performance The Artistic and Education Director, techniques) along with the faculty, will work with the students enrolled in the Enriched Music Theory (Year I only) Performing Arts Program to help them Vocal Ensemble reach their career goals. Graduating Voice Master Class students may be invited to collaborate with faculty to participate in a "Graduate Showcase" where scenes and songs will DANCE be performed for film/TV agents and Ballet theatre directors. Tap Staying current with the new trends and techniques in the performing arts is part Contemporary / Jazz of the daily life and training at CCPA Musical Theatre Styles through exposure, development and experimentation. Numerous working professionals from across the country CAREER DEVELOPMENT are invited in to teach master classes or Career Management workshops, or to discuss their career and Theatre Research/History (Year I the opportunities that are available for only) emerging artists. Creative Development (Year II only) Students are given opportunities to test their skills and apply what they have learned in class through the medium PERFORMANCE of in-house showcases as well as public Performance Practicum performances in professional performing Mentored Projects (Year II only) venues throughout the city. Grad Showcase in Vancouver Entrance is by audition only. The Canadian College of Performing Arts Graduates’ presentations to Agents, Producers and Artistic Directors, including the emerging artists’ pro- hosts auditions in 10 major cities across motional materials and a talkback/meeting with invited Canada each year. We also accept video professionals. auditions from anywhere in the world. CCPA also offers Inner Space which focuses on relax- Upon successful completion of the ation techniques and life skills plus Workouts for extra program the student will receive a cardio and other workshops to promote health and Diploma in Performing Arts. wellness. CCPA Business Plan 2010-2013 12 6.2 Products and Services cont'd Programs Offered "Company C" Studio Ensemble Program (Year III) Program Curriculum Year III The mandate of this 21 week program is to (Company “C” Studio Ensemble) offer graduates of the above programs of the Canadian College of Performing Arts Learning Outcomes an opportunity to expand their repertoire At the end of the program, the student as well as their rehearsal and performance should have a better understanding of: experience in a collaborative, ensemble environment. ♦ The development and creation of stage productions The students have the opportunity to be guided by professional Directors ♦ How to further develop and sustain a role in a and Mentors from the Canadian theatre play or a musical industry in the role of performer and/or in ♦How to collaborate with other actors in the a theatre support position for 3 theatrical development of a character productions. In addition to performance roles, the students learn new skills in ♦How to contribute fully in all creative, study, rehearsal, technical and performance aspects of the theatre production, arts administration, productions marketing and community leadership. The approach to the productions is one of ♦How to work at the standards required by professional directors and Actor's Equity collaboration, team effort and innovation. Effectively, students learn how to create ♦How to control and work with fiscal and their own work by forming a theatre budgetary aspects of a production (i.e. promotions collective of performing artists. & fund-raising) ♦The role of several technical and administrative Upon successful completion of the positions that are necessary for a successful theatre production. In addition, the students will have program, the student will receive an developed new skills in some of these areas. Applied Diploma in Performing Arts. ♦How to maintain their performing arts skills in a professional work setting

CCPA Business Plan 2010-2013 13 6.2 Products and Services cont'd

6.2.2 Community Outreach The Canadian Heritage Arts Society (CHAS) has found a solid and viable niche in this region as a community minded organization that offers presentations each year throughout all of the Greater Victoria municipalities in support of a wide variety of local organizations, schools and charities.

CHAS has collaborated with high schools, service groups, churches and several branches of the Royal Canadian Legions to have CCPA offer a student free tickets program, performances or assistance in fundraising efforts. Some organizations and charities that have benefited include:

The David Foster Foundation The Kiwanis Club of Oak Bay Probus Clubs throughout Greater Victoria Newcomer Clubs Trafalgar/Pro-Patria Legion Numerous Retirement homes throughout Greater Victoria Lt. Governor of British Columbia Victoria Foundation Peninsula Celebrations Society Esquimalt Legion Church of St. Mary the Divine St. Matthias Anglican Church Fairfield United Church Monterey Senior Centre The Mary Winspear Centre Saanich Rotary Club Fairfield New Horizon Centre Western Tux Uplands Golf Club St. George’s Church Seniors Cedar Hill Golf Course Capital City Club Status of Women Action Group Our Place (assist Homeless) Elementary Schools Middle and High Schools and many others

CCPA Business Plan 2010-2013 14 6.2 Products and Services cont'd

6.2.3 Development of New Works The development of new works expressing our history and diversity is a cornerstone of our programs. In Year I students begin with devising exercises and participate in original student choreography. In Year II students develop an original ensemble piece through their Creative Development class. Recently this piece has been a co-production with a local professional theatre company (Atomic Vaudeville - creators of the award winning new musical "Ride the Cyclone"). Students may also apply for Mentorships in Playwriting, Directing, Choral Direction, Stage Management, Musical Theatre Directing or Choreography, which leads to an annual "Festival of New Works" public presentation. Year III is dedicated to working with professional Canadian directors on three productions, one of which may be an original work created by this ensemble and publicly presented. CCPA has joined forces with professional theatre companies and/or professional artists in the development or presentation of new works or the re-creation of existing works. These companies include The Belfry Theatre, The Vancouver Playhouse, The Victoria Symphony and Pacific Opera Victoria.

6.2.4 Employment CCPA has created and sustains over 30 full time and part time positions. There are 22 to 24 faculty positions (term certain sessional contracts), 6 full time administrative positions plus several part time and temporary administrative positions. CCPA also offers a work study program for current students which allows them to earn income while attending the college. In addition the College is instrumental in helping graduates to get jobs by creating direct contacts with producers, agents and other theatre, film and industry related employers. We have a program advisory committee made up of working professionals from theatre, opera and film plus a CCPA alumni who assist us in ensuring our students have employable skills for the Performing Arts Industry. Producers come on a regular basis to CCPA to audition students. CCPA has an exceptional success rate of graduates getting jobs in their field of study (typically 80 to 100% garner professional theatre contracts within the first year after graduating).

6.2.5 By-Products

1. An estimated $1.75 million in direct funds infused into Greater Victoria’s economy annually (the bulk of this is in wages and contract fees). 2. Economic benefits to the local community through the spending by students from across the country along with their visiting families who purchase food, accommodations and a full spectrum of retail and entertainment services. This is in addition to the above economic impact figure (estimated to be over $1 million). 3. Renown to the City of Victoria and the Province of British Columbia for being home to a national training institute of excellence which is promoted and acclaimed across the country and internationally. 4. Immeasurable contributions to the development of Canadian culture through the creativity and integrity of CCPA graduates as emerging artists and established artists. 5. CCPA makes its studios available to other arts organizations, individual artists, charities and community groups whenever possible. i.e. We have served as a venue for Celtfest and the Victoria Fringe Theater Festival among many other community events. CCPA Business Plan 2010-2013 15 6.3 Key Factors of the Products and Services The proven success of the Canadian College of Performing Arts is attributed to several key factors:

6.3.1 Leadership The founding directors; Janis Dunning and Jacques Lemay are highly respected across the country for their outstanding contributions to the arts. They have taken the college from an idea to a nationally renowned training institution in its first 12 years. In 2010, the leadership transferred to Darold Roles, Artistic and Education Director and Ron Schuster, College Director. They advocate involvement of staff, board and faculty in organizational development and maintain a vibrant and supportive work environment. This leads to a strong collective team at CCPA that is dedicated to the advancement of the college and our vision. Over the last 4 years, the College Directors have focused on strategic planning with key stakeholders (Staff/Board/Faculty). The strong focus on a new facility when realized (2017) will result in improved capacity and lead to long-term sustainability of this stellar teaching institution and its programs.

6.3.2 Faculty Key to the College's competitive viability is the high standard of its training. CCPA’s faculty hail from across the nation and are attracted to the college by its' exceptional reputation. They have had, and/or continue to enjoy, professional careers nationally and internationally as directors, performers, key speakers, adjudicators, University Department Heads and guest teachers. They are dedicated to their fields and also endorse CCPA’s philosophy of multi-disciplinary training for today’s versatile performers.

Their biographies are available on our website: www.ccpacanada.com 6.3.3 Duration of training CCPA is unique in that it offers two separate programs (a one year certificate program (fast track) for working professionals and a 2 year diploma program for emerging artists) followed by an Applied diploma program ("Company C" Studio Ensemble). Due to the high quality of training and the flexibility that the program offers to suit individual needs, students are attracted to CCPA from high schools, colleges and universities as well as working artists who want to develop their performing arts skills further. They can commit to one, two, or 3 years of training at CCPA as needed to complete their desired training. 6.3.4 Community Outreach The Society (CHAS) has operated a community outreach program since its inception in 1990. Each year they present a special Remembrance Day production and a Christmas Production in addition to many other community programs. These productions are performed at Senior residences, Royal Canadian Legions, various community events and for service clubs in the Greater Victoria area. CHAS typically engages emerging artists in its outreach activities often engaging the students of CCPA. Our outreach performances are considered on par with professional productions. These events serve to mature the students’ work and give them experience that is directly related to their job market.

6.3.5 Development of New Works The diversity of Canadian society is exalted at the Canadian College of Performing Arts. The development of new works expressing our diversity is the cornerstone of many CCPA productions. To this end Canada’s regional, cultural, and ethno-cultural diversities are well represented, discussed in forums and celebrated in various art forms. Students are invited to present pieces in their native tongue and to express their cultural heritage. Students from all regions and ethnic backgrounds are encouraged to create work about their experiences in their countries and/or in our Canadian society. Experiencing this area of the arts prepares them for creating work in this young country and also aligns them with innovative companies who seek well-rounded creative artists. CCPA’s development of creative artists has attracted alignments with professional companies, bringing the students opportunities to work first-hand with The Belfry Theatre, The Vancouver Playhouse Theatre and the Victoria Symphony. 6.3.6 Employment The Canadian College of Performing Arts is proud to offer employment opportunities to some of the nation’s most successful artists. The college is an environment where these artists can share their expertise with the rising talents of the day.

CCPA Business Plan 2010-2013 16 7. Philosophy Students learn best when motivated by themselves and their peers within a culture of excellence and caring. Created by faculty and staff, such an environment exists by design at the Canadian College of Performing Arts. The College offers training in a demanding, positive environment, delivered by faculty who are professional in their field and who combine expertise with passion. They are supported by an administrative team that works tirelessly to support their efforts. The program is firmly based on respect for all performance art forms and for the profession as well as the critical role of the artist in the community. 8. Management The Canadian College of Performing Arts Directors manage the organization under the guidance and governance of the Board of Directors of the Canadian Heritage Arts Society. Supporting them are; Steven Seltzer, Communications and Marketing Manager, Kirsten Odermatt, Finance Manager, Heather Burns, Finance Officer, Dan Costain, Facility and Production Manager and Genevieve Lemay, Registrar.

Ron Schuster, College Director Ron’s passion for the Arts has taken him on a journey of over thirty award-winning years as an arts administrator/consultant and professional artist in Canada. He has worked in several communities throughout Western Canada where he was heavily involved as a performer, director and writer in dance, musical theatre and film. His teaching experiences at post-secondary institutions involve work in major Theatre Studies and Motion Picture Arts Programs (including Red Deer College, University of Alberta and Keyano College).

In addition to his artistic successes, Ron has experience utilizing arts and culture for community development. Highlights of his Arts Consultant work include; Managing the "Cultural Capitals of Canada Award" and creating a multi-use Arts facility (Scott Block) for the City of Red Deer which won him the Mayor’s Award in the Performing Arts.

Darold Roles, Artistic & Education Director (B-Ed - Drama, MFA - Directing) Darold's successes in the professional theatre and post-secondary education field include work as a director, choreographer, performer, producer, writer, teacher and respected administrative leader. Mr. Roles has served as Dean of Arts and as Chair of the Performing Arts at Red Deer College. During his time in the Red Deer community he was awarded a Mayor’s Award in the Performing Arts field and an Exemplary Leadership Award from the International Chair Academy. Prior to that he was the Artistic Director of Keyano Theatre and instructed in the Drama department at Keyano College.

He was a co-founder and co-Artistic Director (along with Ron Schuster) of KOMPANY! a professional song and dance company that toured across North America, Europe, Japan and Australia from 1979 – 2007. His work with KOMPANY! and as a freelance artist in Edmonton, AB earned him numerous Sterling Award nominations for Outstanding Musical, Best Choreography and Cooperative Production. He has adjudicated major Provincial dance and theatre festivals and presented Master Classes throughout Western Canada.

As a director/choreographer he has received rave reviews for hundreds of smash hit shows including; Joseph and the Amazing Technicolor Dreamcoat, A Chorus Line, Chicago, Footloose, The Crucible and Edward Albee’s The Goat or Who is Sylvia? He was the Performing Arts Director for the Alberta Summer Games and has co-authored the hip new musical – The Jazzcracker with Ron Schuster and jazz music master Tommy Banks. His past community work as a volunteer includes Chair and Committee work for the United Way, the Salvation Army, Culture Link and with a vast array of non-profit theatre groups. CCPA Business Plan 2010-2013 17 9. Organizational Structure

9.1 Board of Directors/ Officers/ Membership The Canadian College of Performing Arts is owned and operated by the Canadian Heritage Arts Society (CHAS). CHAS will be celebrating 25 years in 2015. CHAS is a registered not-for-profit society operating under the Society Act of British Columbia. The Society received its charitable status with the Canada Revenue Agency in 1991. CHAS conducts its business under a set of by-laws registered with the Registrar of Societies for British Columbia. Election of Officers are held annually.

The membership of the Society currently stands at approximately 3000 members. The Board is structured as a governance board and consists of 8 to 15 volunteer members. Members are elected to the board from the membership at the Society’s Annual General Meeting held in the fall of each year.

Members sit on the Board for a term of three years. Members are elected on a rotating basis to ensure continuity and stability. Officers are elected by the Board Members and consist of the President, Vice- President, Treasurer and Secretary. The Board meets monthly. Standing agenda items include review and approval of financial statements; reports from the President and the Directors of the Canadian College of Performing Arts; plus Committee reports. Committees meet as often as is necessary to fulfill their commitments.

Board Committees Finance Committee

Fundraising Committee

Student/Faculty/Staff Liaison Committee Executive Committee

Facility Committee

Ad Hoc Committees

Governance & Board Development

The Board takes an active role in the governance of the College as well as policy making. Furthermore, the Board takes an active role in fundraising in an endeavour to keep tuition at an affordable level for Canadian students. Last and not least, the Board plays an important role in the promotion of the College throughout our community and beyond. They not only donate their time but most donate funds, solicit donors and thank them on behalf of the college. In addition, Honorary Board members from across the nation serve as consultants and advisors to the Board and the college. CCPA Business Plan 2010-2013 18 9.2 Organizational Chart (2014-15 Season)

The Canadian Heritage Arts Society Honorary Board of Advisors Board of Directors

College Director

On-Site Administrator

Ron Schuster Artistic and Education Director

Senior Educational Admistrator

Darold Roles

Development Team

Communications/Development/ Technical & Production Development Officer Finance Manager Registrar MarketingManager Manager Marnie Coulter Kirsten Odermatt Geneviève Lemay Steven Seltzer Dan Costain

Finance Officer Registrar Assistant

Heather Burns Amanda Shortt

CHAIR OF DANCE CHAIR OF VOICE CHAIR OF ACTING Company C Manager

Amalia Shelhorn Sara Partridge Jim Leard Heather Burns

Ballet Company C Production Manager Private Voice Acting David Roland (Acting, Improvisation, RJ Peters Amalia Schelhorn Sara Partridge Story Theatre) Christopher Weddell Matthew Howe Christine Willes Tap Glenda Balkan-Champagne Jim Leard Janice Tooby-McDonald Barbara Poggemiller Michael Boston Kim Greenwood Sarah Bachman-Krieger Actor’s Voice Jazz-Contemporary (Monologues, Speech & Dialects) Jessica Hickman Angela Mousseau Adrienne Smook Connections

Musical Theatre Styles Darold Roles Transition to Screen Christine Willes and Darold Roles & Guests Jessica Van der Veen Music Theory Physical Theatre Accompanist Jane Edler-Davis Kathleen West Treena Stubel Tatianna Harrison Vocal Ensemble H e a t h e r B u r n s Matthew Howe Stage Fight Jim Hill Jacques Lemay

Voice Master Class

Voice Faculty Career Management Richard Lucas and And Guests Jacques Lemay

Creative Development Jacob Richmond Britt Small

Theatre Research Jim Hill Alison Greene CCPA Business Plan 2010-2013 19 10. Regulatory Issues 10.1 Licensing As is required in the Province of British Columbia, the Canadian College of Performing Arts is registered with the British Columbia Private Career Training Institutions Agency (PCTIA). Furthermore, CCPA has completed an intensive self -study program and holds a voluntary accreditation status with PCTIA. CCPA is also designated for all Provincial and Canada student loans. As required by PCTIA, CCPA holds its historical student data with an on-line data storage company for 55 years. The college is in the process of attaining its EQA (Education Quality Assurance) registration with the province of B.C. as a verification of our quality post-secondary education for International students.

10.2 Property Protection The College carries property insurance as well as a $3,000,000 liability insurance.

10.3 Board Protection The Board of Directors carries Directors and Officers Liability coverage.

10.4 Staff and Faculty Benefits CCPA offers a voluntary Group Health Benefits package to qualifying Staff and Faculty on a cost sharing basis.

10.5 Legal Counsel CCPA has secured the services of three independant sources of legal counsel.

10.6 Policies and Procedures Manuals In addition to the policies and procedures as set out in the Canadian Heritage Arts Society by- laws, the College publishes a comprehensive manual of policies, procedures and guidelines, plus a Student Handbook; and a Staff and Faculty Handbook. Policies and Procedures are reviewed and updated annually. Changes to governance policies are approved by the Board of Directors at their annual summer retreat normally held in June.

CCPA Business Plan 2010-2013 20 11. Location and Facility

The Canadian College of Performing Arts (CCPA) is located between Theatre Lane and Poet’s Corner in Oak Bay, one of the most desirable areas of Victoria. It is close to the friendly ambiance of Oak Bay Village, as well as recreation facilities, bus routes and beaches, yet only ten minutes from downtown Victoria.

Victoria is a very comfortable city in which to live. Students can jog through green parks and beach trails year round. The city is accustomed to accommodating students from all around the world who attend its various Colleges, and the . Amenities such as banks, laundromat, churches, food services, travels agencies, drugstores are all within a five minute walk of the college. Bicycles, buses, walking and roller blading are popular modes of transportation.

The serene environment and the community support offer the students an ideal setting for focusing on their studies.

The Canadian College of Performing Arts occupies a 2 story hall owned by St. Mary's Anglican Church. It has approxiamately 16,000 square feet of dance studios, acting studios, music rooms, stage, dressing rooms, offices, library, washrooms, showers, student lounge, faculty lounge, and kitchens. The student body has the use of 7 studios, a practice room, a library and a fully equipped kitchen. Both dance studios have a sprung floor. The larger of the dance studios also doubles as a performance space and a rehearsal hall (60’x 90’) with a vaulted ceiling (note: this space is also shared with the church). All studios are equipped with sound systems and pianos. The performance space has a new fully computerized lighting system and a new sound system. We also have capability for Video recording and AV playback.

The students have access to three dedicated computers for internet research and personal electronic mail. They are located in the library that houses thousands of books, sheet music, recordings and scores. The facility also has wireless internet throughout the building.

Due to lack of space at our primary location, we have leased a nearby facility with a large studio plus space for storage and the building of the numerous sets for our productions.

NOTE: Our existing primary space no longer meets our needs. In addition to this primary space, the college is in need of one more dance studio, two larger acting studios, a rehearsal hall for the Year III "Company C" program plus several practice rooms. Also, it would be better to have all of our spaces at one central location. Basically, we have out grown our existing facility. We need a minimum of 28,000 sq. Ft. to accommodate our present programs adequately. Ideally, this would be a purpose built facility that is designed for performing arts use.

CCPA Business Plan 2010-2013 21 12. Marketing 12.1 Marketing Research 12.1.1 Competitors Direct Competitors: Research on training for the performing arts in Canada confirms that there is no direct competitor to the Canadian College of Performing Arts that is offering exactly what our program contains. Although it is true that CCPA is the only non-profit, private, post-secondary, multi-disciplinary performing arts college in Canada (which gives us an inimitable approach to training), we do compete for students with some of our indirect competitors. Our uniqueness allows CCPA to continue to fill a niche in Performing Arts training in Canada. This is due to our intensive programs that not only offer fully comprehensive courses in all three disciplines of Acting, Singing and Dance, but places a strong emphasis on Career Development plus the development of New Works and Cultural leadership. CCPA is also unique in that it offers a "fast track' program for working professionals as well as a diploma program for young emerging artists. Our Year III program, "Company C" is an original and unique program offerered nowhere else in Canada.

Indirect competitors: Indirect competition can be divided into two categories: Category 1 – Private Institutions The only other private institution offering Acting, Singing and Dance, is the Randolph Academy for the Performing Arts. However, they do not offer comprehensive career management studies nor mentorship for new works. They do not offer any program comparable to Company "C". This academy offers 3 academic years that can be done in 24 month of study. It is located in Toronto. There are no similar private institutions in western Canada. Category 2 – Public institutions Public institutions follow different regulations. Their fee structure is also different due to the public funding they receive to reduce tuition costs, rather than depending on a non-profit society to raise funds to subsidize tuition. There are only 3 public college or university programs offering training in all 3 performing arts disciplines; Sheridan College (in Oakville, Ontario) offers a three year program comprising Acting, Dancing and Singing, plus a one year feeder program, Grant MacEwan University (in Edmonton, Alberta) offers a two year Theatre Arts diploma for musical theatre training, and has recently created a Musical Theatre program that offers a 3 year diploma. All other colleges i.e. Humber College (in Toronto, Ontario) offer separate programs for each discipline.

Most universities offer separate studies in Dance, or Music, or Vocal Performance, or Acting other than those mentioned above. Capilano University in partnership with , and Vancouver Community College has just introduced a Bachelor in performing arts 12.1.2 Target Market The target market to which CCPA appeals, is the post-secondary individual who is interested in pursuing or maintaining a career in the performing arts. These individuals are between the ages of 17-30. They join the CCPA directly after high school graduation; enter the program after having pursued other interests or studies elsewhere or come for a brush up or diversification of their present skills as working Professional Performing Artists. High school graduates are looking for a program that is comprehensive, compact, cost effective and in tune with Industry trends. The Canadian College of Performing Arts has proven its product to be well designed. Graduates have been outstandingly successful at entering the profession, gaining renown, and/or going on to earn degrees at universities across Canada and abroad. CCPA’s directors and faculty are also renowned, therefore the College offers reputation, excitement and results. CCPA Business Plan 2010-2013 22 12.1 Marketing Research

12.1.2 Target Market cont'd University graduates and working professional performing artists are looking for a short-term program with high calibre instruction. They need to fill in gaps in their training and to focus on their future career. They attend CCPA to polish and develop practical skills as well as to develop contacts. At CCPA they also learn communication skills, how to develop their voice as an artist (new work) and professionalism. All of these skills and contacts assist their job search and make them ready for professional engagement.

12.1.3 Industry Trends The trend in professional theatre has increasingly become to offer the public a season of plays and musicals in a variety of styles. Even the most established repertory companies such as the Stratford Festival (based on the works of Shakespeare)and the Shaw Festival (based on the works of George Bernard Shaw) incorporate musical theatre in their playbills. This emphasizes the need for today’s performers to be versatile in the arts of acting and singing, plus dance or movement. Actors must be able to dance in various period styles in most plays and many performers earn their living crossing over from plays to musicals and from stage to screen. In other words it is the current trend for artists in this industry to be able to act, dance and sing as well as adapt their acting style for film. It is very advantageous for the film or television actor to be very fit, agile and versed in stage fighting techniques. CCPA’s curriculum offers students the ability to fulfill these requirements plus more (i.e. creating their own new work).

12.1.4 Industry Outlook The two largest centres in the world for English speaking theatre are Broadway and London. Broadway frequently offers more musicals than plays. London offers a good balance of the two genres. It is notable that some of the most world famous musical theatre productions (ie: Les Miserables, Phantom of the Opera, etc.) originated in London’s West End. It is due to their success in these centres that the majority of major works are re-produced in Canada, thereby providing Canadians jobs in all aspects of theatre production.

In recent years Canada has emerged as a new driving force in the performing arts industry. Toronto has become a major theatre destination, while Vancouver and Toronto vie for the largest film industry centres after Los Angeles.

In the Spring of 2014 the Province of BC increased its tax credits for film projects in Victoria. This is resulting in increased production and work here for our graduates.

Due to the 2008 recession, the continually troubled global economy, and the higher value of the Canadian dollar, cultural tourism has slowed down immensely, negatively impacting the entire North American entertainment industry. Both Toronto and New York have experienced recovery in recent years and the signs of improvement in the economy for the rest of Canada are showing. Improved investors’ confidence will result in more productivity and thereby more jobs for performing arts graduates in the coming years.

The theatre and film industries have survived major challenges in the last decade. Artists with diverse skills and innovative ideas are poised to take new leadership as the world recovers from the current economic downturn. CCPA Business Plan 2010-2013 23 12.2 Marketing Strategy

Although the competition for the College is scarce in that there is presently no known institution which offers the identical comprehensive programs for career preparation in the performing arts in the short time period that we offer, we are aware that we must focus on our uniqueness to continue to attact strong talent as students. That is to stress our stellar faculty (all working professionals who are connected to the industry) as well as our focus on career development, the creation of new works and cultural leadership. In addition, setting up strategic alliances with other training institutions and transferability to degree programs will aide our recruitment and retention of talented students.

However students do have the opportunity to study in an academic atmosphere at universities and colleges where they can get most, if not all of the disciplines offered by CCPA in separate degrees. The Canadian College of Performing Arts does not consider itself a competitor to academic institutions but instead delivers extensive training in a short period of time (2 years or less) in a conservatory style of hands- on experience complemented by some academic and research courses. This model for comprehensive performing arts training can be found at specialized colleges and private programs in England and the United States.

Our location in western Canada is a strategic advantage due to the excellent population base and abundance of excellent training in the arts for school age youth.

CCPA Business Plan 2010-2013 24 12.3 Marketing Plan

12.3.1 Target Markets The Canadian College of Performing Arts leads its marketing campaign with a clear image of its distinctive qualities. It also offers a competitive price and will continue extensive promotion annually, reaching and informing potential markets.

Currently CCPA is the only arts training institution that travels from Vancouver Island to Nova Scotia conducting auditions nationally each year in ten cities. This is advantageous to marketing. Feedback from existing students from the East coast verified that they auditioned only because we came to their community.

The primary tool for recruiting students in today’s market is the internet. Our website is key to reaching potential entrants from virtually all demographic and geographic groups. (New website launched in July, 2014)

The College understands the importance of using new technologies to reach its target markets. The CCPA corporate video is well viewed on YouTube and there are numerous Facebook and Twitter pages dedicated to marketing CCPA news events and performances. The College also focuses on Alumni engagement as "word of mouth" has been our strongest recruitment tool.

One target group for the College is senior high schools. As an example, there are currently 4,000 students enrolled in grade twelve performing arts programs throughout British-Columbia alone. Ten percent of these reside in Victoria. Personal presentations are made in Victoria; hundreds of local students attend our performances through a free ticket program facilitated by our corporate sponsors; and school tours and a "student for the day" program is offered at our facility. Personal presentations are made by staff, students and graduates in other Canadian cities plus many of our faculty offer workshops or are contracted as adjudicators for performing arts festivals. Extensive mailing of brochures and videos is distributed across Canada to high school career counselors, drama and music teachers, private arts studios and more. CCPA is also a founding member of the Vancouver Island Private Accredited Colleges Association. Representatives of the association travel up Island regularly to promote its members to students through career fairs.

The second target group, College and university graduates, is recruited through a poster and media campaign.

The third target group is young people in the College age range of 17 – 30 who are not currently enrolled at a school, College or university. Raising awareness of our website helps to inform and invite this group. Public presentations, posters in major Canadian performing arts studios and the extensive advertising campaign during our annual national audition tour help to attract them.

12.3.2 Promotion and Distribution

CCPA markets its services through a number of channels including close affiliation with professional contacts, professional arts organizations, listings in relevant publications and introductory seminars. Multicultural organizations across Canada are informed directly. Information is disseminated with the help of our website, posters, public service announcements, newspaper advertisements, radio and television interviews, as well as a corporate brochure, as follows:

CCPA Business Plan 2010-2013 25 12.3 Marketing Plan

Web/ . CCPA keeps all information current on its website: www.ccpacanada.com . Newsletters, faculty profiles, grads successes (we publish a quarterly publication of "Where are they now?"), forms and calendars of events serve to create vibrant communication tools for marketing our institution. . The alumni component of our Facebook /Twitter/You Tube accounts and website help our grads to maintain alliance with CCPA and their peers. Promotion . Special notices are e-mailed to all former participants and graduates of our training programs. . Audition and promotional material is mailed and emailed to performing arts schools, Colleges, universities and multicultural organizations across the country and beyond . Radio, print and television interviews are conducted in several regions of Canada. . Editorials are printed in home towns across the country featuring CCPA students. . CCPA is in listings in directories of arts training institutions Seminars . Introductory seminars are presented at high schools offering training in the performing arts (People attending can pick up copies of our promotional literature). . Similar presentations are offered at high school Fine Arts annual conferences. . Workshops are conducted at high school career fairs. Advertising CCPA enlists: . Online marketing campaigns using Google ad-words. . Ads on our website and links to other websites. . Ads in local papers of cities where auditions take place. . Sponsored ads on BC TV and radio stations . Ads in theatre programs. . Magazine articles and ads. Media Relations . CCPA researches and maintains a vast data base of national media contacts. . Strong relationships with media ensure that CCPA’s profile is prominent in communities across the nation. . Media campaigns include information on the college and CCPA alumni success stories from every region of the country. Brochure . Brochures are available at our seminar presentations and distributed to senior high schools, Colleges, universities, private training institutions, performing arts schools, conservatories and professional theatres, as well as at CCPA public presentations.

CCPA Business Plan 2010-2013 26 12.3 Marketing Plan

PSAs . Auditions and announcements promoted through a series of public service announcements. . Media news releases. . Radio and television promotions of upcoming public presentations and the annual Open House. Auditions . The national audition tour generates extensive media coverage and direct mailing in all regions of the country. The auditions are conducted in at least 10 major centres from coast to coast. This tour gives potential candidates an opportunity to discuss the CCPA program with faculty and directors. . CCPA offers scholarships and bursaries to relevant youth focused Canadian theatre companies such as the Comox Valley Youth Musical Centre as well as Performing Arts Festivals.

CCPA Business Plan 2010-2013 27 13. Pricing

Tuition CCPA' s intent is to maintain tuition at an affordable and competitive level. Therefore financial support from public and private sources and through fund raising events is required to cover up to 50% of the total cost to train each Canadian student. However, even with a 50% subsidy provided through the Canadian Heritage Arts Society the College finds its tuition peaking near the highest rate in the country. Increased enrolment to offset the cost is restricted by the space in CCPA's current facility and is relative to the quantity of opportunities in the workplace. As well, maintaining a high standard of talent entering the school is a priority to continue the excellent reputation of the college and its graduates.

Pricing Students receiving post-secondary training in the performing arts in England and the USA can pay as much as $45,000 US per year. Canadian public post-secondary institutions can afford a lower fee structure due to provincial subsidies. Private performing arts colleges, however, must rely on a larger portion of their revenues from student tuition and fees.

The CCPA programs of study offer comprehensive training through a wide range of multi-disciplinary courses and therefore does not directly compete with other performing arts institutions, however to attract students and to remain competitive, CCPA’s tuition and fees must remain at approximately 50% of the total cost of training each student. Recent research for tuition and fees for performing arts Colleges in Canada indicates the following parameters:

School type Tuition and student fees (per 8 month school year)

PUBLIC * non-multi-disciplinary * University of Victoria $5,695 *University of Toronto $6,666 * George Brown Performing Arts $4,708 * Langara College (Studio 58) $10,690 (3 year average) * University of British Columbia Acting $5,301 Sheridan College Musical Theatre $8,955 (not as comprehensive as CCPA) Grant MacEwan College Theatre Arts $8,834 (2 year average) Capilano University Musical Theatre $7,791

PRIVATE * non-multi-disciplinary *National Theatre School $4,500 Randolph Academy $8,755 (Tuition only) Canadian College of Performing Arts $9,759 (Year 1 of 2 for 2014/15)

The CCPA 8 month programs are valued at $19,000 of hourly instruction per student. In 2014-15, CCPA is offering its 8 month program at a tuition and fee cost of $9,759 for Year I, $9,444 for Year II and $7,414 for the 21 week Year III program. CCPA will also endeavour to provide as much student assistance as possible through scholarships and bursaries (presently budgeted at $30,000 in 2014/15 and increasing CCPA Business Plan 2010-2013 28 14. Administration Since its inception, the Canadian College of Performing Arts has fulfilled its administrative needs efficiently. The current administrative staff is effectively streamlined, qualified and capable to complete the daily tasks, communications and planning required. They include:

. College Director . Education & Artistic Director . Finance Manager . Finance Officer (Part time) . Communications and Marketing Manager . Development Officer (Part time) . Registrar . Registrar Assistant (Part time) . Facility & Production Manager

Furthermore, systems have come into place over time that are constantly being documented as procedures and updated to allow for smooth transitions in administrative personnel when necessary. In 2014, we implemented a new database system (SUMAC) that will increase efficiencies in our operation and offer more detailed information for our Development team.

15. Program and facility Development

15.1 Programming - a "Culture of Continual improvement" CCPA has developed its programs to the highest level of professional expectations to ensure that our graduates will be employable and will become contributors to Canadian society and culture. Notably, CCPA has engaged a Program Advisory Committee made up of working professional artists in Theatre, Music, Dance and Film from across the country. This group meets at least 2 times a year to give us feedback on the reputation of our alumni and to discuss curriculum changes that would make our graduates more competitive in the Canadian Performing Arts industry.

Even though the composition of courses offered at CCPA continues to be excellent, we continue to improve and meet the needs of the current industry trends. i.e. In response from industry professionals we increased the number of hours students received training in "Transition to Screen" thus increasing their Acting skills for film and television. We engaged Stuart Aikins (a high profile Casting Director from Vancouver) and Richard Lucas (Lucas Talent Agency) to teach our Transition to Screen and Career Management courses with successful results. The extended hours of study allowed for students to better practice Film Acting technique. In addition, based on feedback from the industry professionals on our Program Advisory committee we are offering our acting classes in 2 hour blocks twice a week vs. the previous schedule of 1 hour classes 4 times a week. This change (as well as the smaller class sizes) will allow more intense and focused work to be done in our acting classes. Based on feedback from faculty and students we also increased the number of teaching contract hours in the Dance Program and added on-on-one tutorials. While the increase was not to the full extent that we would have appreciated (due to schedule restrictions) the increase was a valuable addition to the training in this area. CCPA Business Plan 2010-2013 29 15.1 Programming - a "Culture of Continual improvement" - Cont'd In the voice department we added several master classes that increased the opportunity for all the student voices to be heard by industry professionals and to have sessions on specific areas related to voice and singing. This practice was very successful and we will be refining the format even more this coming year. Our career management courses prepare our graduates for the business of the performing arts. It culminates with a Graduate Showcase that is held every year in Vancouver where our graduates perform, network and share their demo tapes, resumes and photos with talent agents, casting directors and theatre artistic directors from that area. Last year out of the 29 students who attended at least 7 have garnered agent representations and some have already been cast in major feature films. In 2013-14, the Directors worked with all of our faculty to refine our 2 year diploma program. The order of curriculum was designed so that we would ensure that students learned skills that would aid them in the flow of learning required over the 2 years. Students work hard in this intense program putting in over 1300 Contact hours (in Year II) over an 8 month period working 6 days a week and up to 12 hours per day. The stellar results of this concentrated training model is proven by the many alumni who continue to have life long careers in the performing arts since graduating from the college. Many now have been working professionally for up to 17 years. The College continues to enjoy a waitlist of applicants from across the nation every year. CCPA currently accepts an average of one in three applicants. As well, 80% to 100% of Year I students continue into Year II and the majority of these diploma graduates then apply to attend Year III (Company C) each year. Demand is greater than can be met. Therefore a selection process is necessary. CCPA continues to respond to the trends in the business and to the needs of students. We take pride in our "culture of continual improvement" and continue each year to refine and improve our curriculum in all of our programs. To that effect, we have extended our third year “Company C” program to 21 weeks to better prepare students for the profession. This studio ensemble offers the unique opportunity for our talented young artists to work with 3 renowned Canadian professional directors on diverse, challenging, universally recognized material.

15.2 Facility development CCPA is faced with the challenge of having insufficient space for its present operation, thus growth opportunities are being limited by its current facility. The College is presently close to identifying the location of a new facility and we intend to move in 2017 at the latest. Research discloses that it would cost approximately $400,000 annually to lease a better suited facility at current commercial lease rates in Victoria. For the long term sustainability of our organization our plan is to build or renovate a facility that we would own or be given a long term lease at a nominal fee (i.e. $1 per year). This would require us to raise funds to build or renovate the facility. Until the long term option is secured, we may have to move to an interim facility starting 2016-17 (this is based on our present landlord's plans). We have budgeted for this below but only at a rate of $10.50 per Sq. Ft. We have identified some possibilities in this price range but hope that we can finalize the long term facility option within this time frame.

CCPA Business Plan 2010-2013 30 16. Projected Financials - 4 Year Plan

2014-15 2015-16 2016-17 2017-18 Projected Projected Projected Projected REVENUE Grants - Government of Canada 300000 400000 600000 600000 Grants - Province of BC 100000 100000 100000 100000 Grants - Other Government 14900 16000 18000 20000 Tuition 721000 735800 746500 748000 Student Fees 61147 63000 64000 66000 Books & Supplies 4000 5000 5250 6000 Audition Fee 5000 6000 6000 6000 Student Services 4000 4200 4500 4800 Theatre Study Tour 28875 30000 30000 30000 Ticket Revenue 67074 68000 69000 70000 Performance Fees 22500 15000 22500 15000 Rental Revenue 10000 12000 13500 15000 Merchandise & Concession 2050 2500 2500 2500 Bank Interest & Finance Income 7000 7500 8000 8500 Fundraising Activities 32000 35000 40000 45000 Corporations 48000 50000 55000 70000 Foundations 50000 55000 57000 65000 Donations 67000 82000 87000 110000 Other Revenue - Summer Camps 13187 15000 16000 17000 TOTAL REVENUE 1557733 1702000 1944750 1998800

EXPENSE Admin Wages, Instructor & Contract Fees 1091091 1123800 1157300 1190550 General & Administration 73150 75300 80000 80000 Communications & Development 65375 87925 90000 90000 Attrition 17167 28000 28700 28900 Artistic & Education Services 139180 153000 168000 185100 Canadian Heritage Arts Society Bursaries 12000 15000 18000 21000 CCPA Scholarships 18000 20000 20000 20000 Building Repairs & Maintenance 29200 29450 34000 34500 Utilities 7500 17725 25750 25750 Lease - Facility 110000 124000 294000 294000 Amortization Expense 21000 21000 21000 21000 GST/HST Expense 6000 6800 8000 8000 TOTAL EXPENSE 1589663 1702000 1944750 1998800 TOTAL SURPLUS (DEFICIT) -31930 0 0 0

Notes: 1. Tuition revenue based on 40 students in Year I, 30 students in Year II and 14 students in Year III.

2. Lease and Utilities for 2016-17 and 2017-18 reflects moving to a new facility with 28,000 square feet at a rate of $10.50 per Sq. Ft. The present landlord (St. Mary's Anglican Church) has generously offered lease rates significantly below market value. Each year the subsidy amount is reduced, which is reflected in the above budget, resulting in increased lease costs each year. The landlord has indicated we will only have 2 years left on our lease as they plan to exercise their default option thus ending our lease in June 2016.

3. The landlord has drastically increased utilities costs starting in 2014-15. CCPA Business Plan 2010-2013 31 17. Concluding Remarks

The Canadian College of Performing Arts is unique, outstanding and a leader in its field. It is nationally and internationally recognized as a Centre for Excellence in comprehensive performing arts training. The College has fulfilled its business plan every year since inception and has laid a solid foundation for future operation.

Investors in the Canadian College of Performing Arts will join a proud legacy of building Canada’s future, by helping to provide training for its aspiring young achievers. Furthermore they will reap the benefit of following the blossoming careers of young Canadians who hail from all regions of the nation.

In the coming years CCPA will continue to solidify operations, to accommodate steady growth and work towards long term sustainability. And as we build toward the future, the reputations of the graduates and the College will glean a more powerful identity in local, national and international communities.

1701 Elgin Road, Victoria, BC, Canada 250.595.9970 ph 250.595.0779 fx www.ccpacanada.com

CCPA Business Plan 2010-2013 32